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, managers focus on HSEQ.
Risks Change but Risk-focus is Constant
Risk management is at the heart of how we manage our business and how we manage HSEQ. Here are some factors which we feel have contributed recently to strengthen 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 practice, 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.
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. Going forward, our support vessel contractors will also be integrated.
The Field Support program is further strengthening our team culture. Over the last five years, 28 of our most senior offshore managers have been assigned for 12 months to HSEQ. They combine auditing and investigations with practical work. During vessel visits they deliver training, and focus on compliance with customer expectations. The initiative is helping to share HSEQ knowledge and practices between our offices and the fleet.
Contractor management and integration are crucial to PGS projects. We work on several levels achieve this in order to maintain our standards. Clear agreements and bridging documents set our expectations and procedural requirements, while audits are employed to check compliance. Finally training is conducted to ensure understanding and raise competence. Dedicated HSEQ resources support vessel management at each step.
Good support vessels are vital to successful marine operations. With this in mind, PGS has built a long term relationship with our 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
Once per offshore crew rotation, each department reviews HSEQ events and issues. All crew members actively participate in this debrief and assessment. Involvement increases awareness and the results are visible to everyone.
Each vessel develops a safety improvement initiative based on any 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 back deck, bridge and engine room simulator training in cooperation with the University of Vestfold in Norway. Our seismic, maritime and support vessel crews participate in complementary programs, both separately and sometimes together. In addition, we include all groups in regular emergency response training and exercises.
Thanks to these initiatives in committed leadership, risk-thinking, building strong project-relevant teams, and aligned contractor management we have seen a positive trend in the PGS HSEQ performance statistics. We are certain they are correlated. The better we work together, the more positive the impact on our performance.