Managing Health, Safety, Environment & Quality

Good HSEQ management is at the heart of how we run our business. This is not just about doing the right things, it is about evolving a team that thinks the right way and then does the right things. It is about attitude and behavior.

That requires clear leadership, a strong culture that includes everyone involved, and commitment from the boardroom to the back deck.

Leadership and Commitment

Ensuring the safety of our people is one of the biggest challenges we face. PGS aims to be a leader in HSEQ, with zero injury to people – including employees, contractors, people visiting our sites and anyone else involved in our operations.

PGS management leads by example in their everyday work, setting a clear standard and expectations for HSEQ. From the top down, each level of management has HSEQ as a priority.

It is our offshore operations that pose the greatest safety risks, so this is where we most of our efforts are spent. In discussions with employees and walkabouts during vessel and office visits, PGS managers focus on HSEQ.

Risks Change but the Focus is Constant

Risk management is at the heart of how we manage our business and how we manage HSEQ. Here are some factors that we feel have contributed to strengthening our HSEQ performance.

  • We embed risk-thinking in all our operations on a project and operational level. All elements of risk must be considered in our project risk assessments, so we involve all relevant teams to capture technical, operational, HSEQ and commercial aspects. The project risk assessment is referred to and monitored throughout the project life cycle. 

  • During operations, we utilize management tools such as vessel risk assessments, operational risk assessments, management of change, and last-minute risk assessments. 

  • Our job safety analysis (JSA) process is continuously improving. We try to ensure it is dynamic and captures best practices, without generating administrative work that does not add value. The JSA has three parts: fixed-fleet wide, vessel and task-specific. 

  • Best-practice learning and behavioral alignment are vital to achieving our HSEQ ambitions. The toolbox meeting is a proven success offshore and a cornerstone for this activity. We are building on this trusted concept by inviting independent cross-department observers to participate.

Team Culture

One Culture is an initiative established in PGS in 2013, to integrate the seismic and maritime departments onshore and offshore. It has streamlined how we manage operational risk and reinforced cross-functional cooperation on all levels in the organization. In 2015 we took this a step further by including all operational disciplines both onshore and offshore in the collaboration. Our support vessel contractors are also being integrated through joint training. 

The Field Support program further strengthens our team culture. In recent years, our most senior offshore managers have been assigned for 12 months to HSEQ, combining auditing and investigations with practical work. During vessel visits, they deliver training and focus on compliance with customer expectations. The initiative has helped to share HSEQ knowledge and practices between our offices and the fleet.

Managing Contractors

Integration is crucial to successful projects, including contractor management. We work on several levels to maintain our standards. Clear agreements and bridging documents set out expectations and procedural requirements, while audits are employed to check compliance. Finally, training is conducted to ensure understanding and raise competence. Our HSEQ team supports vessel management at each step.

Good support vessels are vital to successful marine operations. With this in mind, PGS has a long-term relationship with its main supply vessel provider. We have nine long-term charters with this supplier, including commissioning and building four brand new support vessels. This is part of the One Culture initiative, enabling us to work closer and better together.

Continuous Improvement and Learning

On each offshore crew rotation, all departments review HSEQ events and issues. Crew members participate in this debrief and assessment, as involvement increases awareness and the results are visible to everyone.

Each vessel develops a safety-improvement initiative, based on an area of concern. Both crews onboard come up with an agreed initiative, objectives, action plan, and deliverables. The vessels work on this throughout the year and report quarterly on progress.

In well-functioning operations, it can be a challenge to prepare for failure, as opportunities to train seldom arise. To address this, PGS has developed simulator training for the back deck, bridge, and engine room, in cooperation with the University of Vestfold in Norway. Our seismic, maritime, and support vessel crews participate in complementary programs. Some of these are together, combining crew from different departments. In addition, we include all groups in regular emergency response training and exercises.

Thanks to committed leadership, risk-thinking, building strong project-relevant teams, and aligned contractor management PGS has seen a positive trend in HSEQ performance statistics. We are certain they are correlated. The better we work together, the more positive the impact on our performance.