Human rights policy does not reflect all aspects of the Transparency Act.
Set as NC since Ardyne is subject to the Act due to these requirements:

• Sales revenues above MNOK 70
• Balance sheet total of more than MNOK 35
• Average number of employees in the financial year more than 50

Secure that the Act is implemented in Legal register.
Develop a system for reporting
according to the Act.

Feedback received 19.04.23:
Learn and understand the implications/obligations of the Transparency Act for the Norway business.
• Incorporate the Transparency Act into the Legal Register and ensure it is reviewed at appropriate intervals.
• Implement the relevant requirements into the organisation by updating associated/affected documentation.
Note: Currently engaged with the Norwegian Council for assistance with procedures/policies for compliance.

Feedback 07.06.23:
The Transparency Act has been added to the Legal Register.

We had a meeting with our Lawyers on the 11th May 2023 to review the requiremets of the Transparency Act and arrive at actions to ensure we publish our Due Dilligence Report by 30th June 2023.

A draft report has been initiated and was shared with our Lawyers on 23rd May 2023 and work on this report continues in order to meet the deadline.

Feedback 05.06.23:
The Transparency Act Report was made available on the company website at the end of June-23.

No documentation of opportunities.
Now opportunities are discussed to set the strategic direction or improvement suggestion – but they are not documented as opportunities.

Include positive risks (opportunities) in Enterprise risk register.

Feedback received 19.04.23:
Develop a system within the QMS for documenting Risks and Opportunities that is linked to the context of the organisation.

Feedback 07.06.23:
A Strategy session was held on 20th & 21st April where all deparment heads Operations, Finace, Sales & Marketing, Engineering, QHSE and Supply Chain were present.

Out of this meeting came Actions Items that were direcyl linked to the organisational strategy for the next 12 to 18 months.

Identified Opportunities have been incorporated into the
QHSE Hub within the new Business Management System.

Reviews on progress on key Actions, Deliverables and Tactics to meet the Key Objectives of the strategic direction direction have taken place at least once per month, the next scheduled on the 15th June.

Human Rights Policy: Chapter 5.5 does not show the committed principles and Chapter 5.6 is missing.

The policy needs to be updated.

Update 19.04.23:
The Principles refered to in Chapter 5.5 are listed but instead of being bullet points they have been included as Chapter 5.7, 5.8 and 5.9. Therefore, it is a formatting error within the document.
• There is no requirement for a Chapter 5.6 within the Policy. After Chapter 5.5 the Policy moves onto Chapter 6. Therfore, it is a formatting error.
• The formatting errors will be updated during the migration of QMS documentation from the legacy system to the new system.

Feedback 07.06.23:
The Human Rights Procedure has been updated to eliminate the formatting error that was identified after the Policy content was reviewed.

The revised document has been published in the new Business Management System and is now document number MAN-POL-004 Human Rights Policy.

Having several risk matrices is rather complex and it is not easy to see the whole risk picture. Look at risking, maybe implement one common risk matrix in the new update of iQS. At least the risking of fatalities must be updated in all risk matrices, as Ardyne now “accepts” fatalities when they are less frequent.

Look at risking, maybe implement one common risk matrix in the new update of iQS. At least the risking of fatalities must be updated in all risk matrices, as Ardyne now “accepts” fatalities when they are less frequent.

Update 19.04.23:
Ensure the new Risk Matrix in the new QMS has zero tolerance against fatalities.
• As an improvement opportunity for Risk Assessments, review having only one Risk Matrix covering H&S, SQ, Environment, Finance etc.

Feedback 07.06.23:
In the current set up it is not possible to implement a single / common risk matrix without some development work.

The current Risk Matrix for HSE has been updated where fatalities are not unacceptable (under any circumstances).

08.06.23: Feedback accepted and case closed.

Reduction of GHG emissions and follow-up of suppliers. Ardyne has some information (waste, electricity). Comparison to see development and initiatives is missing. ref. Sustainability Policy Ch. 5.0.

Develop a system for follow-up suppliers and initiatives.

Update 19.04.23:
Complete evaluation of data associated with GHG emissions (waste, electricity etc) in order to establish appropriate improvement initiatives.

• Update Supplier Evaluation Questionnaires to ascertain if they monitor GHG Emmissions and if there are any iniatives in place towards reduction.

Feedback 07.06.23:
The intention is still to carry out what has been proposed in the Plan.

Note: we are tieing this in with the work being carried out on the Transparency Act highligthed in NC-2.

As we need to update the Supplier Questionnaire with questions related to Human Rights monitoring down our Supply Chain we will take the opportunity to include related to ESG and Sustainability.

Feedback 05.09.23:
Ongoing and as per the Forward Plan outlined in the Transparency Act Report published on the company website.

17.10.23: As it is ongoing, we consider the case closed.

Ardyne has no dedicated HSE person and there are no positions (titles) in Ardyne reflecting a HSE responsibility. Having such a resource internally and preferably in Norway, would strengthen the company and securing even better focus on the topic.

Consider employing an HSE resource

Update 19.04.23:
A position (Operations Support Coordinator) has been created that has both HSE and Quality responsibilities. The position is based in Norway at the Tananger Facility.

Feedback 07.06.23:
An employee applied for this position when the job was posted internally. Subsequent discussions were positive and a job offer was made and accepted by the employee. Start date 1st July 2023.

Two Risk Assessments (RAs) are missing:

1. RA of the transition to new management system. This is a big change in how the business is run. Getting focus on risk related to the changes could be crucial to secure a smooth transition.

2. RA of DSY: DSY is a new rig to Ardyne, and identifying any risks related to this new workplace could be beneficial. Ardyne will be part of PnA operations on the ongoing Eirik well for OMV. A RA would be nice to look to before starting on Carmen well, as it may be things related to DSY or operator that we can help solving.

Perform the risk assessment

Update 19.04.23:
1. (i) A Management of Change was created prior to the commencement of the project. Key individuals from Maintenance, Operations, Engineering/Product, Operations Support (QHSE) have been participating throughout the process to ensure critical activities will not be interrupted, and enhancements where possible can be made from the legacy system to the new system. Key processes/procedures are being tested during the transition to ensure readiness.

1. (ii) The above was discussed at the commencement of the project, but agreed this could have been documented as part of Risk Assessment. Prior to Go-Live a risk assessment will be conducted.

Feedback 07.06.23:
The organisation is up and running within the new Business Management System since 5th May 2023.

In the absense of Risk assessment key functionalities in Service Delivery activities were tested prior to Going-Live.

Ardyne Super Users have been available at all times during the transition and a direct line has always been available into the Business Online Team to ensure any issues were documented and prioritised with Business Online Development Team.

Consider implementing an extra column in the Legal register on where to find these requirements in procedures (compliance obligations). This is a good method to ensure that your company complies with all relevant legal requirements in HSE legislation
(i.a. the HSE internal control regulation).

This is not a requirement in ISO 9001, but in ISO 14001 and 45001.

make an overview on legal requirements in Legal Register.

Update 19.04.23:
When the Legal Register is migrated over from the legacy QMS to the new QMS this will be considered. Whoever fills the Operations Support role (that has HSE roles and responsibilities) will be given responsibility for its implementation if going ahead.

Feedback 07.06.23:
The Legal Register has been migrated over to the new Business Management System.

The next part of the migration process has been to move all documentation from the legacy Quality Management System and recatogorise the document to simplify documentation control and to aid locating Policies, Procedures etc.

Feedback 05.09.23:
In addition it is planned to discuss this further with the Operations Support Engineer.

17.10.23: A lot implemented and further is work planned – case closed.

Secure revision routines/frequency on updating procedures and include requirement in the Quality manual.

N/A

Update 19.04.23:
he Quality Manual is to undergo updates once the organisation has moved from the legacy QMS to the Business Online Management System. This will be part of a Project that will ensure key documents (Policies, Procedures etc) are aligned with the new system and where applicable new ways of working. A section on revision routines will be included at that time.

Feedback 07.06.23:
Our recommendation is to change the deadline date.
An updated Quality Manual is targeted for completion by 31/12/23.

Feedback 05.09.23:
The Quality Manual continue to be updated along with any associated Procedures.

17.10.23: Routines in place – closed.

Update Quality Manual (ref. [9]):

• Consider implementing personnel risk in Quality Manual Ch 1.3.

• In the manual “Remedial Work Plans” are mentioned, but no such plans existing. Change to right reference.

Update Quality manual.

Update 19.04.23:
The Quality Manual is to undergo updates once the organisation has moved from the legacy QMS to the Business Online Management System. This will be part of a Project to ensure key documents are aligned with the new system and where applicable new ways of working. The highligted Improvements will be considered when this is being carried out.
Feedback 07.06.23:
Our recommendation is to change the deadline date.
An updated Quality Manual is targeted for completion by 31/12/23.

Feedback 05.09.23:
The Quality Manual continue to be updated along with any associated Procedures.

17.10.23: Routines in place – closed.

ESG
Look into a system for how to document trends, as longer life and better performance (ex. Power tool, Hydro-connections), – time, CO2 emissions, chemicals.
Maybe look into a new module in iQS?

Look into ways on securing ESG related to performance etc.

Update 19.04.23:
A Project could be initiated that lists all ESG related improvements/initiatives. Relevant data can be stored and monitored to gain an understanding of effectiveness over time.

Feedback 07.06.23:
A discussion with the team and a commitment to try and document improvement initiatives has been agreed.
With the Operations Support Coordinator / Engineer Position now filled this will be one of their tasks.

Feedback 05.09.23:
A Project has been raised in the system. Work is ongoing.

17.10.23: Work ongoing – case closed.

Get a better system for risk status (is/should be part of the management review).
Secure this in the new version of iQS.

N/A

Update 19.04.23:
It is intended to develop a simple scoring matrix that will give a description and guidance on what strategy to follow depending on the risk score. For example: low relevance with low importance = monitor interest, high relevance with high importance = manage closely.

Feedback 07.06.23:
The intention is to tie this in IMP-3 (updates to the Quality Manual) and have it ready for the next Management Review

Feedback 05.09.23:
Deadline changed to 31.12.23 from 30.06.23.

17.10.23: Closed and it is planned for.

Secure a good system for follow up findings after audits (in the new iQS)

N/A

Update 19.04.23:
The new Business Online QHSE module (QHSE Cases) has a superior set up for monitoring the progress of audits than what is currently available in the legacy iQubeS system.

Feedback 07.06.23:
The organisation is now up and running in the new Business Online Management System where the new features will now be used to monitor Audit Findings.

Its effectiveness will also be evaluated as part of the process

Some KPIs on ESG, sustainability, waste etc. could be beneficial.
Update QSH plan/Targets for 2023, or implement in 2024.

Update QSH plan

Update 19.04.23:
Currently data related to this is being collected. The plan is to evaluate this data with a view to establishing if any meaningful KPI’s can be set for 2024.

Feedback 07.06.23:
With the Operations Support Coordinator / Engineer Position now filled this will be one of their tasks.
It is recommended this date be updated (extended) with this being considered for implementation in 2024.

Feedback 05.09.23:
This is ongoing. The Project will now be managed/facilitated by the new Operations Support Engineer.
Deadline changed to 31.12.23 from 30.04.23

17.10.23: Plan for implementation in place – closed

A common LL database could be beneficial.

Find a system to secure LLs.

Update 19.04.23:
In the new Business Online Management System a new Lessons Learned procedure has been developed to better assess, approve and release Lessons Learned. This will be an improvement for On-The-Job/Rig Site Lessons Learned in particular.

Feedback 07.06.23:
An enhancement has been made to the On-The-job Lessons Learned system and will be rolled out in Q3 as an enhancement to the Well Planning Process Quality Control Process.

Feedback 05.06.23:
An enhancement has been made to the On-The-job Lessons Learned system and will be rolled out in Q3 as an enhancement to the Well Planning Process Quality Control Process.

When planning ARV activities towards suppliers, it is recommended to implement ESG and sustainability in scope.

Include ESG in ARV activities.

Update 19.04.23:
Implement ESG and sustainability in scope for planning ARV activities towards suppliers.

17.10.23: Asthis is an improvement suggestion and Ardyne is informed, we close the case.

Ardyne and WE to send presentations

Recieved just after audit.

WE to send risk matrix

Sent just after audit.

Ardyne send over risk assessments related to OMV’s Eirik

17.10.23: Not received. But as the Norma operation is over, this action is considered obsolete and therefore closed.

Send competence matrix Offshore hand and Kristian Larsen and Arnstein Wathne.

Received CV for K. Larsen and A. Wathne.
Asked for CVs offshore hands, but we want competence matrix

17.10.23: Not considered as critical, and now since Norma is finalised, there is no need for the competence matrix.

A short introduction of the Transparency Act can be provided by WE

17.10.23: As Ardyne has made a Transparency report, this is considered not needed.

Someone in the organisation (Norway) should have investigation competence.

Train a dedicated employee in Norway for investigation competence.

Note: There is a wealth of experience and competence on conducting investigations within the Ardyne Team in both Norway and the UK. Investigations are always overseen by experienced and competent personnel to ensure procedures are followed.

Feedback 07.06.23:
The Operations Support Coordinator/Engineer has responsibilities for fasclilitaitng (participating, leading) investigations. Much of this will be on-the-job training utilising the skills and expertise that already exist in the organisation.

Human rights policy does not reflect all aspects of the Transparency Act.
Set as NC since Ardyne is subject to the Act due to these requirements:

• Sales revenues above MNOK 70
• Balance sheet total of more than MNOK 35
• Average number of employees in the financial year more than 50

Secure that the Act is implemented in Legal register.
Develop a system for reporting
according to the Act.

Feedback received 19.04.23:
Learn and understand the implications/obligations of the Transparency Act for the Norway business.
• Incorporate the Transparency Act into the Legal Register and ensure it is reviewed at appropriate intervals.
• Implement the relevant requirements into the organisation by updating associated/affected documentation.
Note: Currently engaged with the Norwegian Council for assistance with procedures/policies for compliance.

Feedback 07.06.23:
The Transparency Act has been added to the Legal Register.

We had a meeting with our Lawyers on the 11th May 2023 to review the requiremets of the Transparency Act and arrive at actions to ensure we publish our Due Dilligence Report by 30th June 2023.

A draft report has been initiated and was shared with our Lawyers on 23rd May 2023 and work on this report continues in order to meet the deadline.

Feedback 05.06.23:
The Transparency Act Report was made available on the company website at the end of June-23.

No documentation of opportunities.
Now opportunities are discussed to set the strategic direction or improvement suggestion – but they are not documented as opportunities.

Include positive risks (opportunities) in Enterprise risk register.

Feedback received 19.04.23:
Develop a system within the QMS for documenting Risks and Opportunities that is linked to the context of the organisation.

Feedback 07.06.23:
A Strategy session was held on 20th & 21st April where all deparment heads Operations, Finace, Sales & Marketing, Engineering, QHSE and Supply Chain were present.

Out of this meeting came Actions Items that were direcyl linked to the organisational strategy for the next 12 to 18 months.

Identified Opportunities have been incorporated into the
QHSE Hub within the new Business Management System.

Reviews on progress on key Actions, Deliverables and Tactics to meet the Key Objectives of the strategic direction direction have taken place at least once per month, the next scheduled on the 15th June.

Human Rights Policy: Chapter 5.5 does not show the committed principles and Chapter 5.6 is missing.

The policy needs to be updated.

Update 19.04.23:
The Principles refered to in Chapter 5.5 are listed but instead of being bullet points they have been included as Chapter 5.7, 5.8 and 5.9. Therefore, it is a formatting error within the document.
• There is no requirement for a Chapter 5.6 within the Policy. After Chapter 5.5 the Policy moves onto Chapter 6. Therfore, it is a formatting error.
• The formatting errors will be updated during the migration of QMS documentation from the legacy system to the new system.

Feedback 07.06.23:
The Human Rights Procedure has been updated to eliminate the formatting error that was identified after the Policy content was reviewed.

The revised document has been published in the new Business Management System and is now document number MAN-POL-004 Human Rights Policy.

Having several risk matrices is rather complex and it is not easy to see the whole risk picture. Look at risking, maybe implement one common risk matrix in the new update of iQS. At least the risking of fatalities must be updated in all risk matrices, as Ardyne now “accepts” fatalities when they are less frequent.

Look at risking, maybe implement one common risk matrix in the new update of iQS. At least the risking of fatalities must be updated in all risk matrices, as Ardyne now “accepts” fatalities when they are less frequent.

Update 19.04.23:
Ensure the new Risk Matrix in the new QMS has zero tolerance against fatalities.
• As an improvement opportunity for Risk Assessments, review having only one Risk Matrix covering H&S, SQ, Environment, Finance etc.

Feedback 07.06.23:
In the current set up it is not possible to implement a single / common risk matrix without some development work.

The current Risk Matrix for HSE has been updated where fatalities are not unacceptable (under any circumstances).

08.06.23: Feedback accepted and case closed.

Reduction of GHG emissions and follow-up of suppliers. Ardyne has some information (waste, electricity). Comparison to see development and initiatives is missing. ref. Sustainability Policy Ch. 5.0.

Develop a system for follow-up suppliers and initiatives.

Update 19.04.23:
Complete evaluation of data associated with GHG emissions (waste, electricity etc) in order to establish appropriate improvement initiatives.

• Update Supplier Evaluation Questionnaires to ascertain if they monitor GHG Emmissions and if there are any iniatives in place towards reduction.

Feedback 07.06.23:
The intention is still to carry out what has been proposed in the Plan.

Note: we are tieing this in with the work being carried out on the Transparency Act highligthed in NC-2.

As we need to update the Supplier Questionnaire with questions related to Human Rights monitoring down our Supply Chain we will take the opportunity to include related to ESG and Sustainability.

Feedback 05.09.23:
Ongoing and as per the Forward Plan outlined in the Transparency Act Report published on the company website.

17.10.23: As it is ongoing, we consider the case closed.

Ardyne has no dedicated HSE person and there are no positions (titles) in Ardyne reflecting a HSE responsibility. Having such a resource internally and preferably in Norway, would strengthen the company and securing even better focus on the topic.

Consider employing an HSE resource

Update 19.04.23:
A position (Operations Support Coordinator) has been created that has both HSE and Quality responsibilities. The position is based in Norway at the Tananger Facility.

Feedback 07.06.23:
An employee applied for this position when the job was posted internally. Subsequent discussions were positive and a job offer was made and accepted by the employee. Start date 1st July 2023.

Two Risk Assessments (RAs) are missing:

1. RA of the transition to new management system. This is a big change in how the business is run. Getting focus on risk related to the changes could be crucial to secure a smooth transition.

2. RA of DSY: DSY is a new rig to Ardyne, and identifying any risks related to this new workplace could be beneficial. Ardyne will be part of PnA operations on the ongoing Eirik well for OMV. A RA would be nice to look to before starting on Carmen well, as it may be things related to DSY or operator that we can help solving.

Perform the risk assessment

Update 19.04.23:
1. (i) A Management of Change was created prior to the commencement of the project. Key individuals from Maintenance, Operations, Engineering/Product, Operations Support (QHSE) have been participating throughout the process to ensure critical activities will not be interrupted, and enhancements where possible can be made from the legacy system to the new system. Key processes/procedures are being tested during the transition to ensure readiness.

1. (ii) The above was discussed at the commencement of the project, but agreed this could have been documented as part of Risk Assessment. Prior to Go-Live a risk assessment will be conducted.

Feedback 07.06.23:
The organisation is up and running within the new Business Management System since 5th May 2023.

In the absense of Risk assessment key functionalities in Service Delivery activities were tested prior to Going-Live.

Ardyne Super Users have been available at all times during the transition and a direct line has always been available into the Business Online Team to ensure any issues were documented and prioritised with Business Online Development Team.

Consider implementing an extra column in the Legal register on where to find these requirements in procedures (compliance obligations). This is a good method to ensure that your company complies with all relevant legal requirements in HSE legislation
(i.a. the HSE internal control regulation).

This is not a requirement in ISO 9001, but in ISO 14001 and 45001.

make an overview on legal requirements in Legal Register.

Update 19.04.23:
When the Legal Register is migrated over from the legacy QMS to the new QMS this will be considered. Whoever fills the Operations Support role (that has HSE roles and responsibilities) will be given responsibility for its implementation if going ahead.

Feedback 07.06.23:
The Legal Register has been migrated over to the new Business Management System.

The next part of the migration process has been to move all documentation from the legacy Quality Management System and recatogorise the document to simplify documentation control and to aid locating Policies, Procedures etc.

Feedback 05.09.23:
In addition it is planned to discuss this further with the Operations Support Engineer.

17.10.23: A lot implemented and further is work planned – case closed.

Secure revision routines/frequency on updating procedures and include requirement in the Quality manual.

N/A

Update 19.04.23:
he Quality Manual is to undergo updates once the organisation has moved from the legacy QMS to the Business Online Management System. This will be part of a Project that will ensure key documents (Policies, Procedures etc) are aligned with the new system and where applicable new ways of working. A section on revision routines will be included at that time.

Feedback 07.06.23:
Our recommendation is to change the deadline date.
An updated Quality Manual is targeted for completion by 31/12/23.

Feedback 05.09.23:
The Quality Manual continue to be updated along with any associated Procedures.

17.10.23: Routines in place – closed.

Update Quality Manual (ref. [9]):

• Consider implementing personnel risk in Quality Manual Ch 1.3.

• In the manual “Remedial Work Plans” are mentioned, but no such plans existing. Change to right reference.

Update Quality manual.

Update 19.04.23:
The Quality Manual is to undergo updates once the organisation has moved from the legacy QMS to the Business Online Management System. This will be part of a Project to ensure key documents are aligned with the new system and where applicable new ways of working. The highligted Improvements will be considered when this is being carried out.
Feedback 07.06.23:
Our recommendation is to change the deadline date.
An updated Quality Manual is targeted for completion by 31/12/23.

Feedback 05.09.23:
The Quality Manual continue to be updated along with any associated Procedures.

17.10.23: Routines in place – closed.

ESG
Look into a system for how to document trends, as longer life and better performance (ex. Power tool, Hydro-connections), – time, CO2 emissions, chemicals.
Maybe look into a new module in iQS?

Look into ways on securing ESG related to performance etc.

Update 19.04.23:
A Project could be initiated that lists all ESG related improvements/initiatives. Relevant data can be stored and monitored to gain an understanding of effectiveness over time.

Feedback 07.06.23:
A discussion with the team and a commitment to try and document improvement initiatives has been agreed.
With the Operations Support Coordinator / Engineer Position now filled this will be one of their tasks.

Feedback 05.09.23:
A Project has been raised in the system. Work is ongoing.

17.10.23: Work ongoing – case closed.

Get a better system for risk status (is/should be part of the management review).
Secure this in the new version of iQS.

N/A

Update 19.04.23:
It is intended to develop a simple scoring matrix that will give a description and guidance on what strategy to follow depending on the risk score. For example: low relevance with low importance = monitor interest, high relevance with high importance = manage closely.

Feedback 07.06.23:
The intention is to tie this in IMP-3 (updates to the Quality Manual) and have it ready for the next Management Review

Feedback 05.09.23:
Deadline changed to 31.12.23 from 30.06.23.

17.10.23: Closed and it is planned for.

Secure a good system for follow up findings after audits (in the new iQS)

N/A

Update 19.04.23:
The new Business Online QHSE module (QHSE Cases) has a superior set up for monitoring the progress of audits than what is currently available in the legacy iQubeS system.

Feedback 07.06.23:
The organisation is now up and running in the new Business Online Management System where the new features will now be used to monitor Audit Findings.

Its effectiveness will also be evaluated as part of the process

Some KPIs on ESG, sustainability, waste etc. could be beneficial.
Update QSH plan/Targets for 2023, or implement in 2024.

Update QSH plan

Update 19.04.23:
Currently data related to this is being collected. The plan is to evaluate this data with a view to establishing if any meaningful KPI’s can be set for 2024.

Feedback 07.06.23:
With the Operations Support Coordinator / Engineer Position now filled this will be one of their tasks.
It is recommended this date be updated (extended) with this being considered for implementation in 2024.

Feedback 05.09.23:
This is ongoing. The Project will now be managed/facilitated by the new Operations Support Engineer.
Deadline changed to 31.12.23 from 30.04.23

17.10.23: Plan for implementation in place – closed

A common LL database could be beneficial.

Find a system to secure LLs.

Update 19.04.23:
In the new Business Online Management System a new Lessons Learned procedure has been developed to better assess, approve and release Lessons Learned. This will be an improvement for On-The-Job/Rig Site Lessons Learned in particular.

Feedback 07.06.23:
An enhancement has been made to the On-The-job Lessons Learned system and will be rolled out in Q3 as an enhancement to the Well Planning Process Quality Control Process.

Feedback 05.06.23:
An enhancement has been made to the On-The-job Lessons Learned system and will be rolled out in Q3 as an enhancement to the Well Planning Process Quality Control Process.

When planning ARV activities towards suppliers, it is recommended to implement ESG and sustainability in scope.

Include ESG in ARV activities.

Update 19.04.23:
Implement ESG and sustainability in scope for planning ARV activities towards suppliers.

17.10.23: Asthis is an improvement suggestion and Ardyne is informed, we close the case.

Ardyne and WE to send presentations

Recieved just after audit.

WE to send risk matrix

Sent just after audit.

Ardyne send over risk assessments related to OMV’s Eirik

17.10.23: Not received. But as the Norma operation is over, this action is considered obsolete and therefore closed.

Send competence matrix Offshore hand and Kristian Larsen and Arnstein Wathne.

Received CV for K. Larsen and A. Wathne.
Asked for CVs offshore hands, but we want competence matrix

17.10.23: Not considered as critical, and now since Norma is finalised, there is no need for the competence matrix.

A short introduction of the Transparency Act can be provided by WE

17.10.23: As Ardyne has made a Transparency report, this is considered not needed.

Someone in the organisation (Norway) should have investigation competence.

Train a dedicated employee in Norway for investigation competence.

Note: There is a wealth of experience and competence on conducting investigations within the Ardyne Team in both Norway and the UK. Investigations are always overseen by experienced and competent personnel to ensure procedures are followed.

Feedback 07.06.23:
The Operations Support Coordinator/Engineer has responsibilities for fasclilitaitng (participating, leading) investigations. Much of this will be on-the-job training utilising the skills and expertise that already exist in the organisation.