New standards for Maritime - and Oil and Gas industry

The practical approach on building competency for performanceNew standards for Maritime -and Oil and Gas industrya better learning experience

Introducing Maersk Training• Fully owned by A.P. Moller - Maersk Group .• Independent Learning provider with HQ inSvendborg , DK• Focus on the Oil and Gas, Maritime andWind industries.• OPEN TO ALL CUSTOMERSa better learning experience

Maersk Training GloballyAberdeen, UKNewcastle, UKStavanger, NorwaySvendborg, DenmarkEsbjerg, DenmarkDubai, UAEChennai, IndiaSingaporeBrazila better learning experience

Agenda- Building competency for performance• Background for development of new generation ofCrew Resource Management (CRM).• Human factor study from the Offshore industry.• Safe and efficient operations through competencies.• Behaviour change.• Learning retention.• An example for the new generation CRM.• The balance act between theory and practice. Using thetheory onboard the vessels.a better learning experience

Background- Building competency for performance• An internal task force was established post the Macondoincident to identify and develop advanced trainingsimulations with the objectives to:• Enhance drilling teams ability to handle worst case scenarios• Pro actively plan and prepare for drilling operations• Focusing on crew resource management and human factoraspects• This development have given Maersk Training knowledgeand evidence to develop the next generation ofCrew Resource Management.a better learning experience

Background- Building competency for performance•It isn't something new !!!!• On October 14, 1977, a gas blowoutoccurred in the Vagn-l exploratory wellbeing drilled from the Maersk Explorerjackup rig.• Result “Maersk Training Centre”• Today “Maersk Training”a better learning experience

Vision- Building competency for performance• To train crews in teams in departments and operationsinteractions• To give a far more realistic training• To obtain a commercial advantage• Set new training standardsa better learning experience

Mission- Building competency for performance• Development of an advanced simulator environmentenabling team training and competence developmentfocusing on:• High standard technical training• Efficient and safe operations (Emergency response)• Leadership and team interaction• People performance• Succession planning (acceleration programs)• Sustain company culture and valuesa better learning experience

How- Building competency for performance• Focusing on how high performance teams are doing:• Leadership and team interaction• People performance• Competencies• Experience• Culture• Achieving Zero Incidentsa better learning experience

Why #1Best Crew Project – people mattersBUSINESS CASE• Offshore crew performance have a major impact on operational performance.• During the last couple of years offshore systems and processes has been aligned - however a largevariance in business performance still exists.• The focus of this project is the People. Operational performance will be correlated to peopleperformance metrics & characteristics.• An Increase in uptime with 1% with generate 14-16 million $.$a better learning experience

High performance teams:Theory, research and OIMs viewTheory/research and Maersk Drilling OIM definitionAccording to organizational theory high performing teams are characterised by commongoals, trust, competent & empowered teams & performance & accountability driven (see fulllist in table). High performances lead to a higher Businees performanceBased on input from OIMs during OIM days spring 2011 high performing offshore crews arecharacterised by:Model for highperformance teams inMaersk DrillingKatzenbach* Bodwell* Maersk DrillingOIMsCommon goal Common goal Common goalTrust andrespectLeadershipCommitment(trust and respect)ComplementaryskillsTrust and respectEmpowered teamMutual respect andtrustCompetentworkforceCommongoalsEngagementPerformance goals Evaluate performance EngagedemployeesMutualaccountabilityCelebrate successCommited andskilled leadersCompetentworkforceInvolvementTeam workPerformance goalwithin short timeframe*Katzenbach and Bodwell has via reseach defined what characterises high team performance

Key conclusions:Based on the data analysis and the interviews about high team performance we can conclude:• People factors can explain 60% of the variance of the performance• Key factors for high team performance are internal and within our control, as externalfactors are not significantly impacting our team performanceThe most important drivers are:1. Values Index (leadership, teamwork and respect) is the single most important key driver torig performance explaining 40% of variance in Rig score2. Higher LI score in leadership position drives rig performance with 22%Rig Score2010Rig Score2011 ytd.3643ValuesIndexLI forLeaders3939ValuesIndexLI forLeaders21Other22Other

Why #2Safe and efficient operations through competenciesModel for highperformance teams inMaersk DrillingTrust andrespectLeadershipCommongoalsEngagementCompetentworkforcea better learning experience

Why #2Safe and efficient operations through competencies• Every large company can buy advancedvessels or oilrigsAHTS Bourbon DolphinSource: Ministry of Justice and Public SecurityPhoto: Sean Dicksona better learning experience

The biggest operational challenges is humancompetencies• But no one can buy the experienced!!!!a better learning experience

Will the competence challenge stabilize ?Source: Infield Systems Limiteda better learning experience

Will the competence challenge stabilize ?Source: Infield Systems Limiteda better learning experience

Wind energy sector employment will tap into maritime industryOffshore wind industry2010 34,2322015 81,489 - 138% in five years2020 156,143 - 91% in five yearsOffshore Experience356% increase in 10 years201020152020Source: EWEAa better learning experience

Rig marked employment will tap into maritime offshoreType In service New build TotalJack-Ups 484 78 562Semis 218 22 240Drill Ships 83 85 168Source: GBI Research, Oil and Gas Upstream Databasea better learning experience

Will it be less complicated?a better learning experience

Competence assurance in the futureAssessment programme for officers in Maersk Supply ServiceMaersk Training to present:Competence assessment schemeA bi-yearly assessment program•Emergency procedures•Emergency response, Bridge/Deck /Engine•Communication skills•Delegate Authority to Act•Stress in Self & OthersUpdated procedure and legislationConclusion of recent MSS and industry accidents/incidenta better learning experience

Crew Bi-annual assessments:Day 1 Day 2 Day 3Ship handlingOffshore VesselsTheoretical planning &preparationPractical assessmentEvaluation & de-briefingIntro to AH AssessmentDynamic PositioningPractical assessmentEvaluation & de-briefingLunchDPO’s theoreticalknowledge of DPaccording torequirements from theNI or DNVAnchor HandlingPractical assessmentEvaluation & de-briefingAnchor HandlingPractical/theoreticalassessment, NWEAEvaluation & de-briefingTheoretical planning &preparation for DPsimulations.(Use of FMEA –Individual assignments)HomeworkTheoretical planning &preparation for AHsimulations.(Individualassignments)a better learning experience

Crew competence assessments:Ship handlingOSV(4 days)Theoretical assessment:Location of Pivot pointUtilization of thrusters, ruddersand propellers.Practical assessment:Use of C/L and proceduresHarbour manoeuvresApproaching offshore installationManoeuvring alongside offshoreinstallationAnchor handling(4 days)Theoretical assessment:PlanningWeight calculationsStability calculationsPractical assessment:Execution of Anchor handlingoperationIdentifying signalsFollowing proceduresCommunicationDP Refresher(5 days)Theoretical assessment:According to requirements fromthe Nautical InstitutePractical assessment:According to requirements from theNautical Institute or DNVa better learning experience

Achieving Zero IncidentsBehaviour change due to risks.• People cannot change behaviour or habits, ifthey are not aware of risks and correctbehaviour.• Risks are objective and will be interpretedindividually.• Not all risks are visible.• Acknowledge right/wrong behaviour on thejob or in a training situation.a better learning experience

Performance based trainingBehaviour change will be most effective when connected to realistic situations.• Daily life situations are normally not critical.• Using simulated scenarios brings people closer topossible critical situations.• A high level of realism will increase competenciesand job performance.Communication• Both daily and emergency scenarios must betrained.Team development• Training of interdepartmental cooperation forproper response in daily and critical situations.a better learning experience

Learning retentionPAGE 27

Learning retentionCrew Resource ManagementCertificateBRM/ERMrefresherBRM/ERMrefresherBRM/ERMrefresherBRM/ERMrefresherResultingOn-Board0 year 4 year 8 year 12 year 16 yeara better learning experience

The biggestCombined Crew ResourceManagement• Performance Enhancing training for Drillship• Team based• Interdepartmental• Bridge/Central control room• Engine room• Drilling• Crane• Subsea• Emergency room ashore• Rig Teama better learning experience

Performance EnhancingLearning objectivesThe main objective is to create and establish sustainable behaviour that supportsand increases vessel performance at all levelsPurposeLearning Objectives – Individual Track‣ Strong personal insights and portable skills for teamwork‣ Knowledge of own role and impact as a MD rig crew memberLearning Objectives – Full Vessel Track‣ Proven feedback practice at all levels and between all levels‣ Visual white book with best practices from all operational teamsLearning Objectives – Team Track‣ Implemented practice of problem solving and decision making in teams‣ Common approach to trust and team performanceTo establish a no-excuseperformance culture basedon a high level of personalresponsibility, strongoperational teams and clearcross-departmentalcommunication.Behavioural impactHigh retention, lowersickness absence, betterdecision behaviour, lowerfriction level.Business impactDecrease in LTI, increaseduptime, Rig efficiency andcustomer satisfaction.a better learning experience

OverviewRiser ManagementSystemsimulatorOffshore craneRMSSeaflexRig control roomRMSMCSDPOffshore supportvessel bridge/ Towmaster stationBallast/fueloperationEngine-, control-, switchboard roomServer exchangingdataServer exchangingdataCommunication:Phone, PA,Traffic lightDrilling simulatorPower/ tankmeasurementsRMSMCSa better learning experience

OverviewBridge SimulatorOffshore supportvessel bridge/ Towmaster stationOffshore craneDPBallast/fueloperationEngine-, control-, switchboard roomServer exchangingdataServer exchangingdataCommunication:Phone, PA,Traffic lightPower/ tankmeasurementsa better learning experience

Building competency for performance- The balance act between theory and practiceExperience as the source of learninga better learning experience

Building competency for performance- The elevator speech – It’s all about behaviour1. It is possible to do both technicaland personal evaluation throughsimulator observation.2. Tailor made Team behaviour plan.3. Tailor made Personal behaviourplan.4. Can combined psychometric toolsand simulator observations.a better learning experience

Building competency for performance- The elevator speech – It’s all about behaviour5. The “hindsight syndrome” can be “predict the futuretool”.6. No one is behaving inappropriate deliberately, but manyof us need tools to help understanding ourselves.7. The theoretical knowledge and practical experience mustbe in place.8. You can choose a STCW BRM/ERM for certification or aSTCW BRM/ERM that’s really have impact on thebehaviour, (with certificate for free).a better learning experience

Building competency for performance- The elevator speech – It’s all about behaviourWe must dare to evaluate people both technicallyand on the human factora better learning experience

Thank you for yourattention.Question ?a better learning experience