Safety Driven Performance Conference Houston 2013.

New standards in a post Macondo perspective.

Head of QMHSE

Søren R. Jeppesen

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CEO memo • Post Macondo Group • Recommendations

Process

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Our approach The Post Macondo Group

Was established upon the order of the CEO and consisted of Subject Matter Experts from Maersk Drilling and a representative from Maersk Oil – 7 persons in total. This group was established shortly after the incident and met for status meetings once a week, where progress was captured and new tasks or goals identified.

Method:

Early in the process we decided that the best way to review this was to “put” the event through our own system.

Meaning that instead of looking at mistakes made by others, we looked at how our system (presumably) would have coped with an incident like this – “how robust are our systems going to be in a situation like this?” In some cases this inevitably led to subjective evaluations, but in those cases we would then base our recommendations on a worst case scenario, most likely scenario and a best case scenario.

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Our approach

The purpose was first and foremost to support our team in Houston and based on the information as it was made available we constantly evaluated performance of specific pieces of information as if it had been run through our systems and the findings were captured in the tracking sheet shown below.

After the group was dissolved actions were transferred to the Incident system and assigned to individual departments, which means that some of these actions are still alive today – however as ordinary tasks.

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Major outcomes:

On a majority of the issues identified in the tracking sheet Maersk Drilling was either already in compliance/robust or would be with only minor adjustments.

On some of the issues we needed to have more major changes conducted.

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Changes to subsea BOP’s

Pipework for ROV intervention enlarged from 1/2' to 3/4“ and 1”. Operating pressure for closing blind shear rams lifted from 3k to 5k Operating pressure for casing shear rams lifted from 4k to 5k to enable to cut 6 5/8“ drill pipe at tool joints.

Crisis Management

Even though this is more related to handling the situation in a post perspective we also included it in our evaluation.

In short, use of manual boards, phones and faxes were replaced with online tools and software and we finished the global implementation in 2012.

This has opened up a whole new set of training options as this can now be done online and does not need to take place by physically being in an “Emergency Room”.

Major outcomes: Advanced Deepwater Well Control

The more significant of the findings were the decision to introduce a different method on well control training.

In aiming to be a high reliability organisation we knew that the ability to be able to learn from trial & error were limited in the existing set up and certainly not present offshore.

So we needed to create a new environment, where our crews could be trained as a team and learn as a team.

This led us to the decision on investing in a state of the art drilling simulator at our training complex in Svendborg, Denmark and the beginning of “Team Based Well Control training”.

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Mærsk Developer was the first deepwater drilling rig to commence drilling a new well in the Gulf of Mexico after the moratorium was lifted.

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