The start-up of Edvard Grieg gave us a chance to do some fresh thinking about what an operations organisation should be like and how we ought to work. We took this opportunity to remove 80% of the work procedures that have been used before, and we improved the rest. We have also put our team together in a slightly different way. We believe that the result is the most efficient operations organisation on the Shelf.
We have not been looking for the best soloists, but have instead hired people who help make the whole team as good as possible. In practice, that means a combination of people with lots of offshore experience and young people with new knowledge. And in addition to those who have traditional offshore experience, we have made a point of hiring people with a background from land-based industry.
If we are going to be the most efficient operator on the Shelf, it is not enough to have competent people; we must also make sure they work in the right way. To do this, all operating companies have a management system that contains descriptions of their most important work processes. Over a few decades, such systems have grown to contain around 250 processes. That is too many to capture what is really important. We have compressed it down to less than 50 work processes, which we have then simplified and improved. As a result, our employees know the procedures better and use them as intended to a far greater extent. This leads to fewer mistakes and less risk, and it is a good foundation for continued improvement in our work.
A great many supplier companies contribute to the daily operation of and production from Edvard Grieg. Norway has a world class supplier industry. We have therefore thought it important to let them get on with their work without micro-management from us. We feel sure that will yield the best results.
Less bureaucracy and efficient work also gives us more time to do our most important job, which is to ensure safety. For people, for the environment and for material assets.