5 HEALTH, SAFETY & ENVIRONMENT MAGAZINE for Gas & Oil industry
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In this number:
THE HSE LIFE UNIO FOUNDATION
THIS IS OUR CHANCE...
TALKING ABOUT ‘DIFFERENCES’
12 GOOD HEALTH
26 TO CHANGE QUICKLY
HOW COMPLEX CAN YOU GET? 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
Raising and rising:
THE HSELIFEUNIO FOUNDATION FROM NOBLE STRIVE TO CONCRETE ACTION
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.
PRECONDITIONS Goal 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 materials 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.
THE HSELIFEUNIO FOUNDATION
STEERING GROUP It 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
CONTINUATION With this development (again) an important step is made to bring the different parties closer to each other, making way for harmonization. It couldnâ€™t have been done better than to come together in a joint effort to spread out our shared ideas. To be continued...
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) en Pier van Spronsen (The WAT Group)
THE PARTICIPATING COMPANIES HAVE COMMITTED THEMSELVES TO A MAXIMUM IMPLANTATION OF HSELIFEUNIO AND THE DEVELOPED PRODUCTS AND MATERIALS WITHIN THE OWN ORGANISATION. Want to know more about the HSElifeUNIO Foundation? Contact Pier van Spronsen for a detailed presentation.
THIS IS OUR CHANCE TO SET THE STANDARD
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.
THIS IS OUR CHANCE TO SET THE STANDARD
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.
Contractor Alliance for Safety On Shell operations
THIS IS OUR CHANCE TO SET THE STANDARD
One of the most important conditions for success we have already covered, the support of this initiative by the industry itself. Here operators and contractors can express 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 necessarily 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 company 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 coloursystem 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.
BE WELL 12
The 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.
SUPPORTING GOOD HEALTH
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 anywhere (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 generates certain scores, based on these data. In turn, these scores can be used to gain access to specialists 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 facing modern society. Precisely in a risky work environment such as the offshore
obesity is clearly at a disadvantage, for his fellow passengers in the helicopter 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.
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 awareness. 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 offshore. Amongst other things, the plan includes a Be Well week, events together with the lunch-rungroup, 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 topicoriented 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
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.
“DEALING WITH WORKING PRESSURE AND STRESS IS A MATTER OF SEARCHING AND FINDING THE RIGHT BALANCE.”
‘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.
IF IT MUST BE ‘ALTERNATIVE JOB’...
Wellbeing from another p
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?
IT MUST BE AN ‘ALTERNATIVE JOB’...
“ WHEN DISCUSSING THE IMPACT OF AN LTI THE PSYCHOLOGICAL ASPECT, THE HUMAN ASPECT, IS SOMETIMES EASILY OVERLOOKED.” 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 institution, the employer and the victim- can get opposite each other, with all the consequences entailed.
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 challenge. 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 ‘alternative 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.
THE RIGHT ALTERNATIVE JOB CAN JUST BE THE SOFT NUDGE NECESSARY TO SHOW SOMEBODY THE LIGHT AT THE END OF THE TUNNEL AND HELP THEM, STEP BY STEP, REGAINING STAMINA AND STRENGTH.
g about rencesâ€™ 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.
TALKING ABOUT ‘DIFFERENCES’
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 substances 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 substance. 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, mutagenic and Reprotoxic substances. Educational material has always been available, formerly known as ‘bijdehandjes’. Now there are the A6 folders and presentations 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 Exposure 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.
TALKING ABOUT ‘DIFFERENCES’
CLEARLY SPECIFY AND COMMUNICATE DIFFERENCES In 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 LIFE THE INTERNATIONAL OIL&GAS INDUSTRY STANDARD FOR PROFESSIONALS
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 substances, 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.
Grrreat KOK! If you look down, can you still see your toes? Or do you maybe see the delicious memories of last December been manifested? It doesnâ€™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.
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
Mix the minced meat with the eggs, parsley, grated cheese,
4 kg canned tomatoes
breadcrumbs, lemon juice, salt and pepper. Form.
10 eggs 1 lemon
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!
TO CHANGE 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.
Toine Simons Beerschot & Simons
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 ultimately 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.
TO CHANGE QUICKLY
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 behavior 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, significant 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.
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 implementing 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 people 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.
TO CHANGE QUICKLY
1. Make sure that the sense of urgency is clear and communicate it well. 2. Make agreements with management about exemplary behavior. 3. 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. 4. 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. 5. 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. 6. Find out what you can change beforehand and quickly deal with it. 7. Determine which barriers live in people’s conviction. Use these barriers as a driving force and show that they can prevent change from happening. 8. Visualise people’s desire to collaborate, communicate and implement. Make them aware that by obstructing, their desire can not be fulfilled. 9. Check together which new ways of looking at things and which new beliefs you can achieve over old barriers. 10. Make agreements about it and make people accountable for bringing solutions. Make them accountable for communicating also.
S P E T S T N A T R O P M I T S O M N E T E G THE N A H C E R U T TO TAKE IN CUL
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 worry about but his health.’ Confucius, Chinese philosopher, 551 b.C. - 479 b.C.
DID YOU KNOW THAT 500 YEARS BEFORE CHRIST WE WERE ALREADY CONCERNED WITH HSE?
‘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 they are 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, people are different in all; they are only equal in death, and this is even different for those 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 we spend money to become healthy again. And in the meantime health and life 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 and creates the future.’ Source: Fécondité 746, Emile Zola, French writer, 1840 - 1902
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 email@example.com attn. Janine IJssel de Schepper.
In next edition we will place your text here!
T A H W K O LO E DOING R ’ U YO Sjaak THE NORTH SEA COWBOY
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.
LOOK WHAT YOU’RE DOING
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.
LOOK WHAT YOU’RE DOING
2) K eep 3) M
ind y our
you’ re do
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.
WHY DO COMPANIES NEED EVENTS? Events provide many opportunities to companies. For example it can make you reach your audience even better. Or it provides a stronger bond of your audience with the company. But you can also achieve specific goals. In addition it also strengthens and supports your communications program.
Events is an instrument that maintains and even increases the involvement of your employees. Itâ€™s also a way to get your contacts into the limelight. Or maybe to let an important event in your company not go unnoticed. So many reasons but especially so many opportunities.
Events is the new division of the The WAT Group. We organise and supervise customized events for business, together with the events agency SBC Events. This combination of knowledge and experience in events, communication, design and public relations, creates fresh, original and high-profile events from which you benefit.
of unlimited possibilities
ONE POINT OF CONTACT
The magic of events is that it brings people together. It creates atmosphere, fellowship and fun. It gives your employees and contacts a sense of affirmation en appreciation. They matter. Almost everyone is searching for appreciation in his life. It motivates us.
We have one point of contact to whom you can ask questions. For us clarity is paramount in communication, personal attention and quality.
WOULD YOU LIKE TO KNOW MORE? Are you curious and would you like to know more? Send an e-mail to StĂŠphanie van Stockum: firstname.lastname@example.org. Youâ€™ll also find more information on our website: www.thewatgroup.com
HAR MO NI SA TI ON
“‘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. Ramon Rollfs of Roelofs With my musical background as a DJ/producer you might understand that many associations surface 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?
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 issue or really should be an issue: on the shop floor.
HSE LIFE magazine is published by: The WAT Group B.V. P.O. Box 20033 7302 HA Apeldoorn The Netherlands Mobile: +31 (6) 462 95 25 6(7, 8, 9) www.thewatgroup.com On this issue worked René 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 to email@example.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
Health, safety and environment magazine for Gas & Oil Industry