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Newsletter – December 2012Newsletter – December 2012Maersk Completer has performed a 99,8%uptime in 2012.A smarter way of working isunder wayDuring 2013 – 2015 an entirely new IT landscape will be built and rolled outonshore and offshore in Maersk Drilling. The solution will address a range of painpoints and desired benefits such as removal of offshore latency and an improvedtransparency in the procurement chain.By Marlene Lyhne Sørensen, Strategy and CommunicationAfter months of extensive research andanalysis, and a careful selection and negotiationprocess, IFS Danmark A/S has beenchosen as the ERP platform most suitable toaddress the pain points and desired benefitsof Maersk Drilling.Over the next three years IFS Applicationswill be implemented in the Finance, SupplyChain & Procurement, Operations, Maintenanceand Business Intelligence processareas, amongst others replacing the SAPP3M, CODA, CMS and RFMP solutions.“One of the goals is to remove offshorelatency on all rigs. To many offshorecolleagues, the extent of latency when operatingIT systems offshore has long beena source of frustration and has negativelyinfluenced the working conditions and ourefficiency,” says Maersk Drilling CEO ClausV. Hemmingsen.Finding new ways to improve ourwork dayIFS was chosen for its attractive, intuitiveand efficient user experience, and the factthat IFS comes with substantial industryPeter Spanggard, Henrik B. Carstensen and MonsuratNurudeen in the Maersk Drilling headquarters.Preparing for the ERP landscape to take full speed.Photo: Per Gudmannexperience having successfully implementedtheir solution at other companies includingArcher and Seadrill.“The new ERP Programme is a prerequisitefor sustaining our performance and forgrowing our business in a successful manner.It is a strategic and major change managementproject which will have a profoundeffect on the way we all work in the comingyears. Processes will be removed, changedor created, just as many job contents willneed to be re-defined. This does not implya slim down of the organisation but asmarter way of working and of utilising theresources we have at hand,” says Claus V.Hemmingsen.During the implementation phase someproductivity setbacks are expected, as isalways the case when learning and adaptingto new ways of working. To make the transitionphase as smooth as possible, additionalpersonnel support will be allocated bothoffshore and onshore.“I encourage you to embrace the new ERPset-up and remember the overall target isto improve the quality and efficiency of yourwork day,” says Claus V. Hemmingsen.The first ERP phase - defining the scope - waskicked off in December. Regular informationabout the impact on working routines andupdates on the Programme’s progress willfollow.FactsERP (Enterprise ResourcePlanning) – what is it?• automates integration of dataacross an organisation with softwareapplication• facilitates information flow betweenan organisation’s businessfunctions• single point of data entry – not silosystems with redundancyAmong the desired benefitsare:• Improved usability• Optimised supply chain, includingfull visibility across rig fleet• Benchmarking, learning and optimisationacross rig fleet• Moving administration tasks fromoffshore to onshore• New finance solutions to replacecurrent outdated solutions• Improved management reportingProject overview:• Contract signed 29 October 2012• The full investment is approximatelyUSD 30 million• Organisation ~80-85 full time employees(~45 from Maersk, 30-35from IFS, ~5 external consultants)• The plan is to roll out in the HQin 2014 and to all rigs and shorebases in 2014 and 2015Maersk Completer hastaken the leadIn 2012 Maersk Completer won three awards, one of which was Shell’sprestigious 2012 Rig of the Year Award. A turnaround plan aimed at overcomingcultural differences and improving communications has led the way to success.By Marlene Lyhne Sørensen, Strategy and CommunicationMaersk Completer seems to be a rig on whicheverything goes right. In November 2012 itwas awarded Shell’s 2012 worldwide bestperforming Jack-up Rig of the Year Award; itwon the award for the Best Performing Unitin the Maersk Drilling fleet and on top of allthis it received the best Customer SatisfactionAward.Yet the story about Maersk Completer is notonly a story about success and high performance.As it happens, you only have to gotwo years back to experience a very differentpicture.“Two years ago, we had a number of serioussafety incidents and combined with somedrilling related problems, our peers andcustomers perceived Maersk Completerto be one of the worst performing rigs inBrunei. Something radical had to be done,”says Maersk Completer’s rig manager EddieFitzgerald.The turnaround planIn July 2010, the rig team onshore andoffshore developed and implemented acomprehensive turnaround plan which aimedto overcome cultural differences, improvecommunication and promote respect.“There was a need to examine and modifythe way the crew trusted each other, to instila change of attitude and to re-affirm theneed to lead by example from the top downand the bottom up,” explains OIM on MaerskCompleter, David Reynolds.The programme was put in place in the fourthquarter of 2010, when the entire rig complementattended a three-day programme onshore.A second phase was carried out on therig in which the course facilitators, ConnectSL, continued to coach personnel by puttinginto practice what they had learnt during theonshore sessions.“The results were almost immediate; seriouslyimproved safety standards and a real upturnin performance were the best of the benefits.Additionally there was a new-found team spiritthat extended beyond the work place,” sayssafety training officer Jude Ste. Maria.“It has taken a lot of effort to get where weare today but it proves that it is indeed possibleto make a turnaround. It has definitelybeen worth it and we are very proud of ourlatest achievements. Not wanting to sit backon our successes, we will continue to focuson training and strive to sustain our strongteam spirit,” rig manager Eddie Fitzgeraldadds.4 Maersk DrillingMaersk Drilling5