Read more - Wood Group PSN

CEO update
Pg. 6
The international publication for PSN
Issue 14 2010
Double success in North Sea
Pg. 3
Change is the only constant
Pg. 10
Core Value Award winners
Pg. 13
Preparing today for tomorrow’s challenges
Pg. 14
Shutdowns & turnarounds
Pg. 16
Aristos TM - It’s a safe bet
Pg. 18
Included in this issue
Network Extra Technical Supplement
See centre page pull-out

Editors’ intro
The theme for this issue is
exceeding expectations
and we hope you’ll agree
that our contributors have
certainly done that.
We have huge contract
wins and some well earned
extensions. In the following
pages you’ll meet the people
behind those successes.
If decommissioning is your
thing, we will show you how
and why we are leading the
field.
You’ll find first hand accounts
from the centre of the action,
including how our people in
the Gulf of Mexico helped in a
rescue and how a shutdown
crew accommodated a change
of scope once the work was
underway.
PSN is famous for its innovative
approaches to people
development and in this issue
we have more great examples
from around the world.
Our technical supplement
brings you the future
of surveying, delivering
outstanding results in our
industry right now. You’ll
also see why we don’t call
our Value Systems experts
risk managers; it’s because
what they do goes light years
beyond that.
On the back pages you can
see a great round-up of our
community relations work
throughout the year.
And if you want to see what
our CEO thinks the Spice Girls
and Grandmaster Flash have to
do with our business, turn to
page 6.
This is who we are and what
we do. Send us your pictures
and stories for the next issue
and we hope you enjoy this
issue.
Designed and produced in-house by
the PSN Corporate Communications
team.
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
Paul Shanks
Network designer
T: +44 (0)1224 777628
E: paul.shanks@psnworld.com
Chris Walbank
Tech supplement designer
T: +44 (0)1224 777957
E: chris.walbank@psnworld.com
Change is the only constant
... find out how we manage constant, rapid transformation.
06
07
09
13
14
18
CEO update
Contents
8 12 17
19
Bob Keiller, CEO explains how we use our Core Values to
ensure we keep our customers satisfied.
Refined transition in Australia
We hear from Paul Lapsley and Matt Gavin about the
successful transition following our major contract win with
Caltex.
Generation Now: Kazakhstan
We hear how our relationship with an Almaty based
university is helping create a skilled local team.
Core Value Award winners
This year’s winners again reinforce that our values run across
the entire global network.
Preparing today for tomorrow’s
challenges
Brian Mercer explains how his team are helping to turn our
ideas into commercial reality.
Turnarounds & shutdowns
Andy Crawford tells us how his team dealt with last minute
changes to a shutdown scope, while David Williamson
explains what a successful turnaround looks like.
page 10
Thank you to everyone who contributed to issue 14 of Network:
Alan Watt, Andrew Crawford, Ali Green, Bob Keiller, Bill Riley,
Bill Yuile, Brian Mercer, Dave Barwick, David Williamson, Finlay
MacLennan, Gerry Cassidy, Guy Rennie, Herb Gaspard, Jeff
McDonald, John Kearney, Jonathan Watt, Kerry Rohan , Keith
Eagles, Laurie Samuel, Mike Coffelt, Neil MacDougall, Neil McMillan,
Pat Milam, Paul McCarthy, Peter Brown, Sharon Vannet, Steve
Cobban, Todd Wind, 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.

Earlier this year, Shell announced
that the workscope for its current
joint venture in the UK was being
divided into two separate contracts -
the integrated services contract (ISC)
and a separate decommissioning
services contract.
In July we were delighted to be awarded the Decommissioning
Services contract, initially covering the Brent Delta platform,
and as Network went to press, news broke that we had also
been awarded the ISC for Shell’s central and northern North
Sea assets. Read on to find out why these two contracts are
helping PSN provide a secure and sustainable future in the
North Sea.
We congratulate PSN and we look forward to working
with them. They are a party in the current contract and so they
know this part of our business well.
We also recognise the significant improvements achieved by
the Sigma3 organisation in delivering the current contract and
would like to express our appreciation for the level of service
they have provided for us over the last eight years.
Ken Robertson, Asset Manager for Shell’s central and northern North Sea assets
Continued overleaf...
3

Record contract award from Shell in the North Sea
The five year Integrated Services Contract (ISC) from Shell UK limited is worth in excess of $500
million. It is one of the largest contract’s PSN has received in the UK to date and marks a high point
in our 25 year relationship with Shell, as Peter Brown, UK managing director explains.
“We are extremely proud to have secured this major piece of
work”, says Peter. “We were awarded the contract after
a competitive tender process designed to select a single
contractor. Under the contract PSN will provide engineering and maintenance
services to the four Brent field platforms – Alpha, Bravo, Charlie and Delta –
and the Shearwater, Gannet, Nelson and Anusuria assets.”
“This is one of the largest integrated services contracts in the UK North Sea
and the award to PSN reinforces the strength of the long term relationship
we have developed with Shell over the last 25 years of continuous service.
This contract is an opportunity for PSN and Shell to introduce an exciting new
way of working in the central and northern North Sea.
“Our open, innovative and flexible business culture combined with the
enthusiasm of our team played a major part in this award and we look
forward to working as part of Shell's team to deliver excellence in the
challenging landscape of change that is the North Sea.”
PSN will succeed Sigma3, a joint venture set up in 2002 to provide integrated
services to Shell for its central and northern assets in the North Sea, which
continue its activities until May 2011.
Over 1000 people are currently working within the joint venture, on the Brent
and central platforms and within Shell facilities in Aberdeen and it is expected
that this workforce will be retained and TUPE over to PSN in May 2011. N
For more information on the new ISC contract contact:
Sue Stevens
Transition manager
T: +44 1224 777143
E: sue.stevens@psnworld.com
4
Pictured: Shell Nelson platform

Decommissioning
PSN’s position at the forefront of decommissioning
in the North Sea was confirmed in July when we
secured the Brent decommissioning services contract
from Shell. PSN’s decommissioning business
manager, Neil McMillan and our project manager for
the Brent decommissioning project, Bill Yuile, explain
how our road to being the market leader has been
paved with decades of experience and innovation.
Fast Facts
Customer: Shell
Location: North Sea
Duration: 2010-2020
Scope: Decommissioning
services including integrity
management; module, process
and utility separation; safe
shutdown; hydrocarbon cleaning;
disconnections and preparation
for eventual topside removal
What is decommissioning?
At the end of an oil or gas
platform’s working life, wells
are plugged and the power
on the platform is shut down.
Hydrocarbon and utility
systems are then depressurised
and cleaned before the
structure is transported,
whole or in sections, to shore.
Maintenance, integrity and
HSE management is vital for
the safety of the workforce
throughout each stage.
Decommissioning contacts:
Bill Yuile
Brent DSC project manager
E: bill.yuile@psnworld.com
T: +44 (0)1224 792169
Neil McMillan
Decommissioning business
manager
E: neil.mcmillan@psnworld.com
T: +44 (0)1224 777301
For our customers, decommissioning involves considerable
risk and ties up much needed resources, without there
being a financial reward at the end. It tests commitment to
safety and the environment, is wrapped up in strict and often new
legislation and involves working with many specialist contractors
and third parties. When an operator decides that a production
platform has come to the end of its working life and it’s time to
plug the wells and bring the equipment onshore, PSN’s unmatched
experience and upfront commitment to core values fit the bill.
Insight from the inside out
PSN has been involved in the hook-up and commissioning of
production platforms since the early 1970s. We’ve gone on to
provide the modifications that have sustained those platforms
through their producing lives and can now apply all of that unique
insight to ensure the safest and most efficient approaches to
decommissioning.
Our long-term relationships with major operators have
included decommissioning in the North Sea for a number
of years. In recent years, we executed the hook-down,
engineering and preparation for removal of BP’s North West
Hutton platform topsides from 2006 through to 2008. We have
also been extensively involved in a number of studies for the
decommissioning of BP’s Miller platform and have performed
weight control and integrity work to ensure the safe removal of
ConocoPhillips’ Ekofisk platforms.
This is not business as usual
Our success in this area builds on our culture of challenge,
innovation and keeping our core values central to every decision.
For example, when working on North West Hutton we challenged
maintenance assumptions to make the most of the platform’s
cranes. We have also developed a set of destruct norms for
estimating decommissioning works based on our recent experience
on a similar project scope. This will enable us to optimise the
process of generating quick, fit for purpose, accurate estimates
and workpacks for our customers.
Innovation on iconic Brent
The Brent field, discovered in 1971, has produced 2 billion barrels
of oil and at one time provided 10% of the UK’s gas requirement.
It has lent its name to the benchmark for crude oil pricing around
the world. How its four iconic platforms are engineered down and
removed will set the standard for decommissioning in the North
Sea.
We will use PSN’s unique risk management tools and Value
Systems, and every other available PSN advantage to ensure that
optimal and unique solutions are achieved. For example, our
pioneering Spatial Solutions expertise takes surveying accuracy
to a whole new level: it uses only one operator per survey visit, is
much faster than traditional surveying technology and can be used
to produce 3D models of the inside of ageing platforms with an
accuracy of 50 microns, making it much more cost effective than
traditional methods.
New training for a new level of safety
Having health and safety as our number one core value puts our
unique occupational and technical safety programmes front and
centre in all contracts. And because we see proper training as a
vital element in safety performance, we encouraged and enrolled
the UK’s Engineering Construction Industry Training Board in
implementing an endorsed programme specifically for offshore
people involved in decommissioning.
An industry-wide network
As a member of UK Oil and Gas’s Working Group 4 and founder
member of the new industry supply chain body Decom North
Sea, we make sure that our experience is fed into the industry
and that we are at the fore of learning about and shaping new
developments.
Our leading role in these cross-industry bodies also strengthens
our ability to understand and collaborate with the many specialist
sub-contractors on which decommissioning projects depend, in
areas such as cleaning, diving, cutting and heavy lifting.
Benefit of cross-industry collaboration
These relationships with specialist contractors have enabled us
to use shared, streamlined work packs, which save time in work
pack preparation and improve the level of shared understanding.
The risks inherent in decommissioning make a spirit of teamwork
essential so having our workers literally reading from the same
page is just one way in which we keep the people in our project
teams aligned with each other.
Our detailed knowledge of the industry’s decommissioning
specialists, what they do and how they do it, is also invaluable in
enabling us to make informed evaluations of the new tools and
technologies on offer in this burgeoning market.
Raising the bar on the bottom line
Decommissioning is a cost to our customers that has no prize
of oil or gas at the end - the way to minimise the bottom line is
to raise performance on every other line, especially safety and
environmental protection. Our experience has shown that we
should expect to recycle well over 95% of topside material.
From our work on other decommissioning projects we’ve learned
how to make significant improvements to safety and schedule
by performing key module separation before platforms enter the
normally unmanned installation phase.
We apply a consistent approach, based on the PSN core value
of treating all people with honesty compassion and respect, that
enables us to attract asset experienced personnel and retain
incumbent personnel.This means that the people who know the
platforms best, the ones who have been working on them for
years, should not see decommissioning as a threat: it is the next
chapter for our industry. Experienced people with a passion for
safety are always in demand in our industry and PSN has the
support in place to help them build a career in this new area
with all the challenges and rewards they’ve come to expect.
Keeping the best people saves our customers the time and cost of
recruitment and training and the knock-on effects these have on
efficiency. This also provides stability for our workers.
Decommissioning is here and PSN is leading the way!
N
5

CEO update
Trying to keep the customer satisfied
Back in 1970, when I was young, my uncle John gave my brothers and
me a copy of Simon and Garfunkel’s seminal album “Bridge over Troubled
Water” which we played until it was worn out. One of the songs on that
album is “Trying To Keep the Customer Satisfied” which is what I’d like to
talk about.
As our Relationships Core Value says: “Strong relationships with our
customers are vital to our business”. Sounds obvious but being a service
organisation we forget this at our peril. It can take many years to build up a good
reputation yet minutes to destroy it. How we behave, what we commit to and how we
deliver all shape our reputation. How we behave when customers are facing specific
challenges can also impact upon our reputation – if we see a customer in need of
support and we step forward – never once looking to exploit any commercial advantage
– then we may just secure a customer for life. We saw this recently with BP in the Gulf
of Mexico – a hugely important customer in their deepest hour of need – we stepped
forward to help straight away.
The text of the Core Value goes on: “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.”
Some of you may remember “The Spice Girls” – 1990s UK-based all-girl group
that topped the music charts and had some dubious fashion styles. Their first
big hit contained the line “Tell me what you want, what you really, really want...”
Understanding what our customers NEED, and what they really, really WANT is
vital if we are to keep healthy relationships. This is PSN’s “Spice Girls Principle”.
“We welcome candid feedback from our clients – good and bad – because it
helps us to improve and stay focused on what customers need. We recognise
that a customer’s perception is their reality, so we must take the time to
understand an issue from their viewpoint.”
We may think we are doing a great job only to hear the shocking news that
our customer has a different view! We need to ask about performance
all the time to ensure that we are delivering in line with the Spice Girls
Principle. If we don’t ask we may never know.
While it is good to be liked, it is more important that we are respected
for our focus on safety, professionalism and our integrity.
Safety and Integrity are covered in two separate Core Values –
professionalism results from the sum total of all seven Core Values.
If customers perceive us to be focussed on being professional and
delivering a great job, they will give us repeat business.
To quote another song, this time from the
1982 hit, “The Message” by “Grandmaster
Flash and the Furious Five” – “It’s like a
jungle sometimes it makes me wonder how I
keep from going under.” Being in the service
business is a very competitive environment
where the survival of the fittest prevails – the
minute we drop our guard, the second
we under-perform, the moment we let a
customer down is the instant when they
decide that they should use someone
else. It is indeed like a jungle and
we need to compete to survive –
the key to this competition, our
survival and our success are
our customers. Let’s keep
them satisfied. N
6

Refined transition in Australia
In June this year, we scooped a major multi-million dollar contract
with Australia’s leading refiner Caltex Australia Ltd, to provide
integrated maintenance services to its two refineries - Kurnell in
Sydney and Lytton in Brisbane.
The three year contract was a significant milestone for PSN and augmented our
position as a leading service provider to the refining industry in Australia. It
was the first contract we had won from Caltex, the first hydrocarbon industry
maintenance contract we had won in Australia, and expanded PSN’s participation
in the refining industry across the globe.
Six months into the contract, Network caught up with Paul Lapsley, Caltex
project manager and Matt Gavin, General Manager – Australia, to find out the
progress so far.
A successful transition
Paul Lapsley told us “We’ve had an incredibly successful transition, resulting
from the great energy and support from the Melbourne team and Aberdeen
office. So far, we’ve spent three months working on a transition process
recruiting for the contract and filling almost 120 trade and staff positions.
“Another key element was the negotiation on an EBA (Enterprise Bargaining
agreement) with the trade unions in both Queensland and New South Wales.
This was achieved and ratified by Fair Work Australia in time for the transition
date.
“Caltex is a new customer for PSN and refining is a new area for PSN Australia.
This is an exciting contract for PSN where we have the chance to demonstrate
our capability in Queensland and New South Wales as a world class provider of
maintenance and engineering services.
“We look forward to continuing to build on our strong working relationship and
delivering effective, efficient and safe operations in line with Caltex’s vision and
our core values.”
Matt Gavin added “Caltex respresents one of those rare fits of culture and values
between client and contractor. Caltex and PSN share a passion for striving
to zero harm, and already we are improving the safety focus on site. Safety,
together with the introduction and sharing of best practices and maximising
efficiency are mutual cornerstones for this maintenance contract. Caltex is
very clear its expectations in this regard and have given PSN the headroom to
perform. I expect Paul and his team to deliver exceptional outcomes in 2011.”
PSN was selected because of the culture of the
business and its alignment with our own values. Working
together we aim to drive significant improvements in
reliability and maintenance execution across our two
refineries.
PSN recently concluded the transition from the previously
incumbent contractor in the space of a week. We are
delighted that this transition was concluded without
incident and without the business missing a beat - a
great start to the challenging path ahead.
PSN in Australia
Gary Smith, general manager of Refining at Caltex
PSN’s Australian operations form our largest international business unit. The
team focus on providing engineering, construction, operations and maintenance
services to the oil and gas, water and refining industries. With more than 1,200
personnel, PSN is now the largest contractor servicing the hydrocarbon market
on the Australian east coast.
For more information, contact:
Paul Lapsley
Caltex business manager
T: +61 439 813 688
E: paul.lapsley@psnworld.com
Caltex’s two leading refineries are based in Kurnell in Sydney and Lytton
in Brisbane. Caltex is a refiner and marketer of petroleum products.
Celebrations in Vietnam
Contract extensions
PNG’s gateway to the world
Our project team in Vietnam
is celebrating a second
contract extension
from the Korea National Oil
Corporation.
PSN will be continuing to provide
operations and maintenance on the
Rong Doi gas platform for a further
two years, taking our relationship with
KNOC to seven years.
Our offshore crew has achieved
significant operational milestones,
for instance, they recently completed
1000 days without a recordable safety
incident. Their production records of
over 99% availability have also been
maintained, even during a recent
drilling campaign.
Ken Doerr, Rong Doi OIM, said of the
award, “This extension hands PSN
the responsibility to continue with the
many operational challenges Rong
Doi faces. It also allows us to make
uninterrupted progress towards the
goal of an all-Vietnamese workforce –
a goal we share with our customer.”
Vietnam operations manager, John
Popovic, agreed and added, “We
have had so many successes with
this project, including a very fast
start-up, rapid adoption of a brand
new safety culture, strong production
performance and some superb
competence and people development
initiatives. I’m very glad that we have
the opportunity to stay and see what
more we can do in Vietnam and with
KNOC.” N
In June 2009 we secured the
engineering contract to extend
the life of Kumul marine
terminal in Papua New Guinea.
This September we celebrated the
addition of project management,
procurement, construction and
commissioning to our scope.
The Kumul marine terminal is an
offshore tanker loading facility, located
40 kilometres off the coast of Papua
New Guinea. It has been in operation
since 1992 and is central to exporting
condensate from the country’s newly
commercialised gas fields.
Our work, which includes responsibility
for health, safety, environment and
quality on the project, will transform
the terminal’s capacity from 13 million
barrels of oil per year to 6.6 million
tonnes of liquefied natural gas per year
and will extend the life of the terminal
by 30 years.
Our senior project manager, Ricky
McNally, said, “This extension is a great
reward for the work that the team has
done to date and we’re delighted to be
playing a bigger role such an important
development.” N
7

PSN KazStroy scoops major contract
with AGIP KCO
In October this year, PSN KazStroy was awarded the commissioning contract with
AGIP KCO for the Kashagan field in the Caspian Sea – one of the largest and most
technically challenging industrial developments in the world today.
A major coup, this three year contract will create 800 positions within the first six months and firmly establish PSN as a key contractor in the
Kazakhstan region. Network caught up with Dave McBain, PSN KazStroy business manager and Alan Gordon, PSN operations director, ERC and Asia
Pacific, to find out more:
Network: What is the significance of this
award?
Alan: The Kashagan field is the largest oil discovery
since Prudhoe Bay in Alaska 40 years ago. With nearly
35 billion barrels of oil in place it is expected to reach
a production plateau of 1.5 million BOPD. To put that
in perspective, at full production Kashagan will supply
the equivalent of the total oil production output from
the UK.
The new contract will cover both onshore and offshore
commissioning to bring the Kashagan field from the
construction phase into full operation. Award of this
contract not only raises our profile within Kazakhstan,
but across the global oil and gas industry.
N: Why were we successful?
Dave: We already work for Agip KCO on the
Kashagan field where over 300 of our colleagues
are preserving equipment and systems in readiness
for commissioning and startup. In September
this year our Kazakhstan business achieved two
million manhours and 8 years without an LTI. This
tremendous safety performance coupled with great
overall project performance was a major influence in
Agip KCO awarding us this new contract. The award
was also attributable to the building of long-term
relationships and the production of a compelling
technical and commercial proposal.
A: PSN demonstrated excellent HSE performance on
the equipment preservation contract and this certainly
was a key factor in the award. We are seen as a
‘can do’ contractor by AGIP who always meets our
customers’ expectations for service delivery.
N: What opportunities will this project create?
D: The Kashagan field development is one of the
world’s largest and most technically challenging
industrial projects and we will require significant
manpower and skills to bring it into operation safely.
Already we are being supported by PSN business
support teams and personnel from our offices in
Aberdeen, Singapore and Delhi.
Recruitment has already begun and in line with our
localisation core value, we will be employing Kazakh
nationals as well as drawing on our network of
onshore and offshore expertise around the world.
A: We will be recruiting primarily from within
Kazakhstan, in Atyrau but also from other countries to
ensure our team has sufficient experience and skills to
support AGIP in the commissioning of the facilities for
Kashagan.
It is important that we continue to deliver excellent
HSE performance on the Kashagan facilities. We are
therefore very keen to recruit and transfer personnel
who currently work for PSN or have worked for us
before.
N: What are you looking forward to?
D: This is an exciting contract award for PSN KazStroy
and reflects the strength of our commissioning
capability and 30 years experience of successful
project delivery. Situated in a harsh and hostile
environment, Kashagan presents a large number of
complex challenges whereby we can demonstrate our
proven commissioning expertise. We look forward to
bringing our experienced staff and outstanding safety
record to work on this new contract. N
Kashagan
The Kashagan oilfield in the Caspian Sea is located in the territorial waters of the Republic of Kazakhstan
about 80 kilometres south of the town Atyrau in very shallow waters where the geographic location
experiences extremes of seasonal climatic conditions throughout the calendar year. The field has a high
hydrogen sulphide (H 2
S) content (19%) and is high pressure.
PSN KazStroy is a joint venture between Production
Services Network (PSN) and KazStroyService (KSS),
Kazakhstan’s largest engineering, procurement and
construction company. Headquartered in Atyrau, PSN
KazStroy currently employs more than 450 people in
Kazakhstan.
For more information on career opportunities in
Kazakhstan, contact:
Nicola Greig
Resourcing lead - start ups and initiatives
T: +44 1224 777405
E: nicola.greig@psnworld.com
8

Generation Now: Kazakhstan
Our relationship with the Almaty based
Kazakh-British Technical University gives us
the benefit of many more local employees
than our regional competitors and helps us give a
bit more back during tough economic times.
The next generation of engineers will be more
international and widely skilled than ever before. PSN
is playing an increasing role in making that happen.
Here, engineering manager, Jeff McDonald, brings us
up to date on one of the many ways we’re working to
increase localisation and relationships in Kazakhstan.
Jeff: “Over the last three years, the percentage of local
workers among our project teams has risen above
70%, which outstrips that of our closest competitors
and demonstrates our commitment to PSN’s core
values. As an organisation we say that we take into
account the economic, social and environmental
impact of all aspects of our business. In practice, that
means creating bespoke operational strategies, so that
we align our business to the local market conditions.
“We’ve been working in Kazakhstan for over 10 years
and have seen the immense value and potential of
the local workforce. Capitalising on that potential
needs investment and we regard supporting education
and training is a vital part of building a sustainable
business.
“We got involved with the Kazakh-British Technical
University to help us find and develop our future
business leaders. The university was created in 2001,
with support from President Nazarbayev of Kazakhstan
and the former British Prime Minister Tony Blair. We sit
on the university’s industry advisory board, helping the
higher education system align with the needs of our
industrial partners and ourselves.
“I have already reviewed and commented on their
undergraduate degree programme curriculums and
given some ideas to strengthen their brownfield
engineering content to meet the future demands of
the downstream industry. We have an agreement in
place which will enable me to commence lecturing
on project management and tailored engineering,
bringing in practical examples from our work here.”
Professor David Lal, Dean of the university’s Masters
Programme Department, says: “These initiatives will
greatly assist our staff, students and other university
partners over the next five years. The KBTU is grateful
to PSN KazStroy management for their increased
support and this sponsorship will clearly strengthen
our mutual cooperation over the coming years.”
Dave McBain, managing director of PSN KazStroy
concludes: “Initiatives like this not only help us with
succession planning but also help us retain employees
as they see greater opportunities opening up ahead.
Better retention means less disruption for our
customers so everybody wins. Jeff has started a crosscountry
doctoral research study in understanding the
complexities of integrating local content in Kazakhstan
and globally, so he’s a great choice to be leading this
development. We have excellent relationships with the
local communities here and I’m delighted that we have
the opportunity to strengthen them.” N
Jeff McDonald
Engineering manager
T: +7 122 909003
E: jeff.mcdonald@psnworld.com
Rescue in Vermillion Bay
On the morning of Thursday,
September 2nd, a fire broke
out on the Vermillion 380
platform in the Gulf of Mexico. The
platform, standing in 2500feet of
water in the Vermillion Bay, about
90 miles from the Louisiana coast,
was not producing at the time but
there were 13 men on board.
Our senior operations manager, Herb
Gaspard, received a call at 9.30am from
a platform neighbouring Vermillion 380,
asking if we had a boat in the area to
help with the survivor rescue effort.
We didn’t but while Herb called Coastal
Marine Logistics, our general manager
of operations, Buddy Brobston, called
Air Logistics. Air Logistics were at the
scene by 9.35am. Herb also contacted
the mariner assistant superintendent
and informed him of all that our team
had learned about the situation at that
time.
A motor vessel called Crystal Clear
was directed to the Vermillion 380 and
picked up the 13 men who had spent
around two hours in the sea. The
Crystal Clear took the men to Vermillion
371 platform, which had a PSN medic
on board.
Our medic, Jeremy Rouyea, confirmed
that the men were a bit shaken up
by the experience, tired from keeping
afloat for so long in the water but
otherwise in good health. They were
given towels and blankets to combat
hypothermia and returned safely to
shore.
There was no leakage from the well
beneath the platform and Herb and
his team received a thank you for their
immediate response from the Coast
Guard Lieutenant. Speaking of that
morning, Herb said, “For the people
who work in the Gulf of Mexico we’re
all neighbours. I did what any one of us
would have done and I’m glad PSN was
able to help out.” N
PSN Water goes platinum
PSN Water has had its
commitment to industry
leading safety performance
reaffirmed by qualifying for a
key award for its work with
the Western Australia Water
Corporation (WAWC).
The business has successfully qualified
for a prestigious IFAP / CGU Safe Way
Achiever Award at Gold level, with the
notable addition of a Platinum level
award which recognises five consecutive
years of award at Gold level.
Held on an annual basis since its initial
introduction in 1979, the Industrial
Foundation for Accident Prevention’s
(IFAP) Safe Way Awards Scheme is
designed to encourage all industrial and
commercial enterprises, large and small,
to improve their safety and health
performance.
PSN Water was assessed for the
award through a combination of
self-audits, random desk-audits and
supporting documentation, to determine
commitment to safety through
excellence in training, established
systems and procedures and
achievement of safety objectives.
Steve Henry, PSN Water’s general
manager told Network that six key
areas are assessed for this award:
management commitment, planning,
consultation, hazard management,
training and statistics. “We are
delighted to have qualified for
this influential award” says Steve.
“Especially pleasing for us is that
our cutting edge Aristos TM training
received particular acknowledgement
through this award. Programmes
such as Aristos TM that challenge the
everyday norm are proving to be critical
in unlocking benefits to provide an
even safer working environment for
everyone.”
As one of PSN’s newest and groundbreaking
safety training tools,
Aristos TM is backed by both PSN and
WAWC management, and is proving
instrumental in challenging safety
culture and driving change in an already
high performing organisation. N
(See pg.18 for more on Aristos TM )
9

What worked well yesterday might not
work at all tomorrow – that’s how fast
our industry and the world around us is
moving. How do we manage constant,
rapid transformation? Project manager,
Dave Barwick, believes we all need to
change – change a little or change a lot
but change something.
We’ve all seen how quickly new companies can enter the energy industry and how suddenly
established names can change direction or fade away completely. It took PSN’s own directors a
mere 18 months to go from agreeing to attempt a management buyout to leading one of Scotland’s
largest independent companies with a whole new outlook and approach.
This combination of understanding the old order while being part of the generation leading the new order is
shown in our core values and in the ways that our people work.
10

Our global business moves work and people between
projects and countries and Central Engineering has
pioneered PSN’s seamless approach. We’ve eliminated
the inefficiencies caused by people having to familiarise
themselves with many different ways of working.
Bill Riley, Manager of Central Engineering
A winning focus on
fundamental change
At the end of last year we won the BP E&C contract,
which made us BP’s single federal engineering and
construction contractor for their UK offshore assets.
BP was explicit in its wish to fundamentally change
the way engineering and construction is carried out
and our win was based on our ability to demonstrate
the same objective. PSN’s business manager for the
project, Alan Watt, says this:
“In any transformation, value to the business drives the prioritisation of change.
If we tried to change everything at once we would fail. We identify what needs
to be changed while maximising the value to the business. Change costs time,
significant effort and money, so there has to be a payback in efficiency to
ourselves and to our customers to make the effort of change worthwhile.
“On our contract this year, on top of delivering BP’s most significant turnaround
season workload in 10 years, we have also tuned our approach, systems and
processes in a number of key areas such as engineering assurance, planning,
funding, repair orders, SIP interface, and workpacks. Our key drivers for
efficiency are simplification and being fit for purpose.
“Continuous improvement is a way of life at PSN, but by using our “Focus On....”
approach we have made real inroads into a number of areas that have historically
been problematic. We still have a lot to do but we have shown that change
doesn’t have to be all about being uncomfortable, it can break bad habits,
limiting assumptions and make your job much more rewarding.”
Breaking down the barriers
to innovation
Earlier this year we appointed our first innovation
manager – it is Brian Mercer’s job to identify areas
where innovation can be successfully implemented
and developed as robust work processes with clear
improvement metrics. With a network-wide remit,
Brian says:
“One of the projects I’m working on right now is seeing how much more creative,
effective and efficient we can be with the very fabric of our network – particularly
the IT and business systems that glue us together. PSN’s network is central to
our flexible, fast-acting and open way of working but there’s room for our people
to get a lot more involved so I’m breaking through any unintentionally created
obstacles to facilitate a much greater collaborative environment where knowledge
sharing is the norm. This will result in enhanced value for money services to our
global portfolio of clients.”
(See pg.14-15 for more on innovation at PSN)
Customer centred change
Another man transforming how we work is Bill
Riley, Manager of Central Engineering, our centre of
excellence for networked engineering services. Bill
says:
“Our global business moves work and people between
projects and countries and Central Engineering has
pioneered PSN’s seamless approach. We’ve eliminated
the inefficiencies caused by people having to familiarise
themselves with many different ways of working. The main ways we’ve done
this is through standardisation of engineering procedures, engagement of global
business units and ensuring our management system is consistent and reflective
of regional requirements.
“We are also capturing the insight that Central Engineering has through its
interfacing with multiple customers and our engineering centres around the
world. The biggest changes are coming as we put this insight into action to make
a genuine difference, resulting in new or altered business processes within the
organisation and changes in the products and services we provide.”
Even the high flyers get an
overhaul
One of the most striking changes at PSN is how
quickly we’ve grown. This has been caused by more
opportunities in the industry, along with our strong
reputation, but it has also greatly increased the
number and quality of opportunities we are offered.
Our tenders have always had a high win rate but now
Steve Cobban is radically re-shaping our business
acquisitions team. Over to Steve:
“It’s one thing to try and improve a struggling team; it’s quite another to
transform a high performing group of people with one of the best win rates in
the business. We‘ve brought in a lot more people to focus on responding to our
customers’ day-to-day needs during the business acquisitions process but we’ve
also given more space to our senior proposals people so that they can use their
insight strategically for PSN’s benefit. Our personnel changes are backed up by
our market intelligence system, that grows each year and gives a clear picture of
where we are now and what we cold be doing around the world in ten or more
years time. As the business world keeps changing it’s important that we not only
change with it but that we also keep developing how we find and retain new
business.”
The old adage, if you’re not moving forwards you’re moving backwards, used to raise eyebrows and sceptics will warn against change for change’s sake. At PSN we’re
proving right across our business that our robust systems, core values and open culture allow us to make radical transformations to our business without missing a beat,
while helping our customers keep pace with the future they want to build today. N
11

For Gareth Lindsay his decision to join the PSN graduate programme became his
passport to seeing the world. Network finds out more:
A new direction
After graduating with an MEng in Naval Architecture
from the University of Strathclyde, Gareth took a new
direction, joining the oil and gas industry in PSN’s
graduate programme in 2006 as a graduate structural
engineer in the Advanced Integrity Group (AIG).
Within two years, Gareth’s graduate programme saw
him seconded to Melbourne, Australia.
Advanced Integrity at PSN
“I was always keen on structural integrity engineering
and I was aware of the value of the opportunity to
join PSN”, explains Gareth. “Based in Aberdeen, the
AIG (advanced integrity group) is PSN’s centre of
excellence for advanced structural engineering and
analysis and provides technical support to PSN’s clients
around the world.
The team delivers cutting edge solutions to customers
in every corner of the world. From overcoming the
challenge of breaking through ice at -40 Celsius in
Sakhalin, to assisting in the decommissioning of
an LNG storage tank the size of a football pitch in
Algeria, the group solves some of the most extreme
engineering challenges in our industry today.
The graduate experience
“The great thing about a graduate place in the
group was the emphasis on technical and personal
development,” said Gareth. “Very early on I was given
responsibility. I was made accountable for the work I
did and I was given the opportunity to work on really
advanced engineering work scopes – including the
topside decommissioning of the North West Hutton
platform.”
The opportunity
It was on a trip to Houston in 2008 that Gareth
first heard about the opportunity for an overseas
secondment to work on key projects in Melbourne.
“By this point I only had two years’ experience and
had gone from having a lot of close hand, very
experienced support, to having to figure a great deal
out on my own.“
Time in Melbourne
When he arrived in Melbourne, Gareth joined the
inspection engineering group (IEG) for one of PSN’s
key clients in Australia. Providing a structural integrity
programme to 18 offshore platforms, two onshore
gas plants and one marine terminal in the Bass Strait
region, the role and challenges were completely
different to what he had been used to in Aberdeen.
“As part of the IEG, the role meant I was running
the structural integrity programme. This included
the provision of inspection programmes, the delivery
of ongoing integrity projects and modifications and
ad hoc support to operations and maintenance. In
terms of inspections, I was responsible for managing
topside, onshore, underwater vehicle and diving
inspections – which was a huge undertaking given
the number of assets involved. Working alongside the
various inspection and engineering contractors and
working and liaising with the internal client project
teams were great ways to gain exposure to large parts
of the operation and the various industry players in
the Melbourne area.”
Some key projects during Gareth’s 18 months in
Australia included a Bass Strait wide assessment
of heli-deck integrity for a proposed fleet of larger
helicopters, determining the design for operations
requirements for a new fixed platform and significant
engineering studies into the structural integrity at one
of the onshore gas plants.
“My entire work experience in Melbourne was very
broad and because it was client based I got to see
and understand the bigger operations picture. “Much
of what I learnt was about decision making and
project leadership. This experience, combined with my
technical knowledge, means I feel like I have a better
pan industry approach to business and I am far more
delivery focussed now.”
The highlights
When asked about the highlights of his time abroad,
Gareth said that the opportunity to live in a city like
Melbourne was a major perk. “I attended the Formula
One Grand Prix and the Australian Open Tennis – both
of which were in walking distance from my flat. I also
made the most of where I was based and used any
time off I had to travel.”
Back in Aberdeen
Now back in Aberdeen, Gareth still maintains a strong
link with PSN’s Melbourne client and acts as the
technical interface for a structural integrity model
management contract established during his time
in Australia. With a trip back to Melbourne already
planned, the relationship between PSN’s advanced
integrity group and the clients’ inspection engineering
group continues to go from strength to strength.
As well as focussing on the job in hand, Gareth has,
for the last three years, also been working hard to
become a chartered engineer through PSN’s graduate
training scheme. He is on track to be fully chartered by
the end of this year. N
We are committed to attracting young graduates into the oil and gas industry and try to recruit the highest calibre
of engineers. In order to do this we recognise that we need to offer young engineers top class learning opportunities and
development experiences that inspire them to carve out their careers with us.
“Gareth has been a model graduate and employee – he is one of the industry’s brightest prospects and the feedback we received
from our customer in Australia and the increasing technical support we are providing to them is testimony to this.
Mohammad Nabavian, chief of advanced integrity
12

Core
Value
Award
winners
Our annual Core Value Awards received a
substantial number of entries from teams in all
areas of the world and all parts of our business,
reinforcing once again that our values do really run
the length and depth of our company.
The theme of this edition of Network is exceeding expectations; the perfect setting
in which to showcase our core value award winners for 2010. There are many
teams who go the extra mile to produce exceptional results for our business and that
of our customers, consciously or unconsciously enacting the ethos of core values.
These awards allow us to recognise and award those PSN teams who have shown
outstanding commitment and may otherwise have gone unrecognised.
The winning team in each of the seven categories is given £1000 to donate to
the charity of their choosing, as well as receiving a plaque and certificate to
commemorate the achievement.
vation
Health & Safety
Health and Safety
Winning team: Philippines team
John Padmore, Tito Lejero, Geronimo Austria, Rufino Faytaren Jr,
Gerardo de Chavez, Alan Perez, Federico Salcedo, Rodolfo Cagantas,
Regie Tan, Sixto Rabano, Nilo Casao, Gladwin Sanchez
Fourteen years Lost Time Incident (LTI) free – with a team regularly
comprising 300 personnel, and tripling during shutdown periods, that’s
the equivalent of an impressive 9.7 million man hours. Key to this
superb performance is the use of the SHELTER training centre, an
interactive facility used during HSE orientation, and for refresher and
specific safety courses. The centre has been so successful at improving
and maintaining safety performance that the idea has been exported
to our project in Chad and, once again, proven to be instrumental in
improving site safety performance.
Innovation
Winning team: Caltex bid team, in the UK and Australia
Inno
Relationships
People
David Francis, Joe Sofra, Rob McEwen, Ian McKay, Paul Lapsley, Sam Goldsmith, Alan Russell,
Niranjan Panchal, Brian O’Donnell, Chris Nurcombe, Barry Wilson, Jessica Denehey, Jean-Francois
Delvaen, Craig James, Jason Torregrossa, Chris Wootton, Karen McLean, Tony Traynor, Matt
Gavin, Lisa Kinnear, John Lodder, Gary Buckley, Duncan Pearce
This team recognised that our skills and talents across a broad set of disciplines could deliver real
benefits for a customer in another sector – downstream oil refining. The net result is the award
of a contract that is a significant milestone for PSN, augmenting our position as a leading service
provider to the refining industry in Australia.
Integrity
Relationships
Winning team: BP Focus team in the UK
The entire “Focus Team”, which includes PSN and BP
personnel
As a unique collaboration of PSN and BP personnel, our
BP Focus team shows that a great culture can be built
and produce exceptional results when we work closely
together with our customer.
Winning team: Gulf of Mexico BP (MC252) team in the US
Kurt Boudreaux, Kelley Boudreaux, Willie Hernandez and David
Leblanc
This team has done a fantastic job in recruiting support personnel to
assist BP with clean-up operations following the tragic Macondo Well
accident. Their keen regard for ethics means that our reputation and
business outlook in this region has been strengthened.
Winning team: Chad training team
Manual Guarin, Blaire Montero, Alejandro Mapor, Rommel
Panopio, Dante Pagtalunan,
Achieving the nationalisation of our projects can only happen
when we keep the focus on people. The development of a
comprehensive competency assurance process has proven
instrumental to this. Chad’s award winning team has already
trained and assessed hundreds of local employees ensuring
the success of this project’s nationalisation plan.
Integrity
Localisation
People
Winning team: Bangladesh community projects team, Sangu
PK Rakshit, Norman Pilkington, James McDaid
In a supreme example of a company making a huge difference to a
most deserving local community, this team of three rallied the entire
PSN network to raise funds to build a much needed multi-purpose
building. They exceeded all expectations when the original target of
$200,000 was smashed and a new higher target of $230,000 was set
and again smashed.
Localisation
Financial Responsibility
Winning team: project control and finance
teams in Sakhalin
Bob Thomson, Alexey Pak, Maksim Krzhizhanovskiy,
Anthony Cheney, Kenny Simpson, Gus MacKinnon,
Svetlana Fomicheva, Maria Sunchugasheva, Olga
Tolmashova, Tatiana Kim, Fiona Simpson, Simon Muir,
Alexander Kim, Maria Eremkina, Alisa Kislyakova,
Alexey Dekalchuk and Rodion Avtonomov
This team has made a marked difference to our
financial position through hard work and diligence
in challenging circumstances that include having to
deal in multiple currencies and unfamiliar rules and
procedures.
Responsibility
Financial
13

Preparing today for
tomorrow’s challenges
When Brian Mercer was appointed as PSN’s Innovation
manager earlier this year, he hit the ground running. Since
then, he has travelled the network to get the innovation
message out, increased his team and set strong foundations
to turn ‘light bulb moments’ into commercial reality.
ur focus on innovation at PSN gives us a unique opportunity to change things for the better”, says Brian. “To drive out
“Otraditional approaches and celebrate something new that is exciting, current, and differentiates us as a company.
“In the last year, we’ve laid strong foundations to drive innovation into the heart of PSN. We now have a process in the PSN
management system so employees can see how they submit idea and have visibility to its development. We’ve already got 30
projects in development as a result of ideas suggested from all over the network, including Melbourne, Calgary and Aberdeen.
“We have come a long way since the establishment of the function, continually looking for those great ideas, systems and
technologies that will help to develop the company’s capabilities. Our key message of ‘Preparing Today for Tomorrow’s Challenges’
and the need to innovate has been taken extremely well by existing and potential vendors and subcontractors. We have already had
follow-ups from about 20 companies who are bringing their ideas and technologies to us, ranging from business intelligence systems
all the way to the likes of pipeline blockage and leak detection systems.“
Spreading the word
Brian hasn’t wasted anytime getting the innovation message out, visiting various PSN regions to seek out hidden gems and bring
ideas to the table. “I’m just back from Melbourne and Perth – where I picked up 10 ideas which are in the process of being
recorded”, says Brian.
A new global network of innovation ambassadors has also been established made up of 10 volunteers around the PSN network.
Volunteers can help mentor someone with an idea, or simply become an ambassador for innovation by facilitating and encouraging
idea generation.
INPUTS
FORMAL REVIEWS
CONCEPT
EVALUATE
DE
FAST
14

Our focus on innovation at PSN gives us a
unique opportunity to change things for the better
Brian Mercer, Innovation manager
“Our focus on innovation hasn’t gone unnoticed”, explains Brian.
“Through word of mouth, our membership with ITF (Industry
Technology Facilitator) and some of the publicity on the role, we’ve
already been approached by external companies to bring forward
projects that are in the early development stages. We are getting
well known around the industry and being approached by a range
of potential suppliers and technology companies keen to show
what they have. So far, we have facilitated a number of meetings
and lunch n’ learns on a range of subjects including Alphastrut (an
aluminium version of unistrut), Armawrap, corrosion management
systems, and piping and pipeline cleaning technologies. This
for me is really exciting and it could in the future lead to joint
ventures or partnerships.”
What happens to an idea?
Having an innovation team now means getting your ideas on the
Excom’s (PSN Executive Committee) radar has never been easier,
as Brian explains. “Simply, pick up the phone or email one of
the innovation team and we’ll take it from there. I’m no Duncan
Bannatyne and it certainly isn’t a Dragon’s Den approach!
“Once you approach us, we’ll get some initial information from
you, then work together to develop a business case, and provide
specialist resources to make the project a commercial reality.” The
team do this by following two approaches:
Systematic: where an idea goes from concept > evaluation >
development > deployment > operation
Fast track approach: a new concept with significant business
improvement potential is taken straight from the drawing board
The future
“Right now we’re looking at the key challenges for next year and
beyond so we can target our innovation approach. Next year, I
plan to provide the same support by visiting St John’s in Canada,
places like Atyrau, Baku and Chad / Cameroon to drive home our
innovation message.
“We really are preparing today for tomorrow’s challenges. We’re
not trying to do something now with yesterday’s solutions. We’re
thinking ahead and to me that is a critical message on what we
do.
“We still very much want to hear ideas and innovations from all our
stakeholders - customers, vendors and employees alike. Developing
ideas will help us improve our capabilities and competitiveness. Let’s
keep them coming and we can discuss with you how to take them
from idea to fruition, so we can all benefit.” N
For more information on innovation at PSN, contact:
Brian Mercer
Innovation manager
T: +44 (0)1224 77826
E: brian.mercer@psnworld.com
Leading the way
Since Brian’s appointment as Innovation manager, he has added two
key members to the team.
Alan Thompson, Global knowledge manager
Alan has over 30 years’ offshore engineering and
project management experience, with almost 10
years in knowledge management with PSN.
Alan’s extensive experience in knowledge sharing
will be used to develop and facilitate greater
interaction between PSN’s business units,
functions and global regions – maximising the
sharing of innovation.
Ryan Mcpherson, Business improvement lead
Ryan joined the Innovation team in August this
year. He previously worked at ITF for three years
as a senior technology analyst, where he was a
leading figure in initiating and facilitating joint
industry projects between oil and gas industry
companies and developers.
VELOP DEPLOY OPERATE
TRACK
15

Scope change
during shutdown?
No problem
Shutdowns are one of the most complex
offshore activities so our first shutdown for
a new customer is a big event. This autumn
a new North Sea customer added some big
items to our scope on day two of a planned
shutdown. Assignment manager, Andy
Crawford picks up the story.
We’d been preparing for this platform shutdown since January and began,
according to plan on 29th August. As always, the preparation included going
through every item in the scope to see what could be rationalised and what
could be safely and efficiently deferred until the next planned shutdown, which
in this case was intended to be in 2011. We began with workpacks, materials
and manpower all lined up to suit the scope.
On 30th August our customer asked us what the impact would be if we
included some of the deferred items in our current scope, so that they could
eliminate the need for a planned shutdown in 2011.
The additional scope included four vessel inspections and one piping repair
order.
Since winning this contract in 2009 we’ve already received commendations in
the PSN 2010 Core Value Awards categories of Innovation and Relationships.
We had a superbly executed project start-up and are pioneering some of the
new tools and systems that are being developed in PSN. So, of course our team
responded positively to this latest challenge.
In conjunction with the duty holder’s shutdown team, we ordered additional
materials, compiled additional workpacks and revised the plan. We also made
adjustments to our manpower provisions so that we’d have the right people
available to complete the extended scope.
The shutdown was completed within the revised schedule and without any
safety incidents involving PSN personnel.
It’s exciting to be part of such a committed, can-do team. We have four more
years to go on this contract and I think we are demonstrating our ability to
deliver in support of our customer’s business needs. N
Andy Crawford
Assignment manager
T: +44 1224 792051
E: andrew.crawford@psnworld.com
What does
turnaround
success look like?
Here’s a question for you: How do you think
our customers measured the success of the 17
turnarounds we carried out last year. Is it zero
lost time injuries? The successful completion of
planned turnaround activities in line with the
planned schedule? Providing competent and
qualified personnel? Incident-free start-up of
facilities? Or timely closeout and handover of
documentation? David Williamson, our projects
director, has the answers.
PSN is the industry leader in managing turnarounds. Last year we saved our
customers around the world a total of 45 445 manhours in planned downtime.
We are able to achieve performance like this because of 2339 skilled PSN
people, consistently working to the highest of standards and supported by our
global network. Many of these people have also worked with us in developing
the tools we use to ensure our structured and effective approach to preparing
and executing turnarounds.
Using ONtrack TM , our turnaround and shutdown management system, we
begin the turnaround process long before any actual turnaround by gaining
a thorough understanding of our customers’ drivers and expectations.
From there, we use ONtrack TM for our meticulous planning of turnaround
management, turnaround preparation, turnaround execution, and closeout and
feedback.
The results: in June we completed a successful turnaround at the Onshore
Compression and Terminals Integration project, in the north of England, on
schedule and with zero lost time injuries. A highlight in this case was our
team’s ability to reduce the scope on a range of work relating to pipework
tie-ins and to re-design some pipework so that it could be installed and
tested before the turnaround. In August, our team was praised for a complex
turnaround that was completed with good HSE performance and zero loss
of containment on start-up. In one of our last turnarounds for 2010, we
completed 4 hours ahead of schedule, with reduced manpower and no safety
incidents, while the platform was running on emergency power.
Our customers measure our turnaround performance on all the criteria listed at
the top of this article and so do we. That’s why we can say we’re the best. N
David Williamson
Projects director
T: +44 1224 777163
E: david.williamson@psnworld.com
16

Faced with unique challenges in a remote location, our Sakhalin business unit has
relied on innovative thinking to address areas critical to the delivery of engineering
services across our SEIC and ENL contracts. Below are details of how we’ve used
new techniques in the handling and management of information and data and how we’re
bringing the best in training to our local personnel.
Information management
Our biggest information management challenge on
our SEIC contract has been to manage data sets
for each facility in addition to performing standard
document management. Both the type and quantity of
data management required was new to PSN. To meet
our customer’s needs we turned to new, streamlined
technologies.
We developed standardised design tools and
centralised databases so that the integrity of the
data would be consistent across all our design offices
working on the contract, which are located on three
continents. We also improved our ability to share data
between our offices and with our customer’s systems
by using low bandwidth methodologies.
By standardising and streamlining, we’ve been
able to save our customer time in populating their
maintenance systems. The efficiency of our systems
also mean that information transfer is very quick and
easy, which ensures our customer’s maintenance
systems reflect the as-built status of the plant.
We have supplemented this work by introducing webbased
reporting tools, which enable documents such
as equipment and valve registers to be viewed from
any design office.
Overall, we’ve taken the challenge out of data
management. Our systems take a huge quantity of
different types of data from offices around the world
and put it at our customer’s fingertips.
Technical training
Hiring local people on technically demanding projects
in remote areas is a challenge at which PSN excels.
Our Sakhalin contracts, 4000 miles from Moscow, have
provided the perfect opportunity for us to see if we
could create a four-year bespoke technical training
programme for people in at least six disciplines.
To overcome the lack of suitable technical training
courses and providers, we have built the foundation of
our training programme on the ground-breaking PSN
Design Academy. The Academy has been recognised
as the first of its kind in Scotland and has been an
important feature in the many awards for people
development that we have won in recent years.
The technical programme covers training for all
discipline personnel including: process engineering and
design, electrical engineering, instrument engineering,
electrical and instrument design engineering, piping
engineering and civil / structural engineering.
Delivered almost entirely outside of working hours,
this training provides an opportunity for the local team
to develop their competency and knowledge in their
chosen discipline, while still maximising productivity
and delivery for our on island clients.
The programme encompasses a wide variety of
training methods from standard classroom teaching
provided by PSN material experts, to online distance
learning, hands on day-to-day mentoring to on the
job surveying at onshore and offshore facilities. All
Project facts
Sakhalin Energy Investment Company (SEIC)
contract
Scope: Technical support services contract, including
engineering and project management for all SEIC
facilities including three offshore platforms an
onshore processing facility and pipelines, including
two booster stations, LNG terminal and oil export
terminal.
Duration: Since September 2006
Manhours: 989 960 completed to date
Safety performance: 4 years without any
recordable safety incidents
Localisation: 60% Russian employees, 40% other
nationalities
Awards: 2008 PSN Core Value Award for
Localisation. 2010 PSN Core Value Award for
Financial Responsibility, shared with STSN contract
of this helps develop the technical knowledge and
skills fundamental to engineers and designers in the
brownfield industry.
It will be rewarding to follow the progress of our
developing Russian national engineers and designers
as they progress through the programme and develop
their careers with PSN. They are a credit to our
network and will benefit developments on Sakhalin
Island for years to come. N
Contact:
Finlay MacLennan
Sakhalin Business Manager
T: +7 (4242) 453670
E: finlay.maclennan@psnworld.com
Exxon NefteGas Limited (ENL) contract
Scope: Engineering, procurement, construction
and commissioning services for all ENL facilities on
Sakhalin Island and the nearby Russian Federation
mainland, including the Orlan offshore platform,
Chayvo onshore processing facility, wellsite, oil and
gas export pipelines, and Dekastri offloading marine
terminal.
Duration: 2007 - 2012
Location: Sakhalin Island, Russia
Manhours to date: 530,300 to date
Safety Performance: 3 years without any
recordable safety incidents
Localisation: 76% Russian employees, 23% other
nationalities
Awards: 2010 PSN Core Value Award for Financial
Responsibility, shared with PSNS contract
17

Aristos – It’s a safe bet
In 2009, we launched our unique safety training course Aristos TM , a one day
experience that aimed to look at our behavioural triggers, to bridge the gap in our risk
perceptions and make a step change in our safety performance. Here Kirsten Saville,
the newest member to the Aristos TM team, gives us an update.
SSustainability
Sustainability is a key word in everything we do at PSN. Aristos is
no exception. How do we sustain Aristos? We give our projects and
regions the capability to deliver it themselves and the power to take ownership and
innovate. Ownership of Aristos is in the hands of every member of the Aristos
Club. Join the Club and you will become a shareholder in the safe life chances of
8,500 people, now that’s what we call a safe investment.
With Aristos we are taking safety and placing it firmly in the hands of those who
really need it – not just HSE professionals, but people like you, like me, like all of us,
after all we are the ones who get hurt when it goes wrong not the HSE department.
AAdaptability
Adapting to local needs is always challenging but most successful when
people who really understand what works locally are engaged in shaping
what we do. Aristos is being delivered around the globe by locals in ways that
really work, tuning in to the issues relevant for each region. The examples we use
to get the safe behaviour message through are reworked locally to meet familiar
environments – it’s no use talking about lighthouses in Chad or Startrek in Russia!
FFlexibility
It’s all about keeping the learning the same whilst fitting in with all the
systems in use by our huge number of different clients wherever they
are - all the various rules, regulations, processes and procedures in many different
countries. Aristos is not about rules or procedures but about the way we act and
the choices we make. Aristos complements our client’s behavioural programmes,
it doesn’t replace them – that’s why our clients are so keen for us to roll out
Aristos on their sites; they know it means our people will make the right choices.
EEffective
There’s only one way to find out if people have changed how they do things
– ask them. Aristos has never been about what the management team
think works. It’s driven by our people and 2,000 have told us how it has changed
their approach to make them safer at work, at home, at leisure and when they
travel – that’s what we call effective.
BBehaviour
Behaving safely at work is a great starting point. What makes Aristos
different is that it can be transferred to all parts of daily life. It doesn’t
just start and stop with work, we are all presented with choices and decisions
continuously and Aristos encourages us to stop, take a moment and make the
right choice.
EEvolution
As the evolution of Aristos continues one of the main questions asked is
‘What next?’ How do we keep Aristos fresh and at the forefront of our
minds? The answer of course lies with us all. A habit only becomes a habit when
it is practised repetitively until it becomes second nature. Each one of us within our
working environments have the solutions to embed Aristos and share best practice
and continue the evolution and growth. PSN employees can visit the Aristos
Sharepoint site for more information on Aristos - including ideas and suggestions
from the various locations where Aristos is part of everyday life.
TTwo way process
We welcome feedback and ideas on our Aristos programme, so if you have
an idea get in touch. We are also looking for anyone interested in becoming
an ambassador for Aristos in PSN. N
For more information on Aristos, contact:
Kirsten Saville
Corporate HSE
T: +44 1224 777353
E: kirsten.saville@psnworld.com
Environmental initiative in Sakhalin
Each year Yulia Kasatkina, our HSE lead on our ENL contract on Sakhalin
Island, organises a day where our workers turn their attentions to
cleaning up the local environment. This year’s task was to clear a local
beach of the litter that had accumulated over the summer.
Yulia: “With our biggest turnout ever, PSN people
from across our Sakhalin contracts, plus their families
and friends, descended on Tunaicha lake near the
Okhotsk sea. This is a favourite spot for picnicking
and camping and we were delighted when people
visiting the lake on the day of our clean up decided to
join in and help.
filled nearly 400 bags, which were then disposed of
appropriately.
“Okhotsk’s leading official thanked us for our efforts,
through a speech made on local television. We also
made the local news bulletin during prime time.” N
“We provided plastic bags and disposable gloves
and arranged for a local authority truck to remove
the litter we collected. At the end of the day we
18

Glencraft given royal
seal of approval
Thanks to the generosity of our employees and contacts, one
year into our campaign to raise £500k, and ‘Help find Glencraft
a New Home’ we have raised a staggering £142,000. To mark
this milestone we were delighted to receive ‘the royal seal of
approval’ in the form of a three year Royal Warrant to supply
beds to Her Majesty the Queen.
Lisa Duncan, general manager of Glencraft said: “To have been re-awarded the
Royal Warrant is an honour and signal of the strength of our business and the
quality of our products. There is no doubt the last 12 months have been incredibly
tough and we are still at the start of a long journey but this good news comes as a
real boost to the business.”
Duncan Skinner, chief financial officer at PSN and a director of Glencraft said: “We
are delighted to have reached this point whereby Glencraft will, once again, become
a supplier to Her Majesty the Queen. Nevertheless, Glencraft still has a long way to
go to become fully sustainable and we need to encourage customers buying beds
to come to Glencraft where they are promised quality good enough for the Royal
Family.
“Our fundraising campaign is ongoing and we would urge local businesses to
consider dedicating their support and fundraising efforts in 2011 to help ensure
Glencraft is a long term sustainable enterprise.
Glencraft is an Aberdeen-based furniture factory that employees blind, partially
sighted and disabled employees. In 2009 the company went into liquidation and
30 employees faced an uncertain future. PSN stepped in and agreed to use 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. For more information on Glencraft visit www.glencraft.co.uk
PSN employees help change the face of
men’s health
Living Values in 2010
Throughout November, PSN employees joined millions of people grow a ‘Mo’
(moustache) to raise funds and awareness for Prostate Cancer, changing their
appearance and the face of men’s health around the world.
PSN regions Australia, St. John’s and the UK all established corporate teams, to
raise over $10 000 USD for this vital cause. Each participant started November
1st clean shaven and grew a moustache for the entire month. Funds raised
from Movember are donated to organisations to support a broad range of
innovative, world class programmes in the fields of research, education, support,
and awareness for Prostate Cancer.
Helping local communities where we live and work is at the heart of our localisation
core value. Within PSN, our Living values Committee allocates funds to those
charities nominated by employees. Listed below are just some of the charities and
organisations that have benefited from our support in 2010.
Instant Neighbour giving tree
In support of the Instant Neighbour Giving Tree employees from the Aberdeen
office purchased over 150 gifts to make sure local underprivileged children
received a gift this Christmas. The team also purchased food parcels for
pensioners on low incomes.
Wildhearts Santa run
On Sunday, 12th December, a team of 40 enthusiastic PSN runners dressed as
Santa will complete the 6km fun Santa run to raise money for WildHeart’s, a
dynamic Scottish charity. Starting at Pittodrie Stadium, this 6km fun run aims
to get people together to raise money for WildHearts, a charity transforming
lives by giving people a hand up, not a hand out. WildHearts use microfinance
to give people in the developing world the chance to work their own way out of
poverty.
Action Medical Research
Aberdeenshire Colts Rugby Football
Club (ACRFC)
Aberdeen Maritime Museum – Energy
Exploration
Louisiana Tech University
Archie Foundation
Banchory Academy
Barnardos
Cancer Research UK
Canadian Red Cross
Children’s Hospice Association
Childline
Children’s Medical Research
CLAN (Cancer Link Aberdeen and
North)
Cults Academy
Debra Life
Fergus House - residential care home
Grampian Society for the Blind
Glencraft
Go4SET project
Haiti Foundation
Halton Media Training
Instant Neighbour
Maggie’s Cancer Caring Centre
Mahir Mamedov clinic
Marie Curie Cancer Care
Newton Dee Community
Pang Na Village School
Sailors Society
Sakhalin Appeal for Alxey Ignatiev
St. Andrews Hospice
Spinal Injuries Scotland
The Prostate Cancer Charity
Transition Extreme
Wildhearts
Core Value Awards Charities
Health and Safety: TALIM Medical Centres
People: Doba Primary School
Innovation: TBA
Localisation: Jagatpur Asram Anathalaya
Orphanage, Bishawa Maitree Buddha Bihar
Temple, The Missionaries of Charity
Relationships: MacMillan
Financial Responsibility: TBA
Integrity: TBA
For more information on community relations
activities, contact:
Kenna Blackhall
Communications officer
T: +44 (0)1224 777014
E: kenna.blackhall@psnworld.com
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.