3.1 From good to better“We are reaching the boundaries of our growth and have establishedthat we will have to change a number of things if we want to guaranteeefficiency. We are going from good to better,” says Tom Langbroek(Production Manager). “The most important obstacles in the currentorganizational structure are work preparation, planning and logistics.But also the HMIs have too much on their plates when it comesto personnel management and administration, and there is too littleuniformity among the clusters. In cluster 5, thanks to the pilot with theonshore support team, we have been able to experience how thingscan be done differently. Both our onshore and our offshore colleaguesare positive about this new way of working.”In 2011, we will be reducing the current five clusters to three. Eachcluster will have its own onshore support team in Den Helder. Theseonshore teams are responsible for the work preparation and planningof both the preventative and corrective work activities. In preparationfor this new work method workshops will be organized at thestart of 2011 for the offshore employees and for the members of theonshore support teams. Aside from the exchange between ‘outside’and ‘inside’, we will also be looking at the division of tasks betweenthe HMIs and the Seniors. The aim of the workshops will be: to ensurethat everyone is familiar with the new work method and to discuss andresolve together – before its launch – any ambiguities and problems.3.2 Onshore central control roomOver the past years, there has been a strong increase in the numberof production locations, as well as in the number and complexity ofgas sales contracts. Furthermore, there is a much stricter policy forcontractual gas deliveries. As a consequence of this, the work pres-sure in the central control room on L10-A is high. After considering thevarious possible solutions, the conclusion has been reached that anown onshore central control room (CCR) is the best solution, taking intoaccount the criteria: consequences for personnel, safety and expenses.The CCR will be manned by a supervisor and fourteen operators.Henk Sperling (project leader CCR): “In the CCR the team will haveall the equipment and possibilities for creating an overall integratedoverview of the information provided by approximately thirty offshorelocations. There will be large screens on which you can see the mainplatforms, satellites and gas lines and smaller screens which you canclick on to a more detailed view of a particular system on a platformor satellite. In order to show the shipping movements on the NorthSea on a screen, we will be using the existing Automatic IdentificationSystem (AIS). This way we can contact ships that come too close toone of our platforms by telephone from the CCR and through the existingVHF-connections on the platforms.”The central control room will become operational in the secondquarter of 2011. After that, step-by-step, it will take over the monitoringof the gas streams and contracts (dispatching), and of the offshoreprocesses.3.3 Renovation Den Helder officeThe CCR will be housed on the ground floor of the Den Helder office.This is why, towards the end of 2010, the Drilling Department movedto the west-side of the building – where until then the LogisticsDepartment had been. After that, they moved to the Goods ReceptionWarehouse, which had to undergo a thorough renovation to thispurpose. With all this renovation on the agenda, the decision wasmade to subject the entire office to a thorough work-over and totemporarily house the office elsewhere. In the summer of 2011, theemployees will be moving back into a modern office with new climatecontrol, floors, walls, lighting, plumbing, data cables and – as inZoetermeer – a lot of glass in the walls.Always inside, but in 2010 outsideIn 2009 the annual New Year’s party was canceled in order to avoid anoutbreak of the Mexican flu. In June 2010 the organization more thanmade up for this with a smashing beach party for all the employees.80 <strong>GDF</strong> SUEZ E&P Nederland B.V. activities report 2010 81
Changesin order to cash in on opportunitiesUnder the seabed is where it all starts. Based on what itteaches us we explore and make use of opportunities andpossibilities, with as final goal to demonstrate that there areeconomically viable reserves and to subsequently produce andsell them efficiently. A process in which knowledge and innovativeability determine the outcome and the continuity of ourbusiness. In other words, dare to change if this enhances thechances of success.82 <strong>GDF</strong> SUEZ E&P Nederland B.V.activities report 2010 83
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