Read more - Wood Group PSN

Tom Macartney:
A customer perspective
Pg. 3
The international publication for PSN
Issue 12 2010
Applying our focus
Focus - a new way of working.
Pg. 6
Significant safety milestones.
Pg. 8
The Aristos experience.
Pg. 10
Included in this issue
Network Extra Technical Supplement
See centre page pull-out

Editors’ intro
For this issue we asked PSN
people what they wanted
to tell the world – anything
at all, no theme, just make
it interesting. So, welcome
to issue 12 of Network – the
break the rules issue!
First up, we have a fascinating
interview with BP’s Tom
Macartney, who wants to show
the world what truly great
engineering looks like. On page
6 you’ll see how our team
won a huge BP contract and is
already stepping up to Tom’s
challenge.
We’re reducing the number
of banks we work with; want
to know how PSN fared in the
due diligence investigation
carried out for prospective
bankers? Our CEO tells you
and he doesn’t pull any
punches.
We have an update on Aristos:
don’t call it a safety training
course – it is an experience
that breaks the mould.
Our feature on Alkaline
Surfactant Polymer is enhanced
oil recovery like you’ve never
seen it before.
There’s matchmaking in
Sub-Saharan Africa, we
grill a project manager on
maintenance support and
we have a lot of cool people
moving into new jobs that you
really need to keep up with.
Our appeal this year is very
different: we want to help
some workers get their jobs
back. Find out how you can
help on page 18.
In our technical supplement
our environmental engineers
want to get you ready for big
changes ahead, our Value
Systems manager tells you
how to improve your decision
making and we have an HVAC
story that’ll make you see peer
reviews in a whole new light.
This is who we are and what
we do. Send us your stories
and pictures for the next issue
and we hope you enjoy this
issue.
Kenna Blackhall
Editor
T: +44 (0)1224 777014
E: kenna.blackhall@psnworld.com
Varihi Scott
Editor
T: +44 (0)1224 777821
E: varihi.scott@psnworld.com
Contents
Safety milestones
... we look at two of our latest achievements
06
10
12
15
17
5 13 16
18
Focus - a new way of working
We talk to the new BP focus project team to find out what
makes this project different.
New global HSE manager
We hear from Ricky Duff about his recent appointment and
the new perspective that he brings to this important role.
New innovation manager
Brian Mercer tells us about his new role and how innovation
can differentiate our services to customers.
Driving change in Chad
We get the low down on our growing reputation for
delivering high quality training in Chad.
New horizon on North Sea
contract
Peter Brown, PSN UK managing director tells us about the
recently won Nexen contract renewal.
page 8
Thank you to everyone who contributed to issue 12 of Network:
Adrian Dowds, Alan Gordon, Alan McInnes, Alan Watt, Andrew Laing,
Bob Keiller, Brian Mercer, Chris Walbank, Colin Middler, Colin Smith,
Dave Barwick, Debby Kwan, Edward Creegan, Elise Donald, Erika Resch,
Graham Horrell, James Crawford, Jill Rennie, John Bailey, John Kearney,
John Padmore, Keith Eagles, Kerry Rohan, Lesley Wilson, Lynne Smith,
Mark Adams, Michael Stone, Nick McCann, Paul Gibson, Paul Lapsley,
Paul McCarthy, Paul Mullan, Paul Shanks, Peter Brown, Richard Leavett,
Ricky Duff, Steve Mutch, Tom Macartney, Will Gibson, Wilson Murison,
Yulia Kasatkina
Network is published without warranty, and although we make
every effort to ensure information is accurate, PSN will not be held
liable for damage or losses that result as a consequence of any
inaccuracies in or reliance upon such information.
This publication has been printed using the latest environmentally
friendly printing techniques which include processless plate technology.
This technology removes the need for chemicals entirely at
pre-press stage and reduces the chemical element in
printing.
This paper uses 100% ECF (Elemental Chlorine Free)
pulp, has FSC certification for being sourced from wellmanaged
mixed sources and is totally recyclable.
Designed and produced in-house by the PSN Corporate
Communications Team.

A customer perspective:
Tom Macartney
BP
Network talks to Tom Macartney, BP’s Engineering Services
Manager, for BP’s perspective on focus - the new way of
working.
Focus is the new identity for the PSN/BP team, established following the
award to PSN of a five year contract from BP at the end of last year. To find
out more catch up with the team on pages 6 to 7.
Network: Why was PSN successful in securing the new contract?
Tom: PSN has a track record of delivery and a visible performance management
culture. They clearly recognised the need to transform the industry and we’re fully
aligned in our passion to drive efficiency through new ways of working. I very much
look forward to a long and productive partnership. The North Sea is a big part of BP’s
global business and our goal is to sustain investment over the next decade.
Network: What are your top priorities for the focus team?
Tom: I’m here to provide the support to make this team a great success and ensure
we deliver on our promises. It is crucial that we have the right people, in the right
roles, at the right time to drive the transformation that we require. This is not just a
consolidation of business under a contract for BP, but is intended to be a completely
new way of working.
An important part of transformation is to simplify processes and make sure they are
fit for purpose and to ensure we work as a fully integrated ‘seamless team’ - working
side by side in the same office. Driving transformation this year is fundamental and
it’s vital that we show real progress on what we promised. But it’s not a one year
journey. We also have a demanding turnaround programme ahead of us this year
and it’s vital that we have a total focus to ensure success. Delivering our whole TAR
programme, safely, effectively, on time, and on budget is crucial to BP and therefore
crucial to this team and PSN.
Delivering great engineering is also a key topic we have been discussing at
management level. We want to ensure we know what great engineering looks like. It
is essential we get our engineering right. Integration of the team across PSN, and BP,
both our Northern and Southern assets is also one of our top priorities.
What gets me excited is being part of a great team, a team that gets a real buzz from
doing a great job and delivering on its promises. Seeing a team achieve their best and
not burdened by unnecessarily complex processes or bureaucracy – uncluttered to get
on with delivery.
I am totally committed to making this team work. I’m absolutely passionate about
continuous improvement and keen to help instil a culture that continually aims to
raise the bar. The focus team will truly make a difference and I’m excited about the
next chapter. I’m looking forward to a very successful year, setting the precedent for
others to follow with the focus new way of working.
Planning and management of demand are also crucial to our success. We must
ensure there is a clear process in place for the management and prioritisation of work
so that we can manage demand and deliver on our commitments. It’s important for
BP to ensure that we are not making impossible demands of the team.
3

The focus team is introducing a new much more integrated model that will challenge old
ways of thinking and working, and we hope will set the precedent for the future. We have an
opportunity to make a real change and drive increased efficiency in the North Sea.
Tom Macartney, BP engineering services manager, North Sea SPU
N: What is your vision for the new project?
T: We should be one seamless team that delivers on
its promises - working in an open and honest culture,
so that we focus on and address immediately the key
issues that drive performance.
I want to get away from the old days when a
contractor might just say what they think the customer
wants to hear, so that only too late do we really
understand we have delivery issues. The focus team
is about integrated teamwork, clear expectations,
focus and delivery - good process and good people.
To achieve this we need control, rigour and discipline.
N: What is different about the Focus project?
T: The focus team is introducing a new, much
more integrated model that will challenge old ways
of thinking and working, and we hope will set the
precedent for the future. We have an opportunity to
make a real change and drive increased efficiency in
the North Sea.
Oil has always been a tough and volatile business and
stability of the contractor industry is always a concern.
Focus is based upon a ‘longer term relationship model’
so we better understand how to work with each other
and how that impacts each other’s success. This
model therefore gives us a real opportunity to drive
continuous performance improvement, building on our
success and lessons learnt.
To make this work we must be open as a team. We
have a single integrated and co-located management
team providing a service to one customer – BP
operations. We are measured together, by our success
or failure. Openness, honesty and integrity, and a
driven attitude towards safety are all key areas that
will determine our success. Working with a contractor
that puts safety at the top of the agenda is a must for
BP, as is a real passion for wanting to do a great job
and striving for continual improvement.
N: How important do you think strong
partnerships between operators and contractors
are for the continued prosperity of the oil and
gas industry in this region?
T: Strong partnerships are crucial. They give you
the opportunity to understand the holistic process of
delivery. Both operators and contractors play a key
part in delivery and good partnerships enable you to
better understand how the whole system works and
how to best integrate so that processes are optimally
dove tailed for one another. You can better identify
the challenges and opportunities you have and then
better work together to address them and realise the
benefits.
But they must be successful partnerships where there
is mutual benefit. And the industry cannot afford the
inefficiencies of man marking, so trust is crucial, and
trust is earned through everyone delivering on their
commitments to one another and the business.
N: What do you see as the biggest challenge to
achieving and sustaining zero safety incidents
in this region?
T: Continued leadership. Time after time,
demonstrating that safety is the number one priority
and keeping our focus. We need to make sure our
people know what we expect from them and vice
versa and ensure they are fully empowered to stop
if they think something is unsafe or if they have a
concern.
It’s important to listen to our people, understand what
their concerns are, walk the talk to help drive and
embed the right safety behaviours. We have the right
processes and tools, so it’s about doing it right and
rigour in following our processes. Keeping that rigour
and attention to detail is the challenge.
N: What are you looking forward to this year?
T: I’m really excited about the opportunity focus has
to demonstrate a new way of working. We have a
new business model and when we make it work,
it’s going to set a precedent for the North Sea. The
challenge and opportunity is at our door to really
show what can be done if we work in this new way.
That’s what excites me. It will take all of us working
together as an integrated team to get there, and I am
looking forward to the satisfaction of seeing our focus
team deliver. N
Tom Macartney
BP engineering services manager, North Sea strategic performance unit (SPU)
In his current role Tom is responsible for integrity, discipline engineering, projects and turnarounds
for the North Sea SPU in BP. He joined BP in 1988 having worked in open cast coal mining and after
having gained a degree in electrical and mechanical engineering from Edinburgh University. He has
worked in both operational and commercial roles within the BP business streams and functions. In
refining he has worked as a maintenance engineer and within turnarounds and in exploration and
production as an offshore operations superintendent and installation manager.
He has also held a number of commercial and performance management posts in the US and UK
within the global business centre. Prior to his recent appointment as engineering services manager in
the North Sea SPU, Tom held the post of director operations in projects in the E&P global operations
function. Tom is a chartered mechanical engineer and graduate of the MIT Projects and Engineering
Academy.
4

Through a fresh pair of eyes
CEO update
It’s easy to congratulate yourself and share stories of your
success, but it’s real proof of the pudding when someone
objective takes a look into your organisation and mirrors
your enthusiasm.
Bob Keiller, CEO
We were recently looking at options to reduce the number of banks we
deal with and replace them with fewer banks who each do a bit more for
us. As part of this exercise, the new banks hired an independent team of
professional consultants to review PSN and see if we would be a good company to
do business with, a process known as ‘due diligence’ which is common ahead of any
potential deal of this nature.
The results of the exercise were hugely encouraging! Their overall conclusions were
that PSN was a first-class company and the best they had seen in all of the many
times they had carried out due diligence. They marked our business in 10 separate
areas where we were ranked ‘excellent’ in two, ‘good’ in seven and ’satisfactory’ in
one area – technology.
What surprised them was our Core Values. They expected the Excom to wax lyrical
about the Core Values, but suspected not to see much evidence of them deeper into
the organisation. On the contrary they found our Core Values clearly embedded
throughout PSN, well respected and committed to by our people – you.
They also concluded our business has no ‘red flag’ issues that might worry potential
business partners and our forecasts for the business appeared to be achievable -
if even a bit conservative. They think our strategy is solid and were particularly
impressed by our MIDAS system that supports our business development effort.
An interesting part of this exercise for me was also looking at areas where we
could improve. They said our health and safety performance could be better - a
top priority for us this year - and our focus on technologies that could help our
customers could be stronger. They challenged whether we could do more in
training people about the key aspect of our management system and suggested our
growth plans could be strengthened with a better screening process for contract
opportunities.
I have talked to many people in the financial markets about what they think of PSN
and how we stack up against our competitors. The feedback I get is mostly positive
but we are still seen as the ‘small guys’ in the sector. Now that could be seen as a
potential weakness but I think, in reality, it’s a strength. Being ‘small’ means it is
easier for us to act and behave like a small business – the sort of business where
people know each other and collaborate freely, where decisions are made quickly
and where customers are all treated individually and made to feel important –
because they are.
I am proud of what we have achieved in PSN in four years and I can get defensive
of criticism – but I recognise I am biased. If people ask me about PSN they will get
an upbeat, positive answer, unashamadely optimistic about the future because that’s
what I genuinely think.
It was Scotland’s national poet Robert Burns who wrote the lines, ‘O wad the Powr’s
the giftie gie us, to see oorsels as ithers see us’.* This phrase appeared in his 1786
poem ‘to a louse’ but the phrase is very fitting. What I think of PSN isn’t important
– our reputation exists in the minds of others – our customers, our suppliers,
officials we deal with, employees and others that are sometimes collectively called,
‘stakeholders’. It can be very informative to find out what others think about us –
especially if they have looked deeply and are independent.
So if you are reading this and you are an employee – why not ask your customer
how they think we are doing, or if you are a customer get in touch and let us know
how we are doing or if we can improve the service we provide to you. It’s good to
get a fresh pair of eyes looking in to our organisation from time to time and gives us
an honest and objective opinion. N
Bob
E: CEO@psnworld.com
* Translation: And would some Power the small gift give us to see ourselves as others see us.
5

“a new way of working”
At the end of last year PSN won a record five year contract worth over £200million to deliver
engineering and construction support services to all of BP’s UK offshore facilities and their
onshore Dimlington plant. This is the largest single contract we have been awarded in the UK
to date making us the sole federal engineering and construction contractor for BP’s offshore assets,
and marks a high point in our long relationship with BP.
A step change for PSN, this contract award represents the dawn of a new era and an opportunity to
introduce an exciting new way of working. The team reports on the new focus project.
A successful transition
“Three months ago we were waiting,
with baited breath, the outcome of a
hard fought tender process”, explains
Alan Watt, PSN’s business manager
for the new contract. “On all of PSN’s
projects we upped our game on dayto-day
delivery and maintained our
commitment to keeping everyone safe.
As head of PSN’s UK BP projects, I knew
that BP’s experience of us would be a
big factor in the outcome of the tender
so it was inspiring to see the people in
my teams really pulling together and
doing what had to be done.”
The team has now successfully
concluded the transition period and
grown its onshore and offshore teams
significantly. It has also moved into
new offices in Aberdeen. Talking about
progress so far, Alan explains the team
has assumed responsibility for all of
the ongoing work on Bruce, Magnus,
Schiehallion, and ETAP, some midengineering,
some mid-construction
and some work at a suitable juncture
between the two.
“In addition to this, we are continuing
our work on the Southern Assets,
Andrew, Harding and Clair, we have
prepared Miller for operations as a
not normally manned installation, and
completing OCTIP at the Dimlington
plant. It’s going to be a busy year
ahead with six turnarounds and planned
interventions scheduled for the first
nine months of 2010, plus a number of
significant projects.
“BP has been clear from the outset
that this new contract is not going
to be business as usual. We are
about to embark on a transformation
process that identifies and implements
opportunities where we can find new
ways of doing things more effectively,
reducing interfaces, maximising
productivity, reducing cost and generally
tuning our already good performance
so that we drive efficiencies throughout
the delivery of our service.
“The commercial model we have with
BP ensures that as a team, we drive
performance and improvement. If
there is a better way of doing things,
anything, we will find it, adopt it and
implement it, then continue looking for
ways to improve it further.
“The new team is determined to make
this a huge success and be seen as
the optimum provider of these services
in the North Sea,” explains Alan.
“Implementing our new systems of
Hard Dollar, P6 and project dashboards
is transforming the way we work and
helping to give a better picture of our
performance. We are also integrating
our planning systems with the asset
plans, streamlining processes and
procedures, implementing meaningful
performance measures and taking
a minimalist approach, without
compromising safety or technical
integrity. We know it can be done and
we are going to do it!”
A new identity
The team has established a new
identity for the project as Dave Barwick,
team leader for the focus improvement
project explains.
“We have named our new project focus,
because it underlines our purpose and
motivation. We established this identity
for two reasons. Firstly because we
want people to think and feel differently
and secondly, because it is an important
improvement method which we’ve
broken into five themes, on how we can
change in the first year.”
Success overall will be producing
better quality outcome for lower cost for BP
and its partners. We have the opportunity
to work closely with PSN to produce more
efficient and better quality engineering.
Richard Leavett, central planning function, BP
Focus for me is an opportunity for
BP and PSN to work together as one team
to deliver a cost effective solution - with the
right person, in the right role. It is a chance
to deliver something special.
Paul Mullan, projects and modifications manager, BP
6

The focus themes
Safety
“Safety is our number one core value within PSN and at the
heart of everything we do”, says Pat Bonner HSEQ manager for
the project. “We have a moral duty to make sure that everyone
completes our operations safely. We have a strong drive for continuous
improvements and aim to engage everyone in truly delivering an improvement
in our safety performance. If we work together we can deliver a breakthrough
performance and realise our overall objective - an incident free environment.”
People
“Our new team gives us the opportunity to bring fresh ideas
together and establish new ways of working”, says Lesley Wilson
HR lead for the project. “I’m looking forward to working with
the team both onshore and offshore.” As well as being the overall improvement
manager, Dave Barwick is also partly responsible for the people theme. “To me
it is all about creating that team feeling, that communication that we all have
a single goal”, says Dave. “Working together to ensure we are integrated. We
must have BP and PSN members working under the single boiler suit approach.”
Performance
“We will deliver construction on time, safely and on schedule”,
says Alan McInnes, construction manager responsible for the
performance theme. “I’m looking forward to the challenges
ahead and performance visibility improvements we will deliver.”
“We will look for efficiencies in everything that we do”, adds Alan Watt. “We will
measure robustly and share the results with everyone involved so we can all see
the impact of our efforts.”
Cost
Elise Donald, business services team leader, responsible for
overseeing the cost theme, says the team will look at where
we can reduce the cost of operations on this project. “The
challenges that lie ahead are going to be fantastic. They are going to be
difficult, but realistic. I think there is great scope for us all to deliver exciting
opportunities for individuals and for the business.”
Process
“We pride ourselves in our PSN processes”, says Alan Watt. “They
are robust, well proven and ensure that we maintain quality and
integrity. By streamlining the way we do things we can make things
simpler and harness the power of technology in a more structured and effective
manner.”
Also responsible for the process theme is Elise Donald who explains it is all about
a journey. “At end of the journey our processes will be streamlined to drive
performance improvement. We would look to include Hard Dollar, Oracle billing and
cost reporting and to implement planning systems with BP.” “This is the start of a
new future which BP and PSN are fully aligned”, adds Wilson Murison, engineering
manager for the team.
Delivering on our promise
“I’m responsible for delivery to ensure that we reach our goals”, says
Nick McCann, delivery manager for the Central and Northern assets
on the project. “It is my responsibility to ensure that the new
changes are achievable and practical. I think this is a chance to deliver something
unique. Working together on a huge change programme is a massive opportunity
for us as teams and individuals. It really is going to set a benchmark for the
industry.”
Graham Horrell is similarly tasked with ensuring we achieve our goals and is
responsible for the delivery in BP’s Southern Gas Assets. “A key part of my role is
to make sure that our new ways of working are picked up and understood. I will
ensure these have been rolled out to the Southern Gas Assets.”
A step change in performance
It’s clear the team are all joined up in their enthusiasm for the new project and
committed to moving forward as an integrated unit. “If we have a strong team
we can achieve anything that is put before us”, explains Dave Barwick.
“Focus will deliver a step change in performance, cost and reliability of delivery
across the brownfield projects”, concludes Alan Watt. “It will be challenging,
but if we pull together and focus on everything we do, we are going to have a
great year. Let’s enjoy the journey.” N
For more information on focus, contact:
Alan Watt
Focus business manager
T: 44 (0) 1224 528617
E: alan.watt@psnworld.com
We chose PSN as a partner as
a company we recognised we could do
business with - focused on delivering,
really listening to our desire for change.
I’m excited about that and the chance to
do something different to the traditional
way of working.
We’re fully aligned in our passion
to drive efficiency through new ways of
working. I very much look forward to a
long and productive partnership. The
North Sea is a big part of BP’s global
business and our goal is to sustain
investment over the next decade.
Tom Macartney, engineering services manager, BP
Adrian Dowds, engineering and
construction manager, BP
7

Significant milestones
on the road to safety
excellence
Sakhalin safety milestone
On Sakhalin Island our project teams celebrated three years without a
lost time safety incident. Assignment manager Paul McCarthy and HSE
lead on the island, Yulia Kasatkina, tell us how their teams sustain this
safety record.
Yulia: “One of our customers recognised us as
their best performing contractor in HSE in 2008.
Since then they have recommended our positive
approach to HSE to other contractors. We share our
knowledge with other companies to encourage best
practice across all of our customer’s operations.
Experience in building a positive safety culture
“The help that we offer is rooted in our own
experience. When this project began in 2006, we had
a handful of people in the Yuzhno office; now there
are over 130, more than half of whom are Russian.
Perhaps the biggest challenge in the early days
was instilling a consistently positive safety culture
throughout the team. However, our hard work has
paid dividends as can be seen in our excellent safety
statistics.”
Magnificent achievement
Paul: “Only when you consider the remoteness of
the location and the extreme weather conditions our
personnel are forced to deal with for most of the year,
the huge geographical spread of the work and the
number of assets on which the team is engaged at any
one time can you begin to appreciate the significance
of this accomplishment. Yulia, the HSE team and
everyone on the project are to be congratulated on a
magnificent achievement.
“The project team is based in Yuzhno. The scope
covers engineering and technical support to the Piltun
A and B platforms and Lunskoye A Platform, as well as
onshore processing facilities, a LNG plant, oil export
terminal, 1000km of pipeline and a series of oil booster
stations and gas compression facilities.”
Training and incentives
Yulia: “Continuous improvement is an important part
of sustaining good safety performance. In addition to
the in-house training we provide, we also work closely
with established Russian training centres on areas
such as Russian Federation industrial safety training,
labour protection law and offshore survival training.
Front row features Yulia Kasatkina - HSE lead, Finlay MacLennan - business manager and Paul McCarthy - assignment
manager, pictured with the Sakhalin team
“We have established incentive schemes for PSN’s
Changing Attitudes for Risk Elimination (CARE)
system, to encourage a proactive approach to safety.
We award small prizes to personnel in recognition of
their participation in the scheme. Any issues raised on
CARE cards are openly discussed at our weekly team
briefings and in the HSE management meetings.
“We also have quarterly safety presentations given
by project discipline teams on a topic of their choice.
Topics have ranged from snowboarding safety to
allergies to management of change. Alongside this the
HSE team prepares health and environmental related
topics, such as diabetes and water consumption.
Raising the bar
“Looking to the future, we are developing our
workplace assessment processes in line with Russian
Federation Labour Protection requirements. We are
setting up quarterly safety coordination meetings with
our customer for each facility. We’ve raised the bar on
CARE cards, with a new target of one per employee
per week, to encourage people to think safety at all
times. 2010 will see the implementation of PSN’s
behavioural safety training tool, Aristos, across the
whole Sakhalin project team. And we’re on course to
meet 100% of the targets in our HSE improvement
plan.
“To sum up how we sustain our safety record, I would
say we keep engaging our people by bringing in new
initiatives and taking on board their ideas. We keep
trying to offer something new in terms of training,
targets and incentives. Summer and winter, onshore
and offshore, we keep safety fresh in people’s minds.” N
For more information contact:
Paul McCarthy
Assignment manager
E: paul.mccarthy@psnworld.com
T: +007 4242 46821
8

Industry leading safety performance for 14 years
In January, our Philippines project team of 354,
celebrated 14 years or 9.5million manhours without
a lost time safety incident. This was followed in
February by 1 year without a recordable incident –
also known as 1 year TRC free performance. Senior
site manager, John Padmore, tells us how they have
reached such outstanding milestones.
“We are based at the Tabangao Refinery in Batangas City,” says John.
“Many of the team have been with us from the start of the contract,
which is unusual in the Philippines. The project team culture is very
much like a family and that encourages people to stay and makes it much easier for
new members to learn quickly.
Left to right:- Joan Kho, John Padmore - PSN senior site manager, Arnel Santos, Tom Botts -
executive vice president global manufacturing for Shell, and Martijn van Kooten
Leadership, encouragement, responsibility
“During major planned shutdowns we can take on more than 600 additional people
so it is vital that our permanent employees are good leaders, encouraging the new
people to ask questions and take responsibility for their own and for each others’
safety.
Comply, intervene, respect
“We have our HSE Golden Rules, which are: comply, intervene and respect. Comply
means with laws, policies, procedures, standards and PSN’s core values. There is no
excuse for not knowing what to do or how to behave. Intervene means you must
speak up if you see an unsafe act or condition. Respect refers to our team and our
neighbours. Most workers come from nearby and it is important that we respect
each other and the communities that support us. PSN provides annual SHELTER
refresher training, using our unique SHELTER facility, and bi-annual H2S awareness
and practical training.
Good customer relationships
“A good relationship with our customer is an important part of our team’s morale.
Our proactive attitude to safety keeps us ahead of the competition: we make it our
business to lead HSE initiatives. We have been re-awarded this contract four times.
“We initiate customer satisfaction surveys twice a year to get detailed feedback on
how our customer’s people feel about our work. Our people have a very positive
attitude, they are not afraid to voice opinions and recommend improvements, which
our customer’s area engineers appreciate. We aim to be supportive and we have
provided safety training for our customer’s senior staff.
Winning dance team
“For the past three years our customer has held a dance competition to promote
health and fitness. PSN were the champions in 2007; in December 2009 we
reclaimed the champions title.
“The secret to our success here is that people genuinely enjoy coming to work and
want to look out for each other. We’ll continue doing all we can to keep it that way.” N
For more information contact:
John Padmore
Senior site manager
T: +63.43.723.0720
E: john.padmore@psnworld.com
Only when you
consider the remoteness
of the location and the
extreme weather conditions
our personnel are forced
to deal with for most of the
year, the huge geographical
spread of the work and
the number of assets
on which the team are
engaged at any one time
can you begin to appreciate
the significance of this
accomplishment.
Paul McCarthy, assignment manager
9

The Aristos experience
Over 1000 people have now completed the Aristos training course in eight countries.
PSN’s unique Aristos experience continues to gain momentum and is firmly at the
heart of our organisation. Here John Bailey, Aristos delivery manager reports on the
buzz surrounding the Aristos phenomenon.
Hindsight is a fine thing, but Aristos is all about foresight and stopping an
accident before it happens. It looks at our behavioural triggers to bridge
the gap in our risk perceptions and make a step change in our safety
performance.
Aristos is an opportunity to be part of something which will undoubtedly impact
on the safety of other people - not just colleagues in PSN but also our customers’
people. The fact that Aristos is relevant outside work means families and friends
can benefit too.
A unique experience
The one day experience is highly interactive, humorous and thought provoking. It’s
called an experience rather than a course as that is what it is – an experience which
changes perceptions through exercises, movie clips, psychology, the exchange of
experiences and offers a new approach to decision making.
The experience itself is different for everyone. Some people are hit
like a sudden awakening. For others it is a more subtle realisation or
reinforcement of many pieces of information.
But for all, it provides a new approach to how
they identify risk and make decisions. One of
my favourite success stories is an employee
who was always driving fast to work to be on
time. After attending the course she realised
that it was an unnecessary risk that had
serious potential consequences, so changed
her behaviour from then on. Incidentally
she also went on to become an Aristos
trainer!
Making a difference
We know it’s making a difference when we get feedback like, ‘it’s the only
such course that makes sense to the guys offshore’, or hear a customer
tell us that our unique approach to safety is long overdue and that we are
leading the way by delivering something which genuinely works.
And because we know it works, we truly put our money where our mouth
is and have invested considerable resources, time and effort to span the
PSN network. We’ve already rolled the experience out in Melbourne, Perth,
Chad, the UK, US, Canada and Baku, and we’re just warming up!
Crossing cultures
To ensure we get the Aristos message right when we cross cultures we use local
people to roll out the course, who speak the local language and can use examples
that will really hit home. Right now we’re translating Aristos into Russian and
French.
We believe that working across different cultures, environments and languages
and still having a unified approach to safety is a real demonstration of our global
network in action.
Our trainers are people from the network who have been there, seen it and done
it – not professional trainers, but people with stories to tell and enthusiasm in
abundance.
“It made me aware of past
incidents and now I have more
insight into why and how it could
be avoided in the future. I can
present this to my family and look
out for others safety. Thanks for
improving my safety habits.”
Calvin Encalade, operations manager
Lafayette
“It gave me a whole new way to
look at safe behaviour, both within
work and home. It’s great for
team building around one common
positive goal.”
Margaret Leitch, chief safety engineer
Aberdeen
“It’s a differe
you thinking a
come away wi
from the course
or others from g
Tommy Kinsella – N
Aberdeen
“It’s different, it’s quick and it
will help people to be safer. It’s
always good to have a different
perspective.”
Ian McKay, global O&M manager
Aberdeen
“It creates awareness
and fosters individual
responsibility. I learned that
I am complacent in personal
safety at home.”
Jan Ernst, logistics assistant
Lafayette
“Aristos reinforces safety and
guards against complacency.
One of the best safety
awareness courses I have
attended.“
John McIntosh, UK OP manager
Aberdeen
“It has changed the way I
think about everyday activities
and habits.”
David Le Blanc – recruiting
consultant
Lafayette
10

Leading the way
A real buzz resonates around Aristos both inside and out of the organisation.
The ECITB has sent a representative to undergo the experience as have other
professionals from outside PSN including our insurance consultants, Marsh, and a
behavioural safety expert from Aberdeen College.
The feedback we’ve received has been overwhelming and lets us know we’ve hit
a nerve. I’m excited about the next chapter and looking forward to sharing the
experience with many more people in the future. N
For more information on Aristos, contact:
John Bailey
T: +44 (0)1224 778194
E: john.baily@psnworld.com
Or
Willie Gibson
T: +44 (0)1224 777822
E: willie.gibson@psnworld.com
Ricky Duff:
new global HSE
manager
nt way of getting
bout safety. If you
th one or two things
it could save you
etting injured.”
elson
“A wake up call on safety
awareness, pushing us onward
to always be aware, alert and
diligent - not only ourselves but
our colleagues also.”
Eric Farquhar – Gannet/Anasuria
Aberdeen
“Showed me the need to step back
and assess each job differently.
Time is not important, people
safety is.”
Ian Smith – Viking Bravo
Aberdeen
“The light has come on! I
now realise the importance
of recognising this
“moment”. It is so simple
and effective.”
Stuart Young, global operations
manager
Aberdeen
“I have understood how it is
essential to get good habits and
it will help in my life and work.”
Firudin Safarov – technical process
Baku
“It presented a vitally
important subject from an
extremely different direction
from any previous safety
courses/presentations I have
attended.”
David McKenzie, procurement &
materials
Baku
“I will try and break as much
as possible my negative
habits and moreover to
pass to my family members,
relatives friends and
colleagues.”
Isa Gaziyev, HSE co-ordinator
Baku
“A simple tool to assist with
behavioural modifications.
It heightens awareness,
applicable to all and not just
specific to your site.”
Joe Sofra, business manager
Melbourne
He is no stranger to heading up multi-million dollar
projects in diverse locations and has a career in oil and
gas that stretches 25 years. Network caught up with
Ricky Duff following his recent appointment as the new
global HSE manager.
“I’m delighted to be heading up the new function and focusing on our number
one core value”, says Ricky. “I was motivated to move into HSE because I saw
a challenge and an opportunity for a new and different approach. I have been
the customer, the contractor and my time as a regional business manager
gives me an opportunity to look at the position with a new perspective and
fresh eyes.”
Ricky joined the company 12 years ago and since then enjoyed a variety of
roles in support functions and as a business manager, heading up key projects
in the UK and overseas. For the past seven years he worked in international
operations looking after the Sub-Sahara Africa region and then the North Africa
region. His broad career as both an operator and a contractor has taken
him to countries like the UK, Canada, Saudi Arabia, Chad, Cameroon, Nigeria,
Angola, Mozambique, Algeria, Egypt, and Tunisia.
Talking about his top objectives for the year, Ricky says he wants to improve
our safety function, by good safety leadership, support to the business and
delivery of global safety initiatives. “I want to help get the Aristos word out
and truly embed this into the business. It’s an important part of our long-term
strategy and I believe it can make a big difference to safe behaviours across
PSN and our subcontractors. I’ll also be working closely with our operations
directors and business and assignment managers, to support their parts of the
business.
“I have excellent foundations to build on. The team has already completed
some fantastic work and we have an impressive number of projects in PSN
that are incident free - some that have been for many years such as the
Philippines. But there are still incidents and injuries across the business so
there is room for improvement.
“Safety leadership in the business will be a focus area for me and I will be
helping the operations directors and business managers to measure this and
deliver improvements. We also have an opportunity to look at how we report
and analyse HSE incidents through our internal reporting systems such as
Synergy, Insight and Impact.
“I’m excited about the position and looking forward to working with the team
to help make a difference together.” N
11

Brian Mercer, new innovation manager
Last month we appointed Brian Mercer as our
first innovation manager as a result of our
continued expansion and dedication to this
key area. Brian will identify areas of the business
where exciting new ideas can successfully be
implemented to improve and differentiate our
services to customers. Brian tells Network about
the year ahead.
Exciting opportunities
This is a brand new role in the company and one I think presents exciting opportunities. It allows us
time to look at novel ways of working, new ideas and innovative thinking and turn that into successful
implementation that can differentiate us.
Straight away I’m getting to grips with the multitude of innovation we already have in the business.
We have a vast amount of capability but it can sometimes be hidden or held in small pockets that
aren’t always at the forefront. The first steps are to identify what we have, where it is, what stage of
maturity it is in, and how we can develop it more effectively for the business as a whole. Our internal
systems Hard Dollar, P6 and Oracle, can help address this, and one of my first tasks is to deliver
upgrades to these systems and roll them out as a coherent branded project with associated training
packages for the business.
Uncovering hidden gems
Meeting with key players - Excom, business and assignment managers and function or project
representatives – is crucial for this role and I aim to learn from them where best practice is currently
undertaken and where they need support in terms of improvements. It’s also important to put a
process in place that enables us to truly manage innovation through a structured approach. Once
I find out what is out there, I will identify top opportunities which we will focus on and get them in
place to start the delivery process.
Driving innovation
I’d like to think I bring drive, enthusiasm and energy to the role as well as extensive experience within
PSN running various business units, and in being in customer organisations. Having a background in
the RAF, also gives me a different mindset as I haven’t always worked in this industry.
Over the coming year, there will undoubtedly be challenges, which we will have to consider when
implementing innovation, such as different cultures, countries and customers. And I will need support
from our management team to drive innovation and encourage everyone in their teams to not be shy
about coming forward with ideas.
I want to capture any new concepts that will introduce innovative approaches to our service delivery,
which will optimise the services we provide to customers, while keeping us ahead of our competitors.
So, if you have a great idea or innovation you think could be explored further, please do not hesitate
to get in touch – my door is always open. N
For more information on innovation at PSN, contact:
Brian Mercer
Innovation manager
T: 01224 777826
E: brian.mercer@psnworld.com
Broad expertise – industry expert
Brian joined PSN four years ago
and since then has enjoyed a
diversity of roles. He kicked
off his career with PSN as the
business manager for Chevron
Topsides Delivery Contract and in
that time was seconded into its
organisation as its maintenance,
reliability and integrity manager.
He then went on to become
business manager for our UK
ConocoPhillips projects and more
recently worked as a pursuit
manager. Prior to his time with
PSN, Brian was an engineering wing commander in the RAF for 20
before he transitioned into the oil and gas industry.
Brian was recently appointed to the board of directors for the
Industry Technology Facilitator (ITF), an industry body which
acts as a champion for technology development. Working with
technology developers and its members to identify exploration
and production technology needs, the organisation supports the
development and implementation of new technologies into the
industry. As a non-executive director of the ITF board, Brian will
be responsible for contributing to the strategic direction of the
organisation in line with the objectives set by its members.
It is clear to all of us that we operate in
an extremely competitive market where we have
to keep improving and differentiating our service
delivery to our customers. In this new position,
Brian will help us do this by identifying areas
of the business where innovation – both work
practice and technology – can be successfully
implemented, developed as robust work
processes and show measurable improvement.
Innovation is one of our core values and it is
important that we focus on this key area to
remain competitive in the market.
John Kearney, technical director
His expertise fits very well with the input we
need from a board member and I am confident he
will play a key role in our future development. As
ITF continues to grow its international membership
it is essential that we can call upon senior industry
experience and knowledge to provide strategic
direction that is in the best interest of all our
members.
Neil Poxon, managing director, ITF
12

y
ASP PSN
Enhanced oil recovery to inprove your
waterflooded reservoirs !
PSN’s experience of designing Alkaline Surfactant Polymer (ASP) plants
in Western Canada is providing a solution for our customers’ enhanced oil
recovery needs. PSN is being recognized as having the expertise to develop
and continue to improve on future designs. If you are new to ASP, this is how
it works.
It started with the
prospect of greater yield...
And so the process began
in Western Canada...
Meanwhile, under the
surface...
Flooding a reservoir with water typically only
recovers 30-50% of oil in place; using ASP can
yield an additional 15-30%.
To prepare for the polymer, first oil is
skimmed from the water in the produced
water tanks. These tanks will be needed later
to cope with any surges and to give the oil time
to float to the surface - more challenging with
polymer returns.
Induced gas floatation is used to remove
oil and any other suspended matter from
water in the system. The gas bubbles attach
themselves to any particles and oil and float
them to the surface, where they are removed
with wipers.
There was no way through for the oil particles... Then in a secret labratory... Deep within the
reservoir...
Walnut shell filters are used to do the final
removal of oil and particulates before the
water is softened in preparation for being
injected into the reservoir. Crushed black
walnut shells work best.
The water is softened to remove any
minerals that might otherwise cause scaling
in the reservoir. To soften the water, it is
passed over a weak acid cation resin that
removes calcium and magnesium. The resin is
regenerated with rinses of water, hydrochloric
acid and NaOH.
The water is now ready to enter the polymer
slicing unit, where it is mixed to achieve a
consistency similar to hair gel. After 20
minutes it is pumped and diluted before
being injected into the reservoir. Surfactant
is added to make the mixture slippery and
caustic is added to open the pores in the
reservoir, providing more channels for the
mixture to flow through.
As the chain speeds
through the reservoir...
The specialists work
intently...
ASP does it again...
Displacement pumps are used to inject the
polymer mixture as centrifugal pumps could
break the polymer chains and longer chains are
more effective.
We use a range of controls to optimise
injection quantities and ensure the best
results.
We evaluate the requirements for upgrades to
the oil battery and install a new modularized
facility to provide the process requirements
for reservoir injection.
We have developed a design that is modular in nature and have applied the learnings from previous projects with significant improvements in the design. Combining this
experience with tangible cost saving measures means we are the ‘go-to’ company for ASP and the starting point for all other new designs. N
Contact: Debby Kwan, Business development, T: +001 403 234 6398, E: debby.kwan@psnworld.com
13

Classifieds
Network
Issue 12 - 2010
Long-term relationships
Would like to meet:
Global company
with excellent
experience of training local
personnel seeks operators
with a strong commitment to
safety and doing right by local
communities.
James Crawford, our
regional business manager
for Sub-Saharan Africa,
tells Network how he found
a matchmaker to help
PSN do the groundwork
for establishing long-term
relationships in three new
countries.
We’re looking at Ghana,
Uganda and Tanzania,” says
James. “We asked the UK’s
Department of Trade and
Industry (UKTI) to help us
find the kind of companies
that share our values and
objectives. Each of these
countries is very different.
Each UKTI team took a slightly
different approach. The UKTI’s
Appointments
thoroughness and its use
of local staff have enabled
us to find valuable common
ground on which to build good
relationships.
Healthy competition in race
for first oil
“One similarity shared by
Ghana, Uganda and Tanzania
is that they are all low income
countries. They each have a
long list of things on which
they want to spend their
oil revenue, so they want
the revenue to start flowing
quickly. They also want to see
healthy competition between
service providers so that they
can get the best possible deals
to fit their needs.
“The UKTI’s local staff have
great insight into what’s
happening in their national
industries. They also know the
right questions to ask. Initially,
we sent each office a clear list
of the type of companies we
wanted to contact and the kind
of business we wanted to do.
Core values form
the cornerstone of
relationships
“PSN is serious about its
core values so we are always
upfront about how we work.
Steve Mutch, who is one
of our most experienced
operations managers, has kept
in touch fortnightly, to discuss
developments and deal with
any queries and clarifications.
The UKTI staff drew up lists
of every potential resource
in their respective countries,
we chose who we wanted to
meet and the UKTI made the
arrangements.
“We made our first visits in
November and January. We’re
now following-up, getting to
know people a little bit more.
We’re also taking more of our
people along so that they learn
firsthand about the different
requirements of different
customers and prospective
customers.
Putting people first keeps
PSN ahead
“Our work on nationalisation,
training and people
development is a huge
differentiator for us. Nobody
wants expensive expats
working for them for any
longer than necessary. We
can show how successful
we’ve been at replacing
expats with local people in
places like Chad, Bangladesh,
the Philippines, Vietnam and
Russia. We’re also explaining
how our OPITO accredited
competency framework, which
has recently been rolled out in
Cameroon, gives
our workers the
ability to gain
internationallyrecognised
qualifications.
“Tanzania is keen to
train people ahead of big
energy reserve finds. It
also wants to build up its local
businesses so that they will
be ready to make the most
of increased demands for
goods and services. We have
good examples to share of
strengthening the supply chain
in Chad, setting up a national
organisation to improve safety
in the oil and gas industry
in Cameroon, and we’ve
worked with schools, colleges,
universities and career
changers around the world.
We keep rainforests green
and lakes blue
“All three countries are very
concerned about protecting
their local environments. Our
environmental engineers work
in areas with some of the
most stringent environmental
legislation in the world, so we
have a lot to offer in terms
of minimising pollution at all
stages of projects. On new
projects, we can build the
cleanest, most efficient options
into designs, which is the most
cost effective approach.
“The UKTI teams have been
excellent matchmakers. We’ve
met operators, government
representatives, training
organisations and potential
partner organisations. Each
meeting has been valuable
to us and we’ve had good
feedback from those we’ve
met.
Concluding, James says:
“These are important journeys
for me personally too. I lived
in Sub Sahara Africa for twelve
years as a child. I’ve spent
my career helping the energy
industry bring work and
prosperity to other parts of the
world so I’m glad I finally have
the opportunity to take those
benefits back home.” N
Contact:
James Crawford
Regional business manager for
Sub-Saharan Africa
E: james.crawford@psnworld.com
T: +44 (0)1224 777445
Alan Gordon, ERC
business manager
The ERC (Europe, Russia
and the Caspian) region
holds great growth potential
for PSN in the next few
years. Our existing client
workload is growing and
there are several major
contract opportunities that we need to prepare for
in terms of building our operational capability and
positioning ourselves well with customers.
Alan will retain his responsibilities for Asia Pacific
(APC) until such time as we have recruited a new
APC business manger from within the region.
Steve Mutch, business
manager for the North
Africa Region (NAR)
Steve has been with the
company for over 21 years
undertaking a variety of
engineering, project and
operations management roles.
He has spent the last 10 years
in the international business, supporting business
development and establishment initiatives in several
regions including a four year operations deployment
in Russia.
The North African region is very challenging from an
operational viewpoint but has potential for growth
over the coming years. Steve takes over from Richard
Duff who was appointed to the Global HSE manager
position last month (see page 11).
Kerry Rohan, global
public relations
manager
Kerry is an experienced PR
professional and previously
worked as a consultant to
global energy companies
including GDF SUEZ E&P UK,
Suncor Energy, ITF and Xodus
Group.
Kerry will be responsible for driving PSN’s global media
activity and enhancing our public profile. She will also
manage the PR agencies we work with in Australia,
Canada and the United States.
14

“In 2009,” says Edward, “at our customer’s request, we merged the PSN Chad Training Department with their
training department. This recognized our growing reputation for delivering high quality training. Since then,
PSN training people have been responsible for English language training, HSE training, and driver assessing
and testing.
Defensive driver training
“There was a backlog of defensive driving training, which we have cleared, and with this essential groundwork in
place we are now supporting our customer in the roll out of their driving management system, DriveRight. Each
driver has a personal credit card sized card that is required to start a vehicle. A console inside each vehicle records
data such as speed, acceleration rate and breaking time, and logs this on the driver’s card. The consoles or cards
can then be checked at any time for driving violations. The implementation of the DriveRight cards, allied with our
defensive driving training is leading to safer driving and greater driver accountability.
Pushing forward nationalisation
“Our role in 2010 is an expanded and consolidated one. We now have an integrated HSE and driver training
team, headed up by James (Jim) Rae. James was previously HSE and quality lead until he trained a
Chadian colleague to replace him. As part of our push to fill many expat positions with local people,
Jim is now working towards making all our Chadian HSE trainers able to deliver all critical health and
safety training without expat assistance. Jim may be the first on our project to nationalise his own
position twice.
Quality-controlled driver database
“Our HSE training team is currently rebuilding and quality-controlling the project driver
database for the whole of the oil field development area. Maintaining this important
record needs close collaboration with a number of different organisations, our
customer’s organisation and parts of the project team.
Auditable safety training ID badges
“In addition, we have rolled out and are managing the Work Management
Safety Badge. This is an auditable ID card system, which is closely linked
to the Permit to Work system, and highlights what safety-critical training
the bearer has done.
Language training successes
“Our Chadian staff are now 100% responsible for English language
training in Kome, which includes upper-level training for our customer’s
personnel. Our trainees’ success with English means that we are now moving
into more competence-focused, skills-based and industry-specific language.
Stella Laobella - Dept Administrator, Nathalie Memlelem - Senior Administrator / Database Developer,
Jonas Beyem Ndigde - English language Instructor, Masra Allangombaye - English language Instructor,
Robert Djimasngar - SHE Trainer and Defensive Driving Instructor, Patrick M’solal - SHE Trainer and
Defensive Driving Instructor, Kougotembaye ‘Jay’ Ngarnoudjibe - SHE Trainer
Overhaul and management of N’djamena training facility
“Later this year we will overhaul training at our customer’s N’djamena English
language training center, consolidating our management and administration of
the facility.
Cutting unnecessary complexity
“Other new initiatives in 2010 will include a widening of core HSE training
provision to include instruction in French and Tagalog, and the phased
introduction of Plain English principles in all training. Our Plain English
initiative aims to reduce the complexity of language in training materials -
especially important since many learners on the project speak English as a
second language.
Get in touch with us
“All our activities are aimed at promoting a safety-conscious workforce
regardless of which company our trainees work for. Further, we have brought
to our new roles the same open-door, open-mind and can-do philosophy
which led to our increased work scope and customer recognition.
“We welcome contact with other parts of the network and would be pleased
to pass on details of our experience and lessons learned.” N
* http://www.who.int/healthinfo/global_burden_disease/GlobalHealthRisks_report_part2.pdf
15

Take the
hotseat
PSN has been building the
maintenance and integrity systems
that will ensure a long and healthy
life to the new Mangala processing
terminal in Rajasthan. The terminal
has the potential to produce 25%
of India’s domestic crude supply.
Network wanted to know what this
prestigious experience means for the
future so we asked project manager Paul
Lapsley, to take the hotseat and answer 10
questions about his project and team.
Is your maintenance support team ready to take on the world?
Paul Lapsley, project manager
Q1 What is the estimated peak production of
Mangala terminal?
a 7 000 barrels per day
b 75 000 barrels per day
c 100 000 barrels per day
d 175 000 barrels per day
Q2 How many people are in the team that has
set up the Mangala terminal’s maintenance,
inspection, integrity and operation procedures,
processes and systems?
a 8
b 18
c 28
d 38
Q3 On which criteria are your system and
equipment criticality ratings based?
a Safety and environmental impact
b Effect on production
c Cost to repair
d All of the above
Q4 Select all maintenance, inspection, integrity
and operation procedures, processes and
systems that your team has created
a System and equipment criticality rating
b System specific maintenance strategies for each
system
c Generic maintenance strategies for each
equipment type
d Appropriate maintenance tasks (planned
maintenance) from generic strategies
e Maintenance, inspection and integrity plans based
upon risk-based inspection studies
f Optimised maintenance and inspection regime
Q5 In which relational database system
did your team define, configure, populate
and commission a computer maintenance
management system?
a SAP
b Oracle
c DB2
d SQL
Q6 Which of these registers does not form part
of an asset register?
a Safety critical register
b Ex register
c Cash register
d Lifting register
e Pressure vessel register
f Safety-related devices register
Why do I get asked all the difficult questions?
Q7 In what type of equipment and systems
have your team gained most expertise?
a Heating, ventilation and air conditioning
b Rotating, electrical, instrumentation and control
c Document management, databases and data
loading
d Piping, materials and metallurgy
Q8 What was your team’s favourite part of this
project?
If you asked me, my favourite part was working with
the team – individuals in a different environment and
with different traditions and customs to my previous
experience. If you asked the team then I think
they enjoyed working for a company with such an
international reach.
Q9 What did your customer like most about
your team’s work?
The fact that we were using industry best practice
and bringing it to a region that had little exposure to
it before.
Q10 Is your team ready to take on the world?
Absolutely. With our low cost base here in India,
and with one successful planned maintenance build
completed, we are already looking at opportunities in
Singapore and Australia. N
For more information contact:
Paul Lapsley
Project manager
T: +91 124 435 4185
E: paul.lapsley@psnworld.com
16

New horizon on
North Sea contract
Nexen contract renewal scooped
Following a competitive tender exercise, we have
won a contract renewal worth over $50million (US)
to provide operations and maintenance support
on Nexen’s Buzzard and Scott assets in the North
Sea. This is a three year contract with the option
to extend for up to three further years. Peter
Brown, PSN’s UK managing director, explains the
significance of this award.
The importance of this win cannot be
overstated. We pride ourselves on the
amount of business we get from existing
customers – people whose experience of us
assures them that we are open and trustworthy,
and that we deliver what we say we will or
better, on safety, performance and cost.
The bulk of our work in Aberdeen is with
customers with whom we have developed
long-standing relationships. This focus on good
relationships with our customers has also helped
us grow from the North Sea into the Irish Sea
and expand into 30 international markets.
We are delighted to have impressed Nexen with
our people, culture and drive for continuous
improvement. At PSN we pride ourselves on the
level of repeat business we generate from long
term mature relationships. It proves we deliver
on safety, performance and cost year on year.
We have supported Nexen from their arrival in
the North Sea and we share a joint commitment
to growth. We look forward to exciting years
ahead. N
We are delighted to
have impressed Nexen
with our people, culture
and drive for continuous
improvement. At PSN
we pride ourselves
on the level of repeat
business we generate
from long term mature
relationships.
Peter Brown, PSN UK managing director
17

In November 2009, 30 blind, partially sighted and disabled employees of Glencraft,
faced a bleak future when their business and workshop was closed, forcing them into
unemployment. After 160 years of trading – making beds and mattresses – Glencraft
truly felt the ripple of the recession and closed its doors with all the staff left facing an
uncertain future.
Here, our director Bob Keiller explains how we are using our business knowledge,
industry contacts and fundraising expertise to help breathe new life into the Aberdeen
based charity and change the livelihoods of the former Glencraft employees.
After the enormous success of our Bangladesh
appeal in 2009 where we raised over $230k for
the Chittagong community, we realised what
we could truly achieve when we worked together. So,
working alongside the Scottish Government and First
Minister, Alex Salmond we pledged our commitment to
support Glencraft to bring the business back to life and
offer re-employment opportunities to the workers.
Offering our expertise
Duncan Skinner, PSN’s chief financial officer, and
I have agreed to offer our business expertise and
acumen. By injecting sound business principles,
refreshed leadership and marketing expertise, we
are confident we can make Glencraft a sustainable
business again. Our support will include the
development of sales, marketing, HR, finance,
procurement, contracts and legal strategies.
Glencraft’s 160 year heritage and reputation is
respected and they are recognised for making
quality products and providing valuable jobs in the
community. Our business plan sets out how a new
social enterprise could build on the work of the
previous company and make the new venture a
thriving, sustainable business.
Sharing our contacts
We’re working with the Scottish Government and
various partners including Aberdeen City Council and
Scottish Enterprise to agree a funding package to
launch the new business. We are also asking other
businesses to get involved and support this cause.
Working collaboratively, we are confident we can help
to run a successful business, but we need to persuade
a lot of other people to work with us to achieve this.
Help us find a home
The overall fundraising target is £500k which will go
towards establishing new premises for Glencraft (as
we only have the current building for one year), a new
delivery vehicle and will also include emergency funds
to ensure the survival of Glencraft even if they face
difficult times ahead. From within this target we have
set PSN a fundraising goal of £100k.
Get involved
We have already kicked off our fundraising efforts by
asking people to pledge cash support in advance of
the new enterprise getting started. I’ve been proud
and humbled at your commitment and generosity
as hundreds of pledges and offers of support have
already flooded in.
We still have a long way to go to reach our fundraising
target and we are looking for volunteers to get
involved with our campaign over the year. There are
several ways you can get involved and I urge you to
consider how you can contribute to our target to give
Glencraft the best possible start.
What you can do
A. Become a fundraising committee member
B. Submit a fundraising idea
C. Coordinate an event
D. Support the coordination of an event
E. Act as a communications champion for the
campaign
F. Make a pledge/donation
To register your interest, or for more information on
the appeal contact:
Kerry Rohan
PSN’s PR Manager
T: +44 (0) 1224 777269
E: Kerry.rohan@psnworld.com
By combining our business knowledge and networking
skills with our compassion, we have a truly unique
opportunity to change the lives of a group of people
who otherwise face an uncertain future. We see an
opportunity to make a real difference and we’d like
you to be a part of making it happen. I hope I have
your support and you will join us to make this become
a reality. N
18

“By using our business skills and networking as well as our
compassion, we have the opportunity to change the lives of
a group of people who otherwise face a bleak future. We
see an opportunity where a real change could be made and
we’d like you to be part of making it happen. I hope you’ll
join me in taking up this unique challenge.”
Bob Keiller, PSN CEO
“We would like to thank PSN for its faith in the Glencraft
workforce and its vision for our business - we will work
as hard as we can to bring the vision alive. We are very
excited about the new adventure ahead and look forward to
turning the business around in 2010.”
Andrew Laing, Glencraft representative
L to R: Andrew Laing - Glencraft representative, Sue Bruce - Aberdeen City
Council Chief Executive, John Stewart - Councillor, Bob Keiller - PSN CEO,
Alex Salmond - Scottish First Minister and Duncan Skinner - PSN CFO
Ex Glencraft employee, Colin Middler, with Scottish First Minister, Alex Salmond
“...after having worked there for 27 years and my wife 22
years, last year we thought our world had ended along with
30 odd other disabled workers, so this is great news. I
cannot put it into words how I feel. Because when you are
totally blind there is not a lot for you to do out there in the
job market more so if you are like me and like working with
your hands.”
Colin Middler, Ex Glencraft employee
“Very many people from a range of different agencies have
been working tirelessly behind the scenes since Glencraft
went into liquidation to help the individual workers and to
investigate new business models which might form the
basis for a new Glencraft to emerge. We will all continue
to work with PSN and strive to use our combined skills
to draw up a new business plan to re-invent Glencraft on
a firm new footing and re-employ the skills of the former
workforce.”
Sue Bruce, Aberdeen City Council Chief Executive
“The Scottish Government is committed to growing the
economy and supporting communities and business. The
partnership working to recover Glencraft, between the
business community led by PSN and public sector partners
including Aberdeen City Council, Scottish Enterprise and the
Scottish Government, is an excellent example of how we
can work together to achieve this goal.”
Alex Salmond, Scotland – First Minister
Glencraft representative Andrew Laing is interviewed for local television
19

Core Values
Our core values are the guiding principles under which we operate. Faced with difficult decisions, we choose options
that best meet our core values.
Health & Safety
The health and safety of our people is our greatest responsibility. This makes it our top priority with no
room for compromise.
Safety is at the heart of everything we do: the way we plan, the way we prepare, and the way we work. This goes
beyond simply following rules and regulations. Our passion for safety extends to everyone who may be affected by
our activities. We are proud of our reputation for health and safety yet we are never complacent and look for ways
to improve. Learning from others is as important as sharing our own lessons with our peers.
We expect every one of our people to be a leader in health and safety. It is everyone’s responsibility to assess, look
for, intervene and stop any unsafe or potentially unsafe activity. Anyone who steps in to prevent a potential accident
will be fully supported by the Company. To watch an unsafe act and do nothing is unacceptable.
People
Our people are our business - we treat each other with honesty, compassion and respect. Our people
are our main business asset and their skills make us better than our competitors.
We treat people fairly and reward them competitively - this goes a long way to attracting the best people and
retaining the excellent people we already have.
We value an open culture where people are prepared to give and receive constructive feedback. We encourage
people to contribute ideas that improve the business - we want everyone to be part of the team. We want to be
thought of as professional, the best at what we do and focussed on delivery.
Everyone in our organisation is part of a worldwide network of skills, talent and experience, and is encouraged to use
that network.
Localisation
We nurture local businesses and skills to encourage sustainable community development. Through our
network of expertise and experience, we bring value to the communities where we work. We draw on
lessons learned and best practices from all over the world.
We recruit and train local people who enrich our global network by bringing their experience, culture and diversity
into our business.
We are committed to achieving high local content wherever we operate. We justify this investment with the ongoing
successes that can be seen in our people, projects, and the communities where we work.
We work with our customers, contractors, partners and suppliers to improve the efficiency of our operations by
conserving resources, reducing waste and emissions, and preventing environmental pollution.
Innovation
We actively look for better ways of doing things, never satisfied with “good enough”. Our culture
encourages people to collaborate, share ideas across our network and learn from each other. We
recognise that not all innovations succeed but we test ideas quickly and learn early without taking large risks.
Our people are at the core of innovation. Applying ideas that improve tools, processes, and systems only work
because our people have the skills and attitudes that embrace innovation and keep it moving forward.
Relationships
Strong relationships with our customers are vital to our business. We nurture these relationships to
understand what our customers want and how we can best deliver it. We expect everyone to contribute in
building positive customer relationships.
We welcome candid feedback from our clients - good and bad – because it helps us to improve and stay focussed on
what customers need. We recognise that a customer’s perception is their reality, so we must take the time and have
empathy to understand an issue from their viewpoint.
While it is good to be “liked” - it is more important that we are respected for our focus on safety, professionalism, and
our integrity.
Financial Responsibility
We expect to receive fair reward for our business performance. Consequently, we expect to be paid on
time just as we expect to pay our suppliers and sub-contractors on time.
We carefully manage financial risk and demand clear reporting of financial performance in our business.
Our business strategy is based on steady growth by selecting only those jobs we can deliver safely and make a profit.
Integrity
We act openly and with honesty - our code of ethics sets the minimum standard for our behaviour.
People have different moral and ethical values - we respect this and set our own minimum standards
which all our employees must follow.
We will ensure that all of our operational activities comply with applicable local rules, regulations and other
requirements.
We will investigate any ethical violations or complaints and take appropriate action.
Our long-term reputation depends on doing the right thing within these core values - even if it adversely affects our
business prospects in the short-term.