HEALTH, SAFETY & ENVIRONMENT MAGAZINE for Oil & Gas industry

and more...

In this issue:

VENKOOFFSHORE

page 16

HARMONISATIONBY REGISTRATION

128

WHYHARMONISATION...

28

2016

HOW IMPORTANT ISCOLLABORATION?

4

SUMMER EDITION

17

A GOLDENORGANISATION

16SAY YES AND ACTACCORDINGLY

20

THE NEXT STEP IN

WORKINGSAFE

MAINTAIN AND OPTIMISE KNOWLEDGE AND BEHAVIOR

2

HSELIFE MAGAZINEON ITS OWN TWO FEET

Foreword

Dear reader,

We’re receiving a lot of requests from Oil and Gas Industry organizations wanting to tell their own company story in HSElife Magazine. We therefore decided to expand the magazine’s playing field. This means that from now on, HSElife Magazine will stand on its own two feet and that organizations will be able to contribute to its huge success.

As you know, HSElife Magazine is a means to inform you about the latest developments within the Oil and Gas Industry, specifically on safety, health and environment. We will continue doing this, but the color palette of the magazine will be different – figuratively speaking. We invite you to claim some space in the magazine and tell your own story, so that we may deepen even more safety, health and environmental issues. Please contact us in order to discuss possibilities. Send an email to info@hselifeunio.com

You can find the digital HSElife Magazine issue at hselifeunio.com. Do you want to get this digital version for free? Send an email to the above mentioned address.

Kind regards,

Pier van SpronsenThe WAT Group

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4

How important is...

COLLABO-RATION?

5

“We may all have come in on different ships, but we're all in the

same boat now,” Martin Luther King once said. Oftentimes,

lip-service is being paid to collaboration but it remains difficult to act

upon. Organizations keep on treasuring their own way of working

and they don’t really want to adjust or change the status quo.

How important is collaboration?

We posed this question to Shell’s Piet van Dam.

DREAM!

6

“If you really want to work safely, then you have to work together. Especially in these stormy times,

working together is of crucial! We all have our different background and experiences but if we are

open to it, we can learn a lot from each other. At the end of the day, we all want the same thing –

that our people can do their daily job with pleasure, safely, healthy and with consideration to the

environment. In the field as well as at the office where plans are made.”

Working together and learning from others are the essence of HSElife UNIO, Piet says. “We’ve

already achieved a lot with HSElife UNIO but there’s a lot more to gain. In the world around us

more than enough information is available for our use. In the Netherlands as well as abroad.

HSElife UNIO wants to put that information to use in a clever and simple way. We don’t have to

invent and develop everything ourselves. In this way, we can both work more safely AND save

money. In the past, NAM has spent many hundreds of thousands Euros on the development and

maintenance of materials. Thanks to cooperation, this amount has been reduced to a few ten

dozens of thousands Euros.”

If you really want to work safely, then you

have to work together

The essence of HSElife UNIO

7

“We all should learn from incidents that happen in our industry. The learnings should be shared

openly. Like we have done with that terrible accident at Warffum in 2005,” Piet says. “One of

the many learning points was that our HSE information proved to be too difficult for the shop

floor. Another important lesson we’ve learned is that we need to focus on process safety as well

as personal safety. Thanks to HSElife UNIO, we have now simplified danger, risk and control

measures on many subjects. Moreover, we’ve followed up on many subjects regarding process

safety within the HSElife UNIO materials. Within Shell, I’ve been closely involved in several Process

Safety related Reflective Learning videos. In the near future, we will link these to the HSElife UNIO

website's web part ‘Learning from Others’.”

Keep it simple There is a flood of information out there and it is therefore essential to have clear information

available. Working more safely AND save money… It can be done! Examples of means of

communication are the HSElife UNIO website, apps for mobile phones and tablets, the HSElife

Magazine and the Newsletter. All of these are means to share information within your organization

and will help to get the information in the right place at the right time. It is crucial that the

information reaches the man on the shop floor. In this effort we should use different means of

communication. The new HSElife Academy is the perfect next step, creating the possibility to

inform the people on the shop floor directly.”

A challenging future“Due to the low oil price and restructuring of our industry, times are challenging, but at the same

time full of opportunity,” Piet says. “We can save an enormous amount of money by working more

closely together and by simplifying –also enabling us to work more safely. In the Netherlands as

well as abroad! Especially now, it is time to let go of your pet subjects and to work together with

others towards simple solutions. Together with all Operators, the industry, interest groups and –last

but not least- the Contractors working for us.”

Piet van Dam is Operational Safety Manager Upstream at Shell. He has been involved in this

harmonization project for ten years. First within the context of NAM’s ‘A Way of Living’, now as

HSElife UNIO coordinator.

Learning from Incidentstogether

8

Harmonisationby registration

9

In optimizing HSEQ policy within organizations,

harmonization can be of great added value.

Maarten Liebreks (Corporate Quality Coordinator

at Total) played an important role in the realization

of LARS – HSElife UNIO’s e-learning and

registration system. The positive experience with

the existing system EPITS became one of the

premises for the development of the new LARS.

We proudly present:Learning and RegistrationSystem

10

11

A nice working system“For 12 years now we, at Total E&P Nederland, have been using EPITS to our satisfaction. This system’s

strength is that not only does it register qualification of our own employees but also of our contractors,

worldwide and at any time. When we started to help HSElife UNIO to think about standardization of HSE

requirements, we actually weren’t prepared to abandon this system. Unfortunately, due to copyright

limitations our system could not be matched to the HSElife UNIO system. After thinking this problem

through, the WAT Group came up with LARS –a system carrying the same functionalities and positive

features as EPITS does.”

Oversight and insight benefitsHSElife UNIO pays a lot of attention to ‘lessons learned’ in order to have all partners benefit from these.

Maarten: “LARS offers oversight and insight not only into Total specific training programs but also into

HSElife UNIO harmonized training programs. Whenever a learning update is required, LARS gives our

users direct access to the required training. In addition to our periodic training programs, I like HSElife

Academy as a way to distribute training programs throughout the year in order to maintain the right level

of knowledge. All this can be linked to the LARS system. I hope that the system will be well received in

the field and that everybody will start using it. We can make further harmonization possible by having

all branch related companies work according to the same safety standards using the same training and

registration system.”

LARS Learning & Registration system• Accessible on any device, anytime, anyplace

• Insight into employee qualifications

• Employability scheme always at hand

• Possibility to take any training program at any moment

Correlation between safety,

quality and efficiency

successful in substantial project

OFFSHORE

12

VENKO

For some years now, Venko Offshore has been working on an impressive project for ONEgas. Within this project, the company works across a total of 35 NAM/Shell platforms. Director Tom Herok says “We paint these platforms from head to toe. A complete refresh, think conservation and scaffolding and insulation activities.”

A substantial project with fixed prices per square meter agreed upon in a contract, including a 5

year guarantee from Venko Offshore. Within a project like this, doesn’t productivity tend to get

the upper hand? Tom: “Not at Venko, that’s for sure. On the contrary – it has proven to be one

of the safest projects we have done up till now. Moreover, efficiency and quality are of a very

high level. This makes me very proud of our employees and all others involved!”

Collective resultThis ONEgas project has not only been successful thanks to the subcontractors but also to the

client’s mindset, Tom explains. In order to achieve the same success with other projects, Venko,

together with the client and the subcontractors, has analyzed the success factors and has

visualized these factors in the image on page 14:

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14

FMBargeCampaign

2YEARSRECORDABLEFREE(Since2-12-2013)Contributingfactors;

Continuityinexecution

-Fixedcrew.

-Familiaritywith

operationsandT&E.

-Teamspirit,trustand

respect.

Clientfocus

-Commitmentandsupport

ofHCO,HMIandOCM.

-Openculturewith

ONEgas.

-Offshoresafetyofficer

Participatingculture

-Dailyoffshoremorning

huddle.

-Safetyawayday’s.

-Kick-offandlessons

learnedsessions.

Onshoresupport

-YTTmorningcall’s.

-Interfaceswithteam.

-Dedicatedprojectteam.

Tom: “When management and supervisors create the right working environment and conditions for

our people to do their job safety, quality and efficiency will benefit. Everything relates to everything.

This Barge Campaign proves that one cannot do without the other.”

Thanks!“I want to take this opportunity to thank everybody who has contributed and still contributes to this

great project and the fantastic milestone of recordable free since 2 December 2013!”

- Tom Herok

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HOPPING

Mmm – island hopping. Immediately this brings to mind the island culture I often encounter within organizations. So in fact, I’ve already been hopping from island to island many times. Does this mean I’m having a never-ending holiday? Well – not exactly. This kind of island hopping certainly doesn’t feel like vacation. It feels more like flogging a dead horse. It’s every man for himself. Small companies within an organization, all inventing the wheel all over again. What a waste of money, because the wheel and thread have been invented long ago. So for me, no island hopping this year. I want to spend my money in a useful way. I want to work together. Work together on safety, achieve something together, think harmonizing. Who wants to pay a lot of money when it’s not necessary? Because that’s the difference between working together and every man for himself. The first costs little money and the latter a lot.

Why is it that we still aren’t prepared to create something together, to achieve something together? How do we get off that island?

Pier van SpronsenThe WAT Group

Spring is in the air. Summer holiday planning is in the make.

What are we going to do? Where are we going this year?

To Rundumhausen? Will we catch a last minute

trip to the unknown? Or will we

try out island hopping?

ISLAND

16

A

GOLDENorganisatiONSafety culture from within

17

Safety culture in our DNA “Internally, we’re organizing our company more and more on the principle of our

‘safety culture’. A good example is our intranet of which ONE Academy will be a

part. Our employees are constantly reminded of safety. This way, we’re creating

a culture from within. We don’t force anything upon our employees, we let them

experience it for themselves. Only then can a culture become part of our DNA,”

says Peter.

Starting this summer, Oranje-Nassau Energy will begin using

ONE Academy. An initiative that has been realized in

close cooperation with Pier van Spronsen of the

The WAT Group. Oranje-Nassau Energy Operations Director

Peter Nieuwenhuijze holds high expectations of the Academy:

“All of us should strive for a golden company. In order to reach

that goal we should challenge each other, learn from each other’s

mistakes and experience the advantages of a safety culture.”

ONE

18

To learn, to develop, to challenge ONE Academy challenges Oranje-Nassau Energy employees to maintain their level of knowledge

and behavior – for instance, by turning reported incidents into real time learning moments.

What went wrong and what would you have done in this situation? Peter expects a lot from his

employees: “Within the Academy, employees can earn different levels of which gold and platinum

are the highest safety levels possible. We expect all employees to at least earn and keep the

gold level. We will be introducing the Academy through a campaign in order to emphasize this

requirement. By keeping up the level of knowledge and challenging each other, safety will become

an intrinsic part of our culture, thus creating a golden organization together.”

By keeping up the level of knowledge

and challenging each other,

safety will become an intrinsic part of

our culture

19

Development through standardization Thanks to the The WAT Group, an online learning environment such as the ONE Academy can

be available for every organization. The wheel doesn’t have to be invented over and over again.

Peter: “In my opinion, ‘standardization’ is the magic word here. Learn from each other, use the

lessons to your advantage and keep on developing further. External contributions such as the

Academy can support the standardization. But nothing is for free – as an organization, you really

have to want it. The focus on safety should be part of the company culture.”

ONE Academy has been developed by

The WAT Group and is a variation of the HSElife

Academy, an instrument to help maintain knowledge

and behavior which was introduced by the

The WAT Group. The ONE Academy offers training

modules on safety aspects that can be used branch

wide as well as aspects specifically designed for

Oranje-Nassau Energy.

Maintain the right level of knowledge and behavior

Say YES and act

Profit from harmonization

20

accordingly!

Say YES During the months of March and April, the Contractor Focal Points discussed harmonization and communication. During these training / info days and discussions on the phone a great many thoughts were being exchanged. And these thoughts proved to be fairly unanimous: the LARS and HSElife Academy initiatives found a lot of support. The same can be said about the optimization of HSElife UNIO internal and external communication. All these activities will contribute to further harmonization, Contractors agree. In other words: a wholehearted YES to speaking the same language.

But saying YES and acting accordingly appear to be two different things in practice…

Also where harmonization is concerned, unfortunately. Harmonization by and among

Operators seems to be a far cry. How is this possible, when any harmonization initiative is

being greeted with a lot of enthusiasm? Indeed, how can this be when everyone involved

is saying YES wholeheartedly?

Maybe it’s to do with a lack of action or interest, or people can’t be bothered? But

why not invest some time and profit forever afterwards? Such a small effort! Because

harmonization will lead to:

• Efficiency

• Significant cost reduction

• Effective communications

• Optimizing of processes and information

• Reducing the number of incidents

• A better cooperation between Contractors.

During the training days, we already heard a wholehearted YES.

Now, let’s all say YES and ACT ACCORDINGLY!

For more information read the short summary on pages 22 and 23.

21

SUMMARY OF HSELife UNIO info DAYSFOR contractor focal pointsINCLUDING INVENTORYheld from 1 – 22 March 2016 in Klarenbeek.

(Reactions March 2016, 75% of the number of participants), in total 50 participants have registered to participate

in the Info Days for Contractor Focal Points. The remaining 19 Focal Point participants who were not able to attend

due to other engagements were informed by email and were offered the opportunity to react. After week 13,

all involved have also been approached by phone.

Current info HSElife UNIO site + update to HTML5:All are unanimously enthusiastic about the site update to HTML 5.

6 Contractors have indicated they will participate in the testing HTML 5 working group.

LearNing And Registration System (LARS)The registration system LARS is being welcomed as a positive addition to HSElife. It’s a very practical feature that

LARS can be linked to other registration systems so that organizations can combine LARS with their own system.

HSElife AcademyHSElife Academy is considered to be a system with which safety awareness can be increased and which enables

the user to spread the training program over a longer period of repetition and will therefore help to save money.

The application of the Ranking System within the Academy should be an option. Regarding the question about the

possibility of adding other languages such as Slavic languages, a positive answer was given.

22

Suggestions for the communication path• Personal visits in order to explain HSElife UNIO action planning etc.

• More attention for the subject during Toolbox Meetings

• More information for the target groups

• Default page for the industry

• Information should be USEFUL

• People availability (timing)

• Make information available for information screens

• Structured information via email

• Materials such as posters and brochures

• Documentation to be used for communication to others for personal use

• 3 industry wide campaigns a year

• Guaranteeing HSElife UNIO for the future

General comments• more commitment, speaking the same language, more interest for

harmonization at all participants

• Operator complexity is increasing relating to Contractors (harmonization?)

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24

Why IS

harmonisatiON

so important?We posed this question to

a number of Contractors. But also we asked

them about obstacles and the significance of harmonization to their

organization.

25

Anne Boersma,Assistant Director at C. de Wolff Konstruktiebedrijf B.V.

“What you want to achieve with harmonization is that everybody

conveys the message clearly and unanimously. Take working at

heights, for instance. According to Labor legislation, every point

higher than 2,5 meters is considered working at height. This is the

common Dutch law. However, some principals deviate from this

and use their own guidelines. Therefore, our mechanics sometimes

don’t know with which requirements to comply. This way, people

in the field get confused – for they have to comply with all rules

and safety issues. Another example: one principal requires people

to wear orange colored safety clothing, another prescribes yellow

safety clothing and yet another doesn’t require anything at all. You’re

constantly putting people on the wrong track. The only thing I want

to demonstrate is that you create unsafe situations when you don’t

speak the same language. You can compare this to the confusion of

tongues in Babel - everybody speaks but nobody understands and

everyone gets confused. Don’t try to invent the wheel over and over

again for your own company. Start using the things that already exist

and have proven their worth.”

Joining forcesMost risks principals are subject to are comparable despite the fact that every company has

their own house rules, Anne says. “At most locations, you work with pipelines under pressure,

with inflammable or toxic gasses and liquids. Those dangers are all over. At all locations we

work there are heights and confined spaces. However, a lot of principals use their own HSE year

plan or action plan. For example, one focuses on working safely at heights and proposes extra

measures. In the same period, another focuses on falling objects and yet another feels that in

this same period extra effort should be put on how to identify risks. Our principals expect us to

actively participate in their additional safety issues by training and certificates. Those certificates

are of a limited validity. This could mean that you would have to get those certificates every

other year. In my opinion, principals should join forces – meaning they should campaign on

certain issues jointly, as the industry as a whole. This would save an enormous amount of money.

An additional advantage would be that subcontractors, especially those working for multiple

principals would not be buried under safety issues information.”

Don’t underestimate people“Sometimes, our men have the misfortune to have to watch 5 safety instructions or videos a

week because at that time they’re working for 5 different principals at 5 different locations,” Anne

says. “This is not very motivating to them. Our mechanics obviously think that working safely is

very important but in fact they just come to do their job. Don’t underestimate people. It’s fine to

feed them safety information but an overkill doesn’t do anyone any good. Think about your own

kids. Pushing them constantly doesn’t help.”

26

Why IS

harmonisatiON

so important?

27

Open and honest communication“When working together on harmonization, it’s important for both principal and executing party

to have a mutual respect and understanding. They should try to meet each other halfway when

differences of opinion occur on how the work should be done. In order to do this safely, it is

important to us that some leniency can be found within the sometimes very strict rules and

instructions. An open and honest way of communicating is key. We are the executing party and

we cannot just blindly follow mandatory instructions that may increase the risk of the work. For

the problem often is that theory and reality are not the same.”

CooperationWhen principal and Contractor discuss the work and make agreements, those responsible for

the actual execution are often not involved, Anne indicates. “The people who actually execute

the work should be involved because especially in complex situations practical knowledge is

necessary to be able to really make a thorough judgment. Talking about harmonization there is a

world to be won in aligning the design with the practical implementation. For instance, it would

be a good idea for the industry’s Operators to compare their working process protocols to see

where they match. And to do so in cooperation with the executing parties.”

Thanks to harmonization, everybody conveys the message clearlyand unanimously.

28

Koen Backer van Ommeren,QHSE & TechnicalSupport Manager atControl Union IndustrialInspections

“If you are to achieve uniformity, you have to harmonize. You will create

greater clarity for the man in the workplace. This is essential for a

safe working environment. You see that this is a challenge for industry

throughout the world. Some countries choose to harmonize through

the use of very strict rules. That creates a kind of uniformity. Other

countries have deregulation, so there are fewer rules imposed by central

government. Where safety guarantees are concerned, the government

makes industry step up to the plate. This gives rise to a situation in

which rules and procedures are interpreted in many different ways.”

Flexibility“We carry out inspections, and our inspectors work at many different companies. They are

constantly being confronted with different safety issues and training courses. These all have the

same goal, to create a safe working environment. But each company does things in a slightly

different way. If this becomes an unthinking habit, it can obstruct harmonization and is, therefore,

counterproductive. Harmonization means searching for consensus and, at a given point in time,

forcing an issue and saying: OK, this is how we are all going to do it. While that may not be entirely

in line with the programmes you've already developed, this should not be the prime consideration.

If you really want to harmonize, then you have to be flexible. At the end of the day, it should not

matter which plant you are working in. Safety is inherent to the industry. Constantly giving people

different signals is also a major safety risk.”

Basic condition for cooperating on harmonizationKoen thinks that if you really want to cooperate on harmonization, you must also be prepared to

reach some sort of consensus. “Even if something might not be one hundred percent the way

you want it, you must find a way to accept this. The bar is set high everywhere; the difference is

entirely in the implementation. There must be a willingness, at some point in time, to harmonize

common themes and training courses. That means that everyone must accept solutions that

are not totally in keeping with their own standard. We are a subcontractor, and our people must

constantly keep fifteen different safety training courses up-to-date to enable them to work with all

of the Operators. In my view, this does nothing to promote safety. These training courses all say

the same thing. So, if you could offer a single, harmonized, training course, it would be a major

improvement. That would achieve much greater progress, in terms of safety.”

Everyone working towards the same goalKoen says HSElife UNIO ensures that harmonization remains alive and well. “This is a difficult

subject. It always has been. It seems that Operators are still basing their reasoning on the old

framework. Even after embracing HSElife UNIO’s basic training course, many Operators still

give additional training courses. Maintaining the old situation like this stops us from making

progress. Many people work in different sites, and often at different plants. These are the people

who have the most to gain from uniformity. I am confident that this will succeed. But this will

only happen if everyone works towards the same goal. It is important for people to understand

that harmonization sometimes means doing things differently, rather than sticking to the familiar

methods your organization has always followed.”

29

Control Union Industrial Inspections performs inspections on all kinds of technical plants

and materials. Koen Backer van Ommeren states that “Our inspectors provide heightened

safety levels. We regularly subject the condition and operation of these plants and materials

to competent scrutiny. Our inspections are not just about issuing pieces of paper. We share

ideas to ensure that our inspections are performed as efficiently as possible. This also

enables us to present the inspection results to our customers in the most comprehensible

way possible. Customers need to know where they stand, and what points need to be

addressed as a matter of priority.”

www.controlunion.com

Harmonization means searching for consensus

Why IS

harmonisatiON

so important?

30

Den Hartogh Liquid Logistics is a logistic service organization specialized in bulk

liquids logistics. Bert Schreurs: “In an innovative way, we share our ideas and

thoughts with our clients so that we can offer them clever solutions to their benefit.

We find it important to build a long term relationship with our clients.”

www.denhartogh.com

Bert Schreurs,Operations Manager atDen Hartogh Liquid Logistics

“Cooperation in safety harmonization should be a must within

our industry. For the man on the shop floor, unambiguous

rules and procedures lead to a simpler, clearer and therefore

safer way of working. Oftentimes, the man on the shop floor

works for several Operators and at different locations. In his

working environment he is being confronted with a variety of

rules. These rules serve the same goal and are semi equal, but

every Operator has their own highlighting and expressions. Or,

while one Operator summarizes the topic in one sentence, the

other uses a whole page. This results in a flood of rules and

instructions being poured on the shop floor by the Operators.

A good example of harmonization is the Law on Road Traffic. If

this law wouldn’t have been harmonized nationally, an enormous

chaos would be created on the roads notwithstanding all rules

and procedures. Many things would not be clear and –more

importantly- many more people would become the victim of a

road accident.”

Reducing the volume of rulesIt’s obvious that the many rules and instructions overlap resulting in a lack of clarity for the man

on the shop floor, Bert says. “An unambiguous approach will lead to a significant reduction

of rules and procedures which will increase safety. We always tell our people: Work safely or

don’t work at all! For this reason, we have implemented a number of important rules throughout

our company. For instance, our drivers don’t do any sampling. It is prohibited to unload ADR

class 3 and GI 33 inflammable liquids using outside air supply (compressor). The same applies

to inflammable liquids being transported under a temperature higher than the ignition point of

these liquids.” Although the last mentioned is permitted under the ADR legislation, we take this

legislation a step further in order to create a safer working environment for our employees.

Cooperation“If we want to cooperate with each other, we need to agree on the goals we want to achieve. In

my experience, this is something that is being acknowledged by both Operators and Contractors.

In the end, we all want to work safely so that everybody gets home safely by the end of the day.

Through HSElife UNIO, important steps are being taken to reach harmonization. However, it

does mean that the Operators need to make choices if they want to work unambiguously. It’s a

question of give-and-take, of making sure we all speak the same language and of communicating

better and clearer. This will result in ‘First Time Right’ and also in a safer sector. An additional

advantage –especially in this era- is the cost reduction aspect.”

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Harmonization will lead to more clarity and asafer way of working

Why IS

harmonisatiON

so important?

32

René de Wit,QHSE Manager atWell Services Group

“In our case, the most important advantage of harmonization is efficiency

and cost reduction. We work for different Operators. Every time we go to

an Onshore or Offshore location, we are required to follow an introductory

training on location. This means that our people have to sit in a room for half

an hour or even a whole hour to watch a video or listen to a presentation they

have seen or heard many times before. The video or presentation details may

differ slightly from one Operator to another, but they send the same message.

Take the differences between Operators regarding their safety requirements

on working at heights or use of protective gloves and the different permit-to-

work systems or, not in the last place, very different safe work procedures.

There are no common standards and these differences cause us to spend

a lot of time in work preparation and execution. Besides, it is frustrating for

our people to have to look at the same training material over and over again

and to adapt to other working regulations. Sometimes, a specific Operator

requires them to take the training not on location but at a training center. We

have to schedule their time only to have them getting the same information

they have already received two weeks before at another Operators’. This

costs time and therefore also money.”

Safety cultureThe differences between Operators may also have to do with the large differences in the Operators’

approach to creating a safety culture, René thinks. “Some Operators have an elaborate system of

rules in order to secure the desired safety level while other Operators take a more practical and

pragmatic approach. I don’t mean to say that they have a lower level of safety awareness. They

just take a different approach to safety. Many Operators who work internationally would also like

to work more practically and pragmatically but are dependent on the standards that apply to all

their companies worldwide. Such standards are usually based on the weakest link – for instance,

like countries not having a culture of thinking and acting independently like we are used to in the

western world. And this worldwide required uniformity regarding their own safety management

system sometimes collides with the strive for harmonization.”

Time saving and efficiencyHarmonization results in clarity and uniformity, says René. “Our people are able to work

according to the same rules everywhere and use the same procedures, checks and forms.

They can rely upon the fact that they are compliant with their work at all times and that other

Contractors follow the same system. They don’t have to search for the right way to perform

a job. No more insecurity and confusion but saving time and working efficiently – also when

working together with other parties on location.”

Stimulating independent thinkingAccording to René, having the same approach to creating and maintaining a safety culture

is an important basic condition for working together on harmonization. He gives an example:

“Within our company, a practical and pragmatic no-nonsense safety culture reigns. On our

yards you don’t see many warning signs. We obviously do place the legally required signs and

equipment like emergency lighting, emergency exits, emergency showers, fire extinguishers

etc. However, we’re relying on our people to know when to take extra safety measures

because they have learned to always be aware and thinking – as a second nature. That they’re

obligated to wear a helmet when they are in the vicinity of hoisting activities, for instance. With

us, it’s not a standard requirement to wear a helmet when you are on the yard. Our philosophy

is: think for yourself – do you think it would be wise to wear a helmet, to use gloves when

you’re repairing something? We place the responsibility of judging the safety of a situation

in the hands of our people themselves, rather than fixing every situation with numerous

procedures and rules.

33

When you’re always imposing mandatory ways of working upon your people, you reduce their own independent thinking capabilities to zero.

Why IS

harmonisatiON

so important?

34

In my opinion, Oil and Gas Industry employees in general have a high level of safety awareness – especially

compared to other sectors. Our people are sufficiently equipped to judge if in certain situations a checklist

should be used, for example. When you’re always imposing mandatory ways of working upon your

people, you reduce their own independent thinking capabilities to zero. What we want is to stimulate their

independent thinking capability. Ergo, we put more emphasis on safety awareness and less on creating

numerous rules. An example of harmonization therefore is also

to discuss present and future safety culture aspects, what

they mean in regard to the difference between various

safety regulations and how to handle those.”

Having the same approach to safety

culture is an important basic condition for working togetheron harmonization

Why IS

harmonisatiON

so important?

35

HSElife Academy“HSElife UNIO has introduced HSElife Academy. This is a very useful tool to keep

people’s safety awareness up-to-date. I think that’s a great development. I can see

that Operators are enthusiastic about it. When Operators and Contractors together

start using the Academy it will be a new step forward to harmonization. Improving

information sharing between Operators and Contractors to enhance mutual cooperation

should be the next step, as far as I’m concerned. Supplying transparent information,

easily accessible to both parties – for instance concerning the employee’s educational

level as well as certification and equipment inspection status.”

The Well Services Group offers a range of capital intensive services to the

international Oil and Gas Industry, the Petrochemical Industry as well as

the Energy sector on and offshore. For example, with its Coiled Tubing,

Slickline and Nitrogen Services, WSG is active in the field of maintenance and

stimulation of oil and gas wells as well as cleaning and testing of oil and gas

transport pipelines. René de Wit: “To us, flexibility is of great importance – we

are all but rigid. When a client calls us on a Friday afternoon concerning a

problem at the North Sea, that same afternoon our people will head for Den

Helder in order to eventually solve the problem at the Offshore location. I’m

very satisfied with and proud of the working attitude of our colleagues in the

field. They regard a client’s problem as their own, I’ve noticed. That is not just

doing your job – it speaks of true commitment!”

www.wellservices-group.com

Why IS

harmonisatiON

so important?

PEOPLE USE ONLY A SMALL PART OF THEIR MENTAL ABILITY FOR CHANGES IN ORGANISATIONS TO SUCCEED. WHAT WOULD HAPPEN

IF WE COULD INCREASE THAT CAPACITY? IT WILL CHANGE THE WAY WE ACT. THIS ALLOWS US TO QUICKLY RESPOND TO CHANGE

AND HAVE FASTER RESULTS.

TO CHANGE

Toine Simons

Beerschot & Simons

36

YOU REMEMBER

THIS YET!?

HSElife magazine

January 2012

CHANGE IS THE RULE

Our society is changing constantly and rapidly. Because of the knowledge we gain over the Internet, our purchasing behavior and that of businesses change. Or the way we communicate and exchange information. Also old success factors for business don’t have eternal life.

CULTURE CHANGE

Because of changes, businesses and organisations have to constantly adapt the way they work, their services, their innovations and products to these new demands. In other words a lasting change that focuses on an open culture where communication is central. This means that we address each other in honoring agreements, a focused attitude and being customer focused. This way you get an innovative organisation that grows and flourishes. One you want to work at.

PREJUDICES ABOUT CULTURE CHANGE

“Culture change takes years and is not easy.” This is what we hear in most companies we advise on implementation of changes. Then you have actually tackled the biggest problem. After all, you don’t know how much energy and intelligence people have to change at short notice.

Many people initially offer resistance if they have to change. They find it hard and think that the organisation simply can’t change. You often hear “this is who we are” or “these are the facts.” People think you can’t just change and book new and better results. In practice, many companies talk about change and new desired behavior and have meetings about these subjects. They go under their magnifying glass. But ul-timately little happens. This strengthens most people in their opinion about change. Therefore there is no room for new thoughts and insights. And that’s just what’s needed.

37

THE OLD IS GOOD BUT NEW IS BETTER

We see the absence of change if people are not thinking in new ways. Organisations attempt to implement change from the old ways of thinking and behavior. This is an obstacle when a new way of thinking is necessary if you want to quickly respond to environmental change.

If changes are absence, organisations start sending behavior more, whilst other behavior is desired. But nothing is as ineffective as sending to behavior if you don’t know what thinking underlies the behavior. If you want to change quickly, you need to facilitate new ways of think-ing. The key is to use old thoughts and barriers as the driving force for new ways of thinking and acting.

SHIT AND SHINE?

People move by two things: shit or shine. In other words, either there is great danger to people or they have great desires. In both cases, it’s important that people are aware of the need for change. A lot goes wrong here. For example, managers who send the wrong signal to their staff. Managers preach messages about loss, significant cuts or dismissal while simultaneously drive in a new lease car.

But often the exemplary behavior of management is contrary to the desired change. Yet it’s important that there’s a sense of urgency and that management propagates this clean and clear. Regarding the principle of Shine, it’s much more complicated to change people from their desire. The desire for an optimal work experience, customer service and meaningful work is present, but not manifestly. So you can’t appeal to that. Yet there’s not much left if people don’t feel the urgency to change (Shit) is high.

HOW CAN YOU QUICKLY IMPLEMENT CULTURE CHANGE?

The main starting point is to see things in a different way, but also to think and act in a different way. In other words, if you want to achieve new and better results, the staff has to show new behavior.

The new behavior is due to thinking differently and this is due to seeing things differently. To be able to see things in a different way means that people should first look at their own beliefs. Are these beliefs effective or ineffective for change? For example, someone believes that im-plementing culture change will take a long time. The point here is not whether this is true or not true, but if it stops him or truly sets him in motion.

TO CHANGE QUICKLY

1.

2.

3.

4.

5.

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When talking about culture change, we should use the barriers that people have as a driving force. From there you should facilitate a new way of looking at things. You have to make people aware of the contribution they can make for change to take effect. Not “I have seen many changes, this one will also pass.” But “What can I contribute, although I know it’s the same all over again.” Nor “Communica-tion is a two way process, and if the facts are different, I let it be.” But “I am responsible for the quality of my communication, I want to be responsible and who wants to follow my lead?” This seems naive, but it will eventually give results. And people will experience the meaning of their commitment more.

TO CHANGE QUICKLY

Make sure that the sense of urgency is clear and communicate it well.

Make agreements with management about exemplary behavior.

Don’t do long researches into the reasons why implementing previous changes failed. People often have a good idea of what’s wrong. This you’ll find out during an interactive session. So you don’t have to do research.

We keep a lot under the table because we fear that we will get into trouble if we are not honest. That’s why we often conceal things that really should be uncovered. So if you want to take change to the next level, you should be honest in order to solve problems.

People do want change but they have many obstacles. In other words, make sure you bring out the barriers that prevent change from happening. These barriers are often stronger than the desire to change.

Find out what you can change beforehand and quickly deal with it.

Determine which barriers live in people’s conviction. Use these barriers as a driving force and show that they can prevent change from happening.

Visualise people’s desire to collaborate, communicate and implement. Make them aware that by obstructing, their desire can not be fulfilled.

Check together which new ways of looking at things and which new beliefs you can achieve over old barriers.

Make agreements about it and make people accountable for bringing solutions. Make them accountable for communicating also.

1.

2.

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8.

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THE TEN MOST IMPORTANT STEPSTO TAKE IN CULTURE CHANGE

39

for industry, by industry

HSElife is a forum for those working in the oil and gas industry.HSElife focuses particularly on those working wherever HSE is really an issueor really should be an issue: on the shop floor.

HSElife magazine is published by:The WAT Group B.V.P.O. Box 237380 AA KlarenbeekThe Netherlands+31 6 462 95 25 6 (7, 8)

www.thewatgroup.com On this issue workedThera Idema, Mariëlle Dolman, Stéphanie van Stockum, Janine IJssel de Schepper,Bob Janssen, Marjou Janse, Veselin Raznatovic, Pier van Spronsen,Marc van Baasbank, Piet van Dam, Peter Nieuwenhuijze, Maarten Liebreks,Bert Schreurs, Koen Backer van Ommeren, Anne Boersma, René de Wit and Tom Herok.

Please e-mail any comments about subjects discussed in this magazine toinfo@thewatgroup.com attn. Janine Ijssel de Schepper.

Articles may not be taken from this publication within the meaning of Article 15 of the Netherlands Copyright Act.;© The WAT Group B.V. 2016