HEALTH, SAFETY & ENVIRONMENT MAGAZINE for Gas & Oil industry

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In this number:

THE HSE LIFE UNIOFOUNDATION

4GOODHEALTH

12THIS IS OURCHANCE...

8

TALKING ABOUT‘DIFFERENCES’

20TO CHANGEQUICKLY

26ALTERNATIVEJOB

16

January 2012

HOW COMPLEX CAN YOU GET?

2

HOW COMPLEX CAN YOU GET?Foreword

Imagine yourself going from one place to another. Whilst driving or walking you get to a roundabout. Now what?

Who needs to give way is defined in a set of traffic rules. Still every community seems to ornament the roundabouts

in a different way. With some luck the rights and obligations of the different road users are put in some roadsigns,

which might be visible or understandable. But mostly the road users have to rely on their own interpretations,

suppositions or judgments. It’s no wonder then that many accidents occur at roundabouts. Take a look at the

statistics; they don’t lie.

Could it change? Within this question lies the answer. Even the ‘how can it change’ is obvious. It’s all about knowing

and respecting the regulations and a uniform implementation of the policy that led to the rules. Only then every

single party knows what to do when a decision has to be made. In this way preventing undesirable situations.

Where did we hear this before?

On behalf of THE WAT GROUP

Pier van Spronsen

3

4

THE HSELIFEUNIOFOUNDATION

Raising and rising:

FROM NOBLE STRIVETO CONCRETE ACTION

5

On November 25th of 2011 the first assembly took place with the different

parties that have aligned themselves behind HSElifeUNIO. Manifesting

the wish to cooperate in order to realize harmonization in regulations in the

field of HSE. About came a declaration of intent concerning the formation

of the ‘HSElifeUNIO’ as central topic.

PRECONDITIONSGoal of the declaration of intent was to set the preconditions in which the parties, as broad

arranged as possible, want to embody the aspiration towards harmonization. For instance

they shall develop a center of communication. This center, including the products and ma-

terials deriving from this center, will be established mainly for communication. The center

will contain an ‘open’ space in which information can be found that is of importance to all

participating parties. This will be mainly about ‘harmonized products’. Furthermore every

party can have at its disposition a separated section in the center, only accessible to the

specific party. This section can be used for company-specific goals such as communicative

products and materials belonging to the company. To inform the constituencies and other

people interested about what’s happening, parties can choose to use the e-zine HSElife

which is linked to HSElifeUNIO.

6

STEERING GROUPIt is decided that the organisation of the communication center shall have a transparent

and clear structure. Organisational, strategic and administrative aspects of the (ongoing)

development of HSElifeUNIO and the materials and products are under responsibility

and competence of the Steering Group This Steering Group consists of representatives

of each of the participating parties. Also the financial contribution of the parties for the

participation in HSElifeUNIO and its development shall be established by this Steering

Group.

THE HSELIFEUNIO FOUNDATION

7

ASSOCIATION OF USERS To benefit the cooperation the terms of use and exploitation of HSElifeUNIO (invented

and developed by The WAT Group) will be delegated to an association of participants of

HSElifeUNIO, which are also the users. This delegation is exclusive and for the duration

of the existence of the association. This association, the so called HSElifeUNIO Founda-

tion, shall be established within 6 months after the declaration of intent is being signed.

The Steering Group shall elaborate the statues and constitution.

THE PARTICIPATING COMPANIES HAVE COMMITTED THEMSELVES TO

A MAXIMUM IMPLANTATION OF HSELIFEUNIO AND THE DEVELOPED

PRODUCTS AND MATERIALS WITHIN THE OWN ORGANISATION.

CONTINUATION With this development (again) an important step is made to bring the different parties

closer to each other, making way for harmonization. It couldn’t have been done better

than to come together in a joint effort to spread out our shared ideas. To be continued...

Want to know more about the HSElifeUNIO Foundation?Contact Pier van Spronsen for a detailed presentation.

from left to right: Veselin Raznatovic (The WAT Group), Jan Jager (TAQA),Rene Beaumont (The WAT Group), Piet van Dam (NAM),Ronald Pijtak (Centrica Energy), Gerard Burgers (Oranje Nassau Energy),Janine IJssel de Schepper (The WAT Group), Sietse Wijnstra (Casos) enPier van Spronsen (The WAT Group)

THE HSELIFEUNIO FOUNDATION

THIS ISOUR CHANCE TO SETTHESTANDARD

8

Ever since he heard of the initiative of harmonization of

the regulations within HSElifeUNIO, Sietse Wijnstra

(chairman of CASOS) has been a great advocate of it.

As being one of the persons signing the declaration of

intent that will lead to a realization of this project, he

now urges to a further unification of strengths.

9

The establishment of the ‘HSElifeUNIO Foundation’ fully supports the

goals like we visioned them. Hereby having found a way in which all ideas

that lived, and still live, regarding harmonization can be realized. The times

in which we stumbled over different interpretations are now past us. At

present we can put our energy to what it’s all about; taking care of the

safety at the workplace.

www.casos.nl

Contractor Alliance for Safety On Shell operations

10 THIS IS OUR CHANCE TO SET THE STANDARD

One of the most important conditions for success we have already covered, the sup-

port of this initiative by the industry itself. Here operators and contractors can ex-

press their ideas in order to set standards which can be implemented throughout the

whole industry. The importance of good, commonly accepted standards is obvious.

The past, even the recent past, is filled with examples of systems and standards that

didn’t hold. Sometimes out of misplaced arrogance, sometimes out of a ‘blindness’ to

developments in the market. Many have been replaced by new standards, not neces-

sarily because they were better, but because they were supported. Only because of

this support they could become the ‘leading technology’.

This is also the strive within HSElifeUNIO: setting new standards which, even before

they are implemented, are broadly supported. The greater the support, the easier

every next step towards harmonization will be. In this moment the initiative is pulled

by a number of parties. In my opinion there could be more parties involved. Based on

my experience I know that several others, operators and contractors, could join us in

our meetings. I haven’t seen them still. I would like to ask them: when will we meet?

Sietse Wijnstra

Chairman CASOS, Director of Cofely GDF Suez

Classics End of the seventies the Video 2000-system was Philips’ showpiece. The compa-ny launched it at the market quite late in relation to the (at that time) competing standards VHS and Betamax. From the start it was a path of stumbling and rising: electronic that needed attention, an expensive Dynamic Track Following-system and -remarkable enough- a lack of porn-movies available in this format. But the first, real blows where when Philips (contrary to what JVC did with VHS) didn’t want to release their patent, Philips wished to keep it to itself. Therefor the system couldn’t get a sequel. Add to that that Video 2000 couldn’t make it in the US because of the co-loursystem that was originally developed for the European market, and you can only guess at how much quicker the countdown in Eindhoven* would continue.

* Eindhoven being the headquarters of Philips.

11THIS IS OUR CHANCE TO SET THE STANDARD

BE WELLSupporting

healthThe health of employees is a lasting point

of interest and care for each company.

NAM has a programme that focuses on health

promotion. It monitors the prevention of risks to health

arising out of an unhealthy lifestyle in particular.

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BE WELLSupporting

health

13

TO INCREASE RISK AWARENESS

People rarely choose to live an unhealty lifestyle. It’s mainly about dietary habit and lifestyles that are

developed over the years. In combination with the conditions at work, often characterized by changes

and tensions, they can lead to unwanted situations. The programme ‘Be Well’ wants to help people

to take better care of themselves. The goal is to recognize and understand health threats more, such

as the impact they can have on their lives and work.

WORLDWIDE PROGRAMME

From 2009, ‘Be Well’ is introduced worldwide within all Shell companies. The way the programme

is completed and used, varies by country and sometimes even by Business, Asset or Duty. However,

the principle is the same everywhere. Employees are able to login on a separate website, from any-

where (work, home or elsewhere) where there’s an internet connection, using a password. They can

register and enter data such as blood pressure, cholesterol, weight, and diet. The system then gener-

ates certain scores, based on these data. In turn, these scores can be used to gain access to special-

ists on various problems such as prevention of cardiovascular diseases, obesity and stress-related

complaints. These specialists (coordinated by Zilveren Kruis Achmea for Shell Netherlands), provide

a range of possibilities and means to get started.

MENS SANA IN CORPORE SANO

Obesity is one of the problems fac-

ing modern society. Precisely in a

risky work environment such as the

offshore industry, someone with

obesity is clearly at a disadvantage,

for his fellow passengers in the heli-

copter he is a downright threat. It’s for a good reason that a maximum weight of 120 kg applies to the

Norwegian offshore. According to many, this upper limit should be decreased much more.

14 SUPPORTING GOOD HEALTH

VOLUNTARY BASIS

Employees can participate in the programme on a voluntary basis. Also,‘to do something with it’ and

‘to get something out of it’ is their own full responsibility. NAM’s first goal is to create more aware-

ness. In addition, NAM wants as many employees as possible to ‘work’ according to their scores.

There’s an annual plan for 2012 with several activities, both in Assen and the region, onshore and off-

shore. Amongst other things, the plan includes a Be Well week, events together with the lunch-run-

group, tests to find out how fit you are, nutritional information by Achmea Health Center, workshops

to stop smoking and much more. The goal is to fully implement this plan. The effect on the health

parameters (which are anonymous for each company) shall be subject to periodic measurements and

specific targets agreed. There won’t be any sanctions if employees don’t participate, after all the

added value of a healthy mind in a healthy body speaks for itself.

ALSO FOR CONTRACTORS?

Shell has deliberately chosen for a sustainable programme of conduct over specific, one-time topic-

oriented campaigns. In this way, health will constantly be exposed and monitored in all its facets,

to all employees, at all companies, worldwide. The problem is now sufficiently recognized and the

interest for ‘Be Well’ is high. To what extent it’s also possible to offer this to contractors or to address

this together with them, is now being investigated.

Rijkwessel de Valk

Company Doctor, head Medical Service NAM

“DEALING WITHWORKING PRESSURE AND

STRESS IS A MATTER OFSEARCHING AND FINDING

THE RIGHT BALANCE.”

BE WELL + RESILIENCE

Another health programme is called ‘Resilience’.

NAM uses this programme instead of their

earlier stress management and stress prevention

programs. It puts strong emphasis on the ability

to deal with stress that comes from working in a

contemporary professional environment.

‘Resilience’ is the core concept when it comes to

coping with stress and the possible consequences.

This programme is implemented by executives

from the own team, again on a voluntary basis,

with the help of Shell. An important similarity

with ‘Be well’: it’s about a personal development

process too, where a person has to take initiative

and responsibility first.

15SUPPORTING GOOD HEALTH

IF IT MUST BE AN‘ALTERNATIVE

JOB’Wellbeing from another point of view

16

...

IF IT MUST BE AN

Wellbeing from another point of view

An ‘LTI’ is more than a statistic telling that something went wrong somewhere.More than anything it is seen and felt as a blot for the person directly involved.

The confrontation with the other side of ‘being right’ harms confidence,self-confidence. In most of the cases something ‘stupid’ went wrong, because

of the persons doing or not doing something, and they end up with a bruise,a cut or a dislocation as a result. Bummer. Then what?

17

QUESTIONS

And then the questions rise. What exactly happened? How could it happen? Why haven’t the risk been calculated properly? How can we avoid such a thing in the future? And so on. At company level ‘the event’ is recorded, classified, investigated and evaluated. The person directly involved is absorbed by other questions. How could this happen to me? What will my colleagues think of this? Can I still return to work? Can I return in the same position?

INTERESTS

Meanwhile the work goes on, must go on, because of the continuity. But someone who isn’t able to work and is at home doesn’t contribute to this continuity . Reasoning that he might not be able to do that particular job, but is still able to do some other work led to the invention of the ‘alternative work’. This alternative fills the void between ‘’getting fully to work as quick as possible’ and ‘better staying out of the picture for a while’. Which kind of work the person involved could possibly do is a decision for the Safety, Health and Welfare service. In such a decision the different interests- of the commercial institu-tion, the employer and the victim- can get opposite each other, with all the consequences entailed.

“ WHEN DISCUSSING THE IMPACT OF AN LTITHE PSYCHOLOGICAL ASPECT, THE HUMAN ASPECT,

IS SOMETIMES EASILY OVERLOOKED.”

18 IT MUST BE AN ‘ALTERNATIVE JOB’...

STEPPING STONE

In these cases it’s useful to reason from the point of view of the person involved. It’s quite difficult after all to help a person that got demotivated to regain mental fitness. Everybody knows that staying home isn’t a useful option, unless the injury is as bad that staying home is necessary. The sooner somebody returns amongst colleagues, the sooner the incident is ‘forgotten’. Alternative work can be a stepping stone. Who really knows their people and hears what they say, knows that they might have suggested they would like to work in another department, are open to trying something new, seek a new chal-lenge. We, at Cofely, even prepare our people that this might happen sometime. We talk this over in an open way, so that they are prepared. Just in case this might occur some time....

USEFUL

Vital for success is that you, as being the company, know what sort of work is available. This insight or overview usually lacks the manager, who used to be the chief advisor in these situations. Hence we have chosen to have these cases decided in the MT. Nine out of ten times we find a useful content for ‘alter-native work’ here. It gives the person involved the chance to turn away from what happened for a while, but still staying involved with the company and all its dynamics. From the ‘alternative job’ back ‘to the job’ is just a small step then. Hereby proving again that a persons wellbeing is of importance to anybody.

Astrid Trinker

THE RIGHT ALTERNATIVE JOB CAN JUST BE THE SOFTNUDGE NECESSARY TO SHOW SOMEBODY THE LIGHT

AT THE END OF THE TUNNEL AND HELP THEM,STEP BY STEP, REGAINING STAMINA AND STRENGTH.

19IT MUST BE AN ‘ALTERNATIVE JOB’...

Talking about‘differences’

of harmony

Nearly 100%

20

Talking about‘differences’

The joint pursuit of harmonisation gets fixed results in a

HSEQ document about benzene. The parties that participate

in the HSE LIFE UNIO project all want to speak one language

when it comes to managing the risks that exist in the work

environment.

21

EXPOSURE AS LITTLE AS POSSIBLE…

Marije Blokhuis and José van de Vegte (both labour hygienist RAH, Occupational

Hygienist RAH Upstream International Europe) know their business when they talk

about benzene. For years they are concerned with the exposure to dangerous sub-

stances in work situations. In the course of time these regulations have changed

somewhat. However, the starting-point has always been the same: anyhow trying

to avoid any contact with this extremely harmful, carcinogenic sub-

stance. Exposure to this substance must always be kept as little as

possible and should never exceed the threshold value in any case.

Is this feasible? That’s another question.

THRESHOLD VALUE VERSUS ACTION VALUE

Having used a separate work instruction before, NAM now uses a general one:

‘Dealing with CMR substances’, in other words dealing with carcinogenic, mu-

tagenic and Reprotoxic substances. Educational material has always been avail-

able, formerly known as ‘bijdehandjes’. Now there are the A6 folders and pres-

entations as part of ‘A way of living’. Contractors believe they are exploratory

and useful. There are hardly any differences in the contractors’ approach, but

sometimes there are discussions. Regarding the action value that we hold, Shell

uses a different value, compared to other operators. For Shell the action value is

half the legal limit. This is a statutory limit, but each organization is permitted to

maintain a lower value. Shell has chosen to set an Internal Occupational Expo-

sure Limit for this dangerous substance. When we look at how these values can

change during a working day, we believe that it’s a good choice. In this context

we want to have discussions with other operators. Until there is also harmony on

this subject, we and especially the contractors will have to live with that small

difference in approach.

22 TALKING ABOUT ‘DIFFERENCES’

CLEARLY SPECIFY AND COMMUNICATE DIFFERENCESIn the new harmonised HSEQ documents that are issued

for HSE LIFE UNIO, we keep a separate space for any

company-specific elements. Regarding ‘Benzene’, this

will only be the persevered action value. This difference

between other operators will be clearly communicated to

prevent confusion among those who work with benzene.

HSE guidelines

January 2012

HBENZENE

HSE LIFE

NLEDITION

THE INTERNATIONAL OIL&GAS INDUSTRY STANDARD FOR PROFESSIONALS

23TALKING ABOUT ‘DIFFERENCES’

FINALLY A VIDEO ABOUT BENZENE

For years NAM pays attention to the topic benzene and we try to inform the staff as well as

possible about the dangers and what they can do themselves to control the risks. A frequently

heard comment was that within NAM, only a DVD was available about mercury and none about

benzene. But now there is, with the default issuance of HSE LIFE UNIO material in the form of

an A6 folder, an on-screen presentation and a video. Regarding critical topics, this material will

be available in Dutch, English and German.

THE ROLE OF THE LABOUR HYGIENIST

In our role as labour hygienist within NAM, we are engaged in advice, research and testing in

the field of working conditions. Not only do we have to deal with topics like dangerous sub-

stances, but also with harmful noise and legionella. We identify the risks and are also looking

for solutions to prevent these risks, where in the implementation of management measures the

ALARP principle (as low as reasonably practical) is central.

GrrreatKOK!

If you look down, can you still see your toes? Or do you maybe

see the delicious memories of last December been manifested?

It doesn’t necessarily need to be January to commit yourself to change.

But January is of course traditionally a month in which new goals are set.

Most of the changes concern less food and more exercise. This has been

explored in previous issues of the HSElife-magazine in this section.

24

KOK!YOUR BODY’S HSE

Health is just a state of balance. If your body, mind and spirit are balanced you are in good health. But what

is balance? An ancient proverb says: ‘ everything that is ‘too’ isn’t good to you’. This proverb is practically

everything you need to remember to achieve and maintain good health. Eat enough, exercise enough and

your toes will be visible again!

Enjoy, but just not too much...it might help if your mother in law would cook every day, wouldn’t it. Speaking

of cooks. Some Dutchman visited a platform where a lot of English was spoken. After finishing his meal he

wiped his mouth and said: “ Ah, you really have a great kok* in the kitchen.” Dutch word for cook is ‘kok’.

Polpette in tomatensaus voor een mens of 20

2,5 kg minced meat

4 kg canned tomatoes

10 eggs

1 lemon

5 onions

Breadcrumbs

Parmesan cheese

Basil

Parsley

Salt

Pepper

Mix the minced meat with the eggs, parsley, grated cheese,

breadcrumbs, lemon juice, salt and pepper. Form.

In the meantime the sauce is simmering. The sauce was

made like this. Heat some olive oil in a large pan. Add the

onion and stir till soft. Add tomatoes and some salt. Bring

to boil and then turn the heat down till simmering. Add the

meatballs and just leave them without doing anything for 5

minutes. Then stir cautiously from time to time. They will

need a bit more than half an hour! Buon appetito!

25

Natascha Bruti

PEOPLE USE ONLY A SMALL PART OF THEIR MENTAL ABILITY FOR CHANGES IN ORGANISATIONS TO SUCCEED. WHAT WOULD HAPPEN

IF WE COULD INCREASE THAT CAPACITY? IT WILL CHANGE THE WAY WE ACT. THIS ALLOWS US TO QUICKLY RESPOND TO CHANGE

AND HAVE FASTER RESULTS.

TO CHANGE

Toine Simons

Beerschot & Simons

26

CHANGE IS THE RULE

Our society is changing constantly and rapidly. Because of the knowledge we gain over the Internet, our purchasing behavior and that of businesses change. Or the way we communicate and exchange information. Also old success factors for business don’t have eternal life.

CULTURE CHANGE

Because of changes, businesses and organisations have to constantly adapt the way they work, their services, their innovations and products to these new demands. In other words a lasting change that focuses on an open culture where communication is central. This means that we address each other in honoring agreements, a focused attitude and being customer focused. This way you get an innovative organisation that grows and flourishes. One you want to work at.

PREJUDICES ABOUT CULTURE CHANGE

“Culture change takes years and is not easy.” This is what we hear in most companies we advise on implementation of changes. Then you have actually tackled the biggest problem. After all, you don’t know how much energy and intelligence people have to change at short notice.

Many people initially offer resistance if they have to change. They find it hard and think that the organisation simply can’t change. You often hear “this is who we are” or “these are the facts.” People think you can’t just change and book new and better results. In practice, many companies talk about change and new desired behavior and have meetings about these subjects. They go under their magnifying glass. But ul-timately little happens. This strengthens most people in their opinion about change. Therefore there is no room for new thoughts and insights. And that’s just what’s needed.

27

THE OLD IS GOOD BUT NEW IS BETTER

We see the absence of change if people are not thinking in new ways. Organisations attempt to implement change from the old ways of thinking and behavior. This is an obstacle when a new way of thinking is necessary if you want to quickly respond to environmental change.

If changes are absence, organisations start sending behavior more, whilst other be-havior is desired. But nothing is as ineffective as sending to behavior if you don’t know what thinking underlies the behavior. If you want to change quickly, you need to facilitate new ways of thinking. The key is to use old thoughts and barriers as the driving force for new ways of thinking and acting.

SHIT AND SHINE?

People move by two things: shit or shine. In other words, either there is great danger to people or they have great desires. In both cases, it’s important that people are aware of the need for change. A lot goes wrong here. For example, managers who send the wrong signal to their staff. Managers preach messages about loss, signifi-cant cuts or dismissal while simultaneously drive in a new lease car.

But often the exemplary behavior of management is contrary to the desired change. Yet it’s important that there’s a sense of urgency and that management propagates this clean and clear. Regarding the principle of Shine, it’s much more complicated to change people from their desire. The desire for an optimal work experience, customer service and meaningful work is present, but not manifestly. So you can’t appeal to that. Yet there’s not much left if people don’t feel the urgency to change (Shit) is high.

28 TO CHANGE QUICKLY

HOW CAN YOU QUICKLY IMPLEMENT CULTURE CHANGE?

The main starting point is to see things in a different way, but also to think and act in a different way. In other words, if you want to achieve new and better results, the staff has to show new behavior.

The new behavior is due to thinking differently and this is due to seeing things differently. To be able to see things in a different way means that people should first look at their own beliefs. Are these beliefs effective or ineffective for change? For example, someone believes that im-plementing culture change will take a long time. The point here is not whether this is true or not true, but if it stops him or truly sets him in motion.

When talking about culture change, we should use the barriers that people have as a driving force. From there you should facilitate a new way of looking at things. You have to make peo-ple aware of the contribution they can make for change to take effect. Not “I have seen many changes, this one will also pass.” But “What can I contribute, although I know it’s the same all over again.” Nor “Communication is a two way process, and if the facts are different, I let it be.” But “I am responsible for the quality of my communication, I want to be responsible and who wants to follow my lead?” This seems naive, but it will eventually give results. And people will experience the meaning of their commitment more.

29TO CHANGE QUICKLY

Make sure that the sense of urgency is clear and communicate it well.

Make agreements with management about exemplary behavior.

Don’t do long researches into the reasons why implementing previous changes failed. People often have a good idea of what’s wrong. This you’ll find out during an interactive session. So you don’t have to do research.

We keep a lot under the table because we fear that we will get into trouble if we are not honest. That’s why we often conceal things that really should be uncovered. So if you want to take change to the next level, you should be honest in order to solve problems.

People do want change but they have many obstacles. In other words, make sure you bring out the barriers that prevent change from happening. These barriers are often stronger than the desire to change.

Find out what you can change beforehand and quickly deal with it.

Determine which barriers live in people’s conviction. Use these barriers as a driving force and show that they can prevent change from happening.

Visualise people’s desire to collaborate, communicate and implement. Make them aware that by obstructing, their desire can not be fulfilled.

Check together which new ways of looking at things and which new beliefs you can achieve over old barriers.

Make agreements about it and make people accountable for bringing solutions. Make them accountable for communicating also.

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THE TEN MOST IMPORTANT STEPS

TO TAKE IN CULTURE CHANGE

30 TO CHANGE QUICKLY

Did you know that 500 years before Christ we were already concerned with HSE?

SAFETY

‘Mistrust is mother of safety.’ Jean de la Fontaine, French writer, 1621-1695

‘In skating over thin ice, our safety is in our speed.’Ralph Waldo Emerson, American poet and philosopher, 1803-1882

‘The things that will destroy America are prosperity at any price, peace at any price, safety first instead of duty first and love of soft living and the get-rich-quick theory of life.’Theodore Roosevelt, American politician, 1858-1919

‘Hitting your thumb doesn’t always mean you’re stupid, you fooled safety and it also hurts. That’s stupid!’ Pier L. van Spronsen, well-known observer, initiator and issuer

HEALTH

‘Men that look no further than their outsides think health an appurtenance unto life, and quarrel with their constitutions for being sick; but I, that have examined the parts of man, and know upon what tender filaments that fabric hangs, do wonder that we are not always so; and, considering the thousand doors that lead to death, do thank my God that we can die but once.’ Sir Thomas Browne, British author, physicist and philosopher, 1605-1682

‘Nothing is as bad to health as life itself.’Jacques Brel, Singer/comedian, 1929-1978

‘Health is the thing that makes you feel that now is the best time of the year.’Franklin Pierce Adams, American journalist, columnist and poet, 1881-1960

‘Happiness is good health and a bad memory.’ Ingrid Bergman, Actress, 1915-1982

‘Nature doesn’t tolerate incurable health.’Thomas Bernhard, Austrian writer and dramatist, 1931-1989

‘A good son should behave in ways that his parents have nothing else to worryabout but his health.’ Confucius, Chinese philosopher, 551 b.C. - 479 b.C.

31

‘Health is the life of your life.’E. von Feuchtersleben, Austrian poet, philosopher and physician, 1806-1849

‘There’s no one who loses his health more rather than the one who makes a mighty effort to save it.’Michel Eyquem de Montaigne, French essayist and philosopher, 1533-1592

‘They believe leanness is health, weakness is reason; and being satisfied with this believe that theyare free of sin, they are reduced to sin of having no virtues.’Quintilianus, Roman rhetorician, 35-100

‘Having to deal with our health for about 20 years and having worked for about 50 years on a routinely basis, we can now experience the outcome. If only you had started sooner!?’Pier L. van Spronsen, well-known observer, initiator and issuer

‘Good digestion waits an appetite, and health an both.’Bron: Macbeth (1605)

William Shakespeare, English dramatist and poet, 1564-1616

‘It’s just the same thing with luck as with health; if you don’t notice it, it means it’s there.’Iwan Toergenjew, Russian writer and poet, 1818-1883

‘Alcohol is bad for your health, especially the next morning.’ Bert Verhoye, Theatre maker

‘Nature has created everything different: power, health, beauty, intellect, peopleare different in all; they are only equal in death, and this is even different forthose who die young and others who die at an old age.’Ernest Vessiot, French mathematician, 1856-1952

‘We sacrifice one part of our lives to make money, and the other part wespend money to become healthy again. And in the meantime health andlife sneak away.’Voltaire, French writer and philosopher (pseudonym of François Marie Arouet), 1694-1778

‘It’s not true that labour has been imposed on people as a punishment for sin;on the contrary it’s an honor, a nobility, the most valuable asset, the joy,the health, the power, the soul of the World itself, that always arises andcreates the future.’Source: Fécondité 746, Emile Zola, French writer, 1840 - 1902

32 DID YOU KNOW THAT 500 YEARS BEFORE CHRIST WE WERE ALREADY CONCERNED WITH HSE?

ENVIRONMENT

‘In our polluted environment, the air is becoming slowly visible.’Norman Mailer, American writer and journalist, 1923-2007

‘My plagiarism are my daughters from a less good company whom I bring to a better environment.’William Shakespeare, English dramatist and poet, 1564-1616

‘That what was here yesterday and is still here today, we hope will still be here tomorrow.The environment!’ Pier L. van Spronsen, well-known observer, initiator and issuer

‘School is not the only way to teach the youth. Environment and time have the same influence on them or even more than the influence their educators have on them.’Source: Variété (1944), Paul Valéry, French poet, 1871-1945

Do you also know some wisdoms from the present or the past?

Mail us to info@thewatgroup.com attn. Janine IJssel de Schepper.

In next edition we will place your text here!

33DID YOU KNOW THAT 500 YEARS BEFORE CHRIST WE WERE ALREADY CONCERNED WITH HSE?

THE NORTH SEA COWBOY

Sjaak

LOOK WHAT YOU’RE DOINGLOOK WHAT YOU’RE DOING

34

It was on a warm day in December that I went to ‘the Black Swan’ to bring Jack a gift for all the lovely

stories he had told me that year. The Christmas- decorations slung in my face on entering the pub.

The bartender startles when the reindeer starts to sing (quite loud I think) on opening the door. I see

Jack leaning heavily against the billiard, striking the cue smoothly between his 3 fingers. I order two

beers and walk over to Jack to say hello. “Hey ye doll. Coming in for a story now?” He throws the box

of chocolates I brought him to his friend saying: “There, bring this to your lady.”

We take a seat and drink our pints. “It was also in December I think. The boss steps up to me saying:

“Jack, I have been thinking. Wouldn’t it be lovely for you to get home for Christmas to celebrate with

your wife.” So I look at him and I say: “And staring the whole day at my wife and the sour face of

that mother of her? I don’t think so.” A few days later I was at war again with one of these damned

cables whilst hoisting. Gave me some cut. The boss comes up saying: “Oh now Jack, that doesn’t look

to good now does it? I think you might have to do some replacement job onshore.” As I were some

kind of fairy. “Oh no” I replied “I always say ‘A day without blood, is a day without work.’ that’s what

I say” It was as if the man was trying to get rid of me. Jack spits on the floor.

Next day some bloke comes in while we were eating. All fancy in his suit, a hot shot so to say. Our

boss ran around like a madman. The Man in Suit says: “I would like to have a guided tour by one of

the workers.” Our boss looks at John, sitting meekly and eating his yoghurt and points at him. Yeah

right, good Johnny, he even sleeps in his PPE and gets all excited by the look of some shiny brochure

about harmonization. John already was on his feet.

35

But the hot shot walks up to me while I am sitting and having my baked beans, fries and meatballs.

In a blink of an eye our boss steps up saying to the Man in Suit “Oh but sir, he is still having lunch.

And well, you know how important eating is!”. The Man in Suit looks me over and says ”Surely this

man had enough I think.” I like that, a bit of the old wit. Anyway, I shovel up some more food and rise

to give the man his tour.

So we go outside and I see my mate Fred standing there and making moves as if he were under

some kind of electric shock. The Man in Suit looks at him and asks me what his problem is. “Well, he

is either feeling cold or he had the baked beans as well.” I can see Freddy think and all of a sudden

he says; “Jack, are you looking for the PPE’s?” Where did he get that from? “No, why should I?” But

then I thought about the Man in Suit. These people, when they come for an hour or two ‘to see how

it works’always wear such things. So I turn and ask politely: “You want to wear one of them PPE’s?”

He raises his eyebrows saying: “I think I must don’t you agree?” So I take him to that place where

they are. First he puts on them rigid trousers. I see him wobble while standing on one leg and when

he tries to put his other leg in he just trips over and smashes against the wooden bench.

I have no idea where the boss suddenly came from, but he was out ofit. Gave the man a handkerchief

and hasted around like some nervous nurse. The man just had some blood running of his nose, no big

deal. John followed the boss waving around one of these ‘NowWhat-forms’ (LTI). Instead of losing 15

minutes filling out these stupid questions you could just ask the man why he can’t stand properly. I

can’t see the use. Jack washes down some beer and shakes his head.

Well, finally we could move on with our roundflight. At the word roundflight Jacks laughs his remarkable,

coughing laugh. “Jack” the Man in Suit asks “how are things getting along with the harmonization

here?” At first I didn’t have a clue what he was talking about. “Ooh, yeah right. Equality, that kind

of nonsens. We all wear red underpants on Tuesdays and green underpants on Thursdays. Stealing

some rules here, a few there...” The man stares at me “Stealing?” “Oh well, borrowing if you like.”

This to me looked like a good moment to tell him about my harmonization theory. Jacks Golden Rules,

so to say. There are only 3, so there is no need to make a fancy brochure.

36 LOOK WHAT YOU’RE DOING

Well love, the man didn’t utter a word, sure he was impressed. So I thought handing him over another

idea of mine. “And these bosses that do nothing but nagging about rules and regulations, they can

just be thrown out. They just cost money...” Brilliant right? And there our boss stands, looking at me

as if he could kill me saying : “The tour is over mister Jack Drost. See you in the morning in my office.”

So I give the Man in Suit a hand and say: “Don’t forget Jacks Golden Rules. And stay away frome

these dangerous PPE’s. Why do you think I don’t wear them...”

Jack Drost

aka N.B.

1) Look what you’re doing2) Keep your hand to yerself

3) Mind your own business

37LOOK WHAT YOU’RE DOING

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38

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WOULD YOU LIKE TO KNOW MORE?

Are you curious and would you like to know more? Send an e-mail to Stéphanie van Stockum: stephanie@thewatgroup.com.

You’ll also find more information on our website: www.thewatgroup.com

39

HARMONISATION

HARMONISATION

40

“‘Living/working according to a joint agreement reached by default.”

For me this definition comes closest to the meaning of the word

harmonization, and we go further into this subject in

this edition of HSE Life.

With my musical background as a DJ/producer you might understand that many associations sur-

face when I think of the word harmony. When a piece of music is in harmony, meaning when it

sounds pleasant, it can effect me. What do I feel? Goose bumps, joy, grief, power, relaxation and

flow. For example a good classical piece of music can have all these aspects of a state of mind.

In November 2010 the Carmina Burana from Carl Orff was performed in the Concertgebouw in

Amsterdam. My girlfriend and I were there. What a special evening that was. The Latin lyrics

of the choir, the music of the orchestra and the complete devotion of the conductor took us on a

journey that lasted for 62 minutes. One moment I felt power and goose bumps welling up, while

another passage especially gave relaxation and joy. But what struck me most, I realised later,

was the harmonization of the orchestra, the conductor and the choir. It was only because every

individual performed his or her role with complete devotion and utmost concentration, that this

evening was a success. And consequently, all individual members of both the orchestra and the

choir could rise to the occasion.

The role of the conductor is to emphasize the interpretation of a performance, to motivate the

orchestra and the members of the choir and to convey emotions onto them. So everyone plays

his role. The conductor, the trumpeter, the cellist, the violinist, the tenor and trombone. That

night all members of both the orchestra and the choir were fully aware of their role within the

whole. Only then it was possible to give a peak performance.

That’s challenging! Very challenging! Why? I believe that’s because we’re only human. We have

the quality to converge by logical reasoning, but just as quickly we can move apart by logical

reasoning. We cooperate in harmony by regulations and agreements, but we can also do wrong

if we fail to comply with these regulations and agreements. Sense and intuition are too often

overshadowed by unresolved experiences that result in projections which rarely match reality.

Refinement of sense and intuition is something the members of the orchestra have mastered

after years of training with many ups and downs and this could be a challenge in modern times.

Why not try to identify ourselves in others? Aren’t we all members of a worldwide orchestra?

HARMONISATION

Ramon Rollfs of Roelofs

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for industry, by industry

HSE LIFE is a forum for those working in the petroleum and natural gas industry.HSE LIFE focuses particularly on those working wherever HSEW is really an issueor really should be an issue: on the shop floor.

HSE LIFE magazine is published by:The WAT Group B.V.P.O. Box 200337302 HA ApeldoornThe NetherlandsMobile: +31 (6) 462 95 25 6(7, 8, 9)

www.thewatgroup.com On this issue workedRené Beaumont, Natascha Bruti, Marjou Janse, Marcel van Spronsen,Veselin Raznatovic, Ramon Roelofs, Pier van Spronsen, Stéphanie van Stockum,Janine IJssel de Schepper, Bob Janssen, Toine Simons

Please e-mail any comments about subjects discussed in this magazine toinfo@thewatgroup.com attn. Janine Ijssel de Schepper.

Articles may not be taken from this publication within the meaning of Article 15 of the Netherlands Copyright Act.;

© The WAT Group B.V. 2012