HSEQ; managing simultaneous operations fall 2019. Clear lines in org., 2nd in command not clearly stated. Competence development planning, esp. for new personnel, not clear.

• Most likely there will be an overlapping period of parallel operations in Q4. WE will inform PGNiG of how resources will be allocated by end of Q2.
• Please find attached WE “Staff Resourcing and Robustness strategy” for overview of back up resources/second in command. WE will communicate this in meetings with staff.
• Please find excerpt from WE personnel development plan for Engineers (attachment).
As you have been informed by the new WE CoB there will be changes to the WE management that may have an impact to the Shrek team and operations; solutions will need to be discussed.

Closed
Updated answer 28th June 2019:

Find attached plan for resource allocation in Q4. Attached is also updated “Staff Resourcing and Robustness Strategy” (WE-S-HR-PY-01 Staff Resourcing Robustness Strategy Rev. 03) which describes back-up resources/ second in command plan for WE.

Risk Management: ER training of WIT team, annual one training, does not seem robust. Exceed personnel support, describe more in detail.

Exercise: Well Expertise requires one yearly exercise as a minimum for all WIT team members. This exercise is arranged by WE. The background for this requirement, which is lower than the standard training frequency requirement for a 1st of 2nd line functions is this:
• Actions for the 1st and 2nd line functions during an incident differs greatly from the daily tasks of the involved personnel. This is not the case for the WIT team. The tasks and lines of communication during an incident will to a large extent be the same as during normal operation.
• The immediate responsibility for personnel safety during an incident lies with the 1st line. It is here that the life saving measures are performed, and the highest level of pressure will be. To practice the emergency preparedness actions at this level many times during a year is therefore considered more critical than for the WIT team.

WE will register WIT personnel`s attendance to customers exercises as additional experience, and strive to ensure that as many as possible of the WIT team personnel is exposed to such exercises

Closed
Comment: WE will get back to PGNiG with respect to Exceed personnel availability and capacity by end Q2. Exceed has been contacted and resources through them are still available.

Rig intake & drillling: MOC pprocess in place, practical familiarity with process in staff, limited. Refresh.Technical procedures for developing well time estimates not established. Should be documented.

• WE are happy to set up a meeting to present the “WELL” database and explain how it is used for capturing and using lessons learned for future operations.
• WE will inform/refresh relevant staff of practical use of MoC and the MoC process.
• WE will establish internal procedure for development of well time/cost estimates.

Closed
• Øystein has planned for a presentation of the WELL database for PGNiG in July.
• The lessons learned sheet for PGNiG is updated.
• WE has informed personnel about the MOC process.
• A description of well time/ cost estimates in the procedure “ How we well design”.

Logistics: Low on logistics capacity in organisation. Plan to strengthen within Q3. Clarify second in command to CEO.

• Logistics back up function: See Obs. 1 regarding communication of organograms from “Staff Resourcing and Robustness strategy”.
• WE are evaluating resource situation and strategy for increasing logistics capacity.

Closed
Comment: will be covered by activity in obs.1.
One new person is hired and will be joining the logistics department as of 1st of September 2019. His name is Johan Kjos-Hanssen.

Procurement and contracting: No KPIs for cost monitoring to control budget overruns. Establish.

WE will establish KPI’s for cost monitoring, these will be implemented in the project KPI scorecards.

Closed
KPI`s, including cost monitoring, for acceptance will be issued 2 weeks before spud.

HSEQ; managing simultaneous operations fall 2019. Clear lines in org., 2nd in command not clearly stated. Competence development planning, esp. for new personnel, not clear.

• Most likely there will be an overlapping period of parallel operations in Q4. WE will inform PGNiG of how resources will be allocated by end of Q2.
• Please find attached WE “Staff Resourcing and Robustness strategy” for overview of back up resources/second in command. WE will communicate this in meetings with staff.
• Please find excerpt from WE personnel development plan for Engineers (attachment).
As you have been informed by the new WE CoB there will be changes to the WE management that may have an impact to the Shrek team and operations; solutions will need to be discussed.

Closed
Updated answer 28th June 2019:

Find attached plan for resource allocation in Q4. Attached is also updated “Staff Resourcing and Robustness Strategy” (WE-S-HR-PY-01 Staff Resourcing Robustness Strategy Rev. 03) which describes back-up resources/ second in command plan for WE.

Risk Management: ER training of WIT team, annual one training, does not seem robust. Exceed personnel support, describe more in detail.

Exercise: Well Expertise requires one yearly exercise as a minimum for all WIT team members. This exercise is arranged by WE. The background for this requirement, which is lower than the standard training frequency requirement for a 1st of 2nd line functions is this:
• Actions for the 1st and 2nd line functions during an incident differs greatly from the daily tasks of the involved personnel. This is not the case for the WIT team. The tasks and lines of communication during an incident will to a large extent be the same as during normal operation.
• The immediate responsibility for personnel safety during an incident lies with the 1st line. It is here that the life saving measures are performed, and the highest level of pressure will be. To practice the emergency preparedness actions at this level many times during a year is therefore considered more critical than for the WIT team.

WE will register WIT personnel`s attendance to customers exercises as additional experience, and strive to ensure that as many as possible of the WIT team personnel is exposed to such exercises

Closed
Comment: WE will get back to PGNiG with respect to Exceed personnel availability and capacity by end Q2. Exceed has been contacted and resources through them are still available.

Rig intake & drillling: MOC pprocess in place, practical familiarity with process in staff, limited. Refresh.Technical procedures for developing well time estimates not established. Should be documented.

• WE are happy to set up a meeting to present the “WELL” database and explain how it is used for capturing and using lessons learned for future operations.
• WE will inform/refresh relevant staff of practical use of MoC and the MoC process.
• WE will establish internal procedure for development of well time/cost estimates.

Closed
• Øystein has planned for a presentation of the WELL database for PGNiG in July.
• The lessons learned sheet for PGNiG is updated.
• WE has informed personnel about the MOC process.
• A description of well time/ cost estimates in the procedure “ How we well design”.

Logistics: Low on logistics capacity in organisation. Plan to strengthen within Q3. Clarify second in command to CEO.

• Logistics back up function: See Obs. 1 regarding communication of organograms from “Staff Resourcing and Robustness strategy”.
• WE are evaluating resource situation and strategy for increasing logistics capacity.

Closed
Comment: will be covered by activity in obs.1.
One new person is hired and will be joining the logistics department as of 1st of September 2019. His name is Johan Kjos-Hanssen.

Procurement and contracting: No KPIs for cost monitoring to control budget overruns. Establish.

WE will establish KPI’s for cost monitoring, these will be implemented in the project KPI scorecards.

Closed
KPI`s, including cost monitoring, for acceptance will be issued 2 weeks before spud.