June 2015 Newsletter
Mike Andres:
Let’s eliminate
all accidents
in the drilling
industry
p.10
Maersk
­Integrator
named in
­Singapore p.08
Changing
the game
in new oil
reality p.04
| #1
14
16
Safety Day in April
What is the
marine evacuation system?
20
Letter from the past
QUARTERLY RECAP
>6336 … ,…@maerskdrilling.com
New e-mail and phone numbers
On 1 February 2015 Maersk Drilling’s main
­switchboard number changed to +45 6336 0000.
The four-digit extension numbers remain the
same as before, but the shared first four numbers
have changed to 6336.
The change of phone number affects only the
landline phones and office conference phones. All
mobile phone numbers remain the same, and the
format of “2 + extension number” for placing calls to
colleagues on their mobiles remains unchanged.
During the autumn of 2014, all of Maersk D
­ rilling’s
email addresses also changed with our migration to
the new Mail365 platform. The new address format
is [email protected]. The new system
provides a significantly larger mailbox capacity and
greater size limits for sent and received emails.
MÆRSK INSPIRER IS DECLARED
’Rig of the Year’
Contract
extension
for Maersk
Resolute
On 3 November 2014 Hess
declared the four one-well
options included in the contract
with ­Maersk Resolute. Each
of the four additional wells
has an estimated duration
of around 90 days, implying
an ­extension of the current
­contract by approximately one
year. With the declaration of the
four one-well options, Maersk
Resolute will be employed until
April 2016. The estimated value
of the extension is USD 75m.
2
Maersk Drilling Newsletter 01·2015
On 10 March 2015, COO Jørn Madsen presented the ‘Rig of the Year’
award to Kasper Sottrup-Jensen,
Rig Manager of Mærsk Inspirer.
The award was given for best
performance overall in 2014. Mærsk
Inspirer won with a score of 95.2.
The score was based on the criteria
of HSE, Profit, Uptime, Customer Satisfaction, Operational Performance,
Maintenance and the crew’s KPIs.
Coming in second, Nan Hai IV
scored 94.5, and Maersk Reacher
came in third with a score of 94.1.
New contract for Maersk Voyager
On 2 March 2015 Maersk Drilling announced a
3.5-year firm contract for Maersk Voyager. The
fourth drillship is bound for Ghana, where it will
commence operating for eni Ghana Exploration
and Production Ltd., an eni subsidiary.
Maersk Voyager will work on the ­Offshore
Cape Three Points (OCTP) Project offshore Ghana,
with expected commencement in July 2015.
Maersk Drilling updates its offshore training policy
On 2 March 2015 Maersk Drilling launched
a new offshore training policy. The revised
training policy focuses on what HR refers
to as compliance training, and includes the
mandatory training required to work offshore.
The changes centre on modifying standards
and optimising the way we conduct training
– for example, by increasing training on board
in order to train with the equipment that is
used every day, and having employees spend
less time training in their off periods. “This approach allows us to continue to differentiate
ourselves in the market, but allows for sustainable savings via a review of the procedures and
processes around training management”, says
Ida Munk Larsen, Learning Expert, HR.
WORDS FROM THE CEO
Social media
Over the past couple of months, many
great pictures and stories have been
shared on social media by Maersk
­Drilling employees from across the
globe. Thank you very much for your
contributions – please keep ‘em coming!
Credit: Anne Lise Norheim/Total E&P Norge
Claus V. Hemmingsen,
CEO of Maersk Drilling,
Member of the APMM
Group Executive Board
Greetings from Maersk Intrepid! #maersk­
intrepid #worldslargest #jackup #norway #northsea #crew#offshorelife
STAYING SAFE
IN EVERYDAY
SITUATIONS
Photo courtesy of Michael Douglas
O
Welcome to the drillers cabin on board
Heydar Aliyev. . #semisub #deepwater
#offshoredrilling #heydaraliyev
#driller#drillerscabin #technology
Maersk Integrator, the latest addition
to the Maersk Drilling fleet. Thanks for
sharing this cool shot @kennium! #innovation #jackup #offshoredrilling
#maerskintegrator
Celebration cake on Maersk Completer.
The crew achieved great results in 2014
– good job! #brunei #shell #maersk­
completer #jackup #offshoredrilling
#jackupoftheyear #LTIfree
Don’t hesitate to share your own
Instagram pictures by taggining
them #maerskdrilling
n 28 April 2015, the Maersk Group held its
annual Safety Day across all business units. To
demonstrate that safety consists of more than hard
hats and safety glasses, we invited a brain scientist to take
a walk along a main street in Denmark and explain how
our brains process dangers and risks, and to show how we
often respond to potentially dangerous situations with
default behaviours and habitual routines. We videotaped
his walk, and you can watch it either on the Maersk Drilling
intranet or via the DrillDown app.
Many of us recognise that our responses to unsafe
situations tend to be instinctive; and equally, for many of
us it is in the everyday situations that danger lies. This is
also why we sometimes take reckless risks, when everyday
situations tempt us to act without thinking. The existence
of this human response pattern makes it essential for
us to communicate, to work together, and to take roundthe-clock responsibility both for ourselves and for each
other. We have created the strong safety culture we have
in Maersk Drilling by being upright about situations that
we know are unsafe, but also about normal situations that
could develop into unsafe ones. We need to cherish that
culture, because it is a significant and vital component of
our operational excellence.
In this Newsletter, we have 24 pages for you which are
packed with stories from Maersk Drilling. We take a deep
dive into the Profit Optimisation Programme, elaborate
on the Game Change project, and take you to the Maersk
Integrator’s naming ceremony in Singapore. You can also
read a pen portrait of Mike Andres, who heads up Maersk
Drilling’s Project Zero. He and his team are continuing to
work on their task of improving our safety performance
and culture; just like everybody out on the rigs is doing,
they are putting a tremendous effort into their work.
Maersk Drilling Newsletter 01·2015
3
Moving
boundaries
in offshore
drilling – again
Maersk Drilling is embarking on a new journey. With an
expanded customer value proposition and the launch of
a pilot project in the Commercial department, the Game
Change project is about to turn theory into practice.
4
Maersk Drilling Newsletter 01·2015
On 11-12 March 2015 Maersk ­Drilling
­leaders gathered at Esplanaden in
­Copenhagen. Among others they discussed how Maersk Drilling can change
the game of the oil industry in the future.
Optimising the way
we deliver value
The Game Change project was launched
following the 2014 Leadership Forum.
The mandate given by CEO Claus V. Hemmingsen to the group tasked with solving
the challenge was to make recommendations regarding how Maersk Drilling could
put into practice the ‘create, deliver and
capture’ strategy presented at the Forum.
The recommendations had to articulate
the value that Maersk Drilling delivers,
optimise the way we deliver that value,
and last — but not least — transform how
Maersk Drilling approaches the market.
By Helene Aagaard, Stakeholder Relations
Changing
the game
“We did not say much
about Project Game
Change at the start of
2015. However, we are now ready to
take the next steps with the project.
Actually, we need it more than ever
now, and it is a perfect fit for the new
reality we are operating in,” says
Claus V. Hemmingsen, CEO of Maersk
Drilling.
It is almost a year since the Game
Change Group was formed, and now
Claus V. Hemmingsen and the Senior
Management Team are ready to pre-
sent the project and start working on
the recommendations that the project
group delivered just before Christmas
in 2014.
“Project Game Change is a new
journey for Maersk Drilling that will
lead to broader new opportunities for
us. It’s all about offering a unique value
proposition to our customers, and
using our offering to differentiate ourselves to our customers,” says Claus V.
Hemmingsen. He continues:
“The market is — and should be —
crying out for change. Oil companies
are desperately searching for suppliers who can help them to reduce costs
and make their value chain more efficient overall. If we don’t start offering
our customers something different,
somebody else will. So even though it
will be challenging for our organisation, we have an opportunity right
now to change the game.”
Reducing well cost and time
The Game Change Group conducted
several customer interviews during
the second half of 2014, all of which
confirmed the value potential from
reducing well cost and time.
“When the Game Change Group
presented its recommendations in DeMaersk Drilling Newsletter 02·2014
5
New faces in
Maersk Drilling
At the end of April, it was announced that Jørn Madsen will
leave Maersk Drilling for a new
position as CEO in Maersk Supply
Service. Jørn Madsen’s contribution
to Project Game Change has been
enormous and he has been instrumental in the work. A new COO,
Angela Durkin, is in place, and she
will continue the work with Game
Change alongside the rest of the
Senior Management Team.
Furthermore, on 13 May 2015
Claus V. Hemmingsen announced
that Ana Zambelli will take over the
position as CCO in Maersk Drilling
as of 1 June 2015. Ana Zambelli
assumes the position after Martin
Fruergaard who will have his last
day in Maersk Drilling 31 May 2015.
The team behind
Game Change
The Project Game Change Group
consisted of seven people: Martin
Mosebo Christensen, Finance;
Michael Reimer Mortensen and
Michael Harboe-Jørgensen, Commercial; Jacob Johansen, T.O.; Erik
Roesen Larsen, HR; and Torben
Hald and Kjell Evens­gaard, Operations (Kjell has since transferred to
Commercial).
The group was led by external
consultant Teis Hansen, who has
previously worked for Maersk
­Drilling. Last autumn Anette Rasmussen, HR also joined the group,
in order to strengthen its focus on
the capabilities that will be needed
going forward.
cember 2014, there was no doubt that
a unique customer value proposition
and Maersk Drilling’s future competitive advantage must be expanded, so
that the focus will be on the overall
well delivery,” explains Claus V. Hemmingsen.
Well costs excess budgets
The Game Change Group had access
to data from two major oil companies
which showed that the average well
cost was far in excess of the budgets
and AFE curves. The data showed that
non-productive time was responsible
for over 25 per cent of the well costs.
To this can be added low-productive
time and spread costs, turning well-
6
Maersk Drilling Newsletter 01·2015
construction inefficiencies into an
expensive affair for oil companies.
“When was the last time we discussed well quality with our customers? Maybe they would say it’s none
of our business, and maybe it isn’t. But
we have to make it our business – or at
least, our opportunity. We need to become more effective, reduce the total
well costs, and combat non-productive
time. We have to be mindful of well
construction and improve our data
sharing, joint planning and execution,” says Claus V. Hemmingsen. He
continues:
“We still have to deliver high uptime and a strong safety performance.
These remain our top priorities. Our
operational excellence is our foundation in everything we do. And there
should be no doubt that without it, we
cannot make Game Change succeed.
However, Game Change will set us
apart from our competitors through
our ability to collaborate with our
customers and other suppliers regarding well construction, and so to reduce
well cost and non-productive time.”
New capabilities are needed
Initially, the most significant impacts of Project Game Change will be
internal, and will be most visible in the
Commercial department.
“If we want to do business in this
new way, we need capabilities that will
MARKET INSIDE
allow us to anticipate and understand
the customer’s pain points,” Kjell Evens­
gaard, Head of Game Change explains.
$140
5,0
4,5
$120
Assembling a new team
An entire new team is being assembled
which will pilot the project and start
working with key customers to create
the foundation for a more streamlined
mode of interaction.
“We are setting up a dedicated function in the Commercial department
to spearhead the Game Change effort,
and over the next six months we will
start manning up the team. We are
looking both internally and externally
for the right candidates. However, it
is clear that we will need specialised
people with well-construction competencies,” says Kjell Evensgaard. He
continues:
“Game Change is not necessarily for
all customers, and we do not expect
all rig contracts to be based on a new
value proposition. We will pursue
the new value proposition with key
customers who are more open to partnership and data sharing, and with
well programmes that are suited to the
new approach. This also means that
going forward, we will be working with
several differentiated value propositions in Maersk Drilling.”
A cross-functional initiative
With the solid operational excellence
that Maersk Drilling has delivered
quarter after quarter, the foundation
for Game Change is already in place.
However, according to COO Jørn Madsen, cross-functional teamwork will
be another key element in building the
road to success:
“This is a huge opportunity. And
of course, we will encounter some
hurdles in convincing our customers
that we can – and should – take on
more responsibility. We have to make
it our business to improve the overall
outcome of our customers’ drilling operations. That’s also why we’re treating
project Game Change as a cross-functional initiative: we need to collaborate
in order to make it work,” Jørn Madsen
explains.
Claus V. Hemmingsen sums it up:
“With the new team in Commercial,
we are taking the necessary first step
in changing the game. I am very confident that we possess the right mindset
to embark on this journey, and I am
confident that with this project, we
will be able to differentiate ourselves
in the market and create new growth
opportunities for Maersk Drilling.”
4,0
$100
3,5
3,0
$80
2,5
$60
2,0
1,5
$40
Brent Crude Oil Price (left)
US Shale Oil Production (right)
1,0
$20
0,5
$0
2010
2011
2012
2013
2014
0
2015
Market inside
– the “new oil order”
By Timothy Shoup , Stakeholder Relations
Paradigm shift &
changing market trends
Market impact &
cost pressure
Global oil markets are currently experiencing a disruptive shift toward
a new paradigm. As recently as June
2014, Brent Crude traded at $115 per
barrel, but prices have since dropped
to their current mid-$50s per barrel.
The 50%-plus price decline has been
driven largely by significant increases
in global oil supply, deriving mostly
from U.S. shale or “light tight oil”. This
transformation has been termed the
“new oil order”.
Shale drilling is also a young industry,
and improving technology continues
to produce more oil for less money. In
just the past year, cost reductions for
US shale wells have been estimated
at up to 20%. As a mature industry,
offshore drilling will take longer than
a single year to correct, but a rethink
of the entire deep-water value chain
is required for offshore drillers to be
able to compete effectively in the new
oil order.
Shale is a disruptive
technology
Rebalancing the market
Shale drilling turns oil production
into a standard manufacturing
process. This means it is possible to
invest now and achieve production as
soon as 30 days later. Shale production can be quickly adjusted up or
down to respond to changing levels
of supply, demand and volatile oil
prices. The process is very different
from the long-term planning cycle for
an offshore deep-water field, where
development and production can
require more than a decade.
The process of rebalancing the global
oil market over the coming years will
result in both winners and losers.
The winners will be those companies
that drive the largest cost reductions, supply chain improvements
and efficiency gains throughout their
organisations.
Maersk Drilling Newsletter 01·2015
7
Third XLE
is named in
Singapore
At a ceremony at KEPPEL shipyard
in Singapore on Saturday, 14 February
2015, the third XLE was given her name
— Maersk Integrator. Lady Sponsor
Margareth Øvrum, Executive Vice
President, Statoil, honoured Maersk
Drilling by naming the rig.
By Christine Bülow-Olsen, Stakeholder Relations
Photo: Larry Chee
About the Maersk Integrator
n Maersk Integrator is the third in a series of four XLE rigs built for the Norwegian market.
n More than 1800 people have been involved in building the rig.
n Safety performance during the construction of the rig has been good, being devoid of any LTIs.
n The rig was delivered one month ahead of schedule.
n Maersk Integrator holds a four year firm contract, including two one-year options with Statoil.
n She will be drilling in the Gina Krog field, which is located in the Norwegian sector of the North Sea.
8
Maersk Drilling Newsletter 01·2015
Naming
On Saturday 14 February,
Maersk Drilling reached
an important milestone with the naming
of our third XLE rig. This not only marked
the beginning of a new chapter for the rig, it
also closed an earlier chapter in the story of
our cooperation with KEPPEL Fels, as this
was the last of the XLEs to be built here. The
fourth and last in the series is being built at
DSME in Korea.
Suddenly the music stopped, and the
sound of drums signalling that something
was about to happen started up. Accompanied by two dancing lions, the Lady Sponsor
Margareth Øvrum, followed by several other
people including Claus V. Hemmingsen, Martin Fruergaard and Frederik Smidth, walked
down the red carpet and the ceremony began.
A spectacular ceremony
After an opening address from KEPPEL,
Claus V. Hemmingsen entered the stage
and expressed his excitement regarding
Maersk Integrator. “Standing here in front of
a masterpiece, which I truly consider this rig
to be, makes me and all my Maersk Drilling
colleagues extremely proud,” said Claus V.
Hemmingsen. He praised the rig’s numerous
features: “We will see the positive results of
working environment enhancements, safety
features, further automation and efficiency
gains providing much-needed solutions to
the industry’s need for improved consistent
performance.”
The sun blazed down out from a clear sky, and
the heat pricked the skin like needles when
one stepped outside. But inside the huge
white tent that was set up next to M
­ aersk
Drilling’s third ultra-harsh environment jackup rig at the quayside of the KEPPEL shipyard
in Singapore, the air-conditioning ensured
that the temperature was tolerable.
The guests who were present to witness
the naming of the rig by Lady Sponsor Margareth Øvrum, the Executive Vice President
of Statoil, sat on white chairs that had been
placed before the stage in the tent. Loud pop
music echoed out of two speakers next to the
stage. Everyone was looking at the door at
the opposite end of the tent, waiting for the
arrival of the day’s notables.
Claus V. Hemmingsen expects
a lot from Maersk Integrator
A market under pressure
But he also touched on more serious matters.
“Just as the rest of the global oil and gas
industry, the Norwegian oil and gas market
is affected by the increasing costs in the
industry and the falling oil prices. As drilling
contractors we must find ways to drive
down costs and together with our customers
win in the new oil reality. With our new XLE
jack-up, I am confident that this is exactly
what Statoil and Maersk Drilling can do,” he
added, before passing the microphone to the
Lady Sponsor, Margareth Øvrum.
Maersk Integrator got her name
After expressing her great expectations for
the cooperation with Maersk Drilling and
her gratitude for a well-executed project in
which the rig was delivered 30 days ahead of
schedule, it was time for the Lady Sponsor to
name the rig.
“Please follow Lady Sponsor Margereth
Øvrum outside,” instructed the speakers, and
everyone got up and left the tent. Standing next to a small platform next to Claus
V. Hemmingsen, Margareth Ørum loudly
declared, “I name you Maersk Integrator,” and
swung the champagne bottle towards the rig.
As the rig received her new name, the
dancing lions started up again, marking yet
another successful naming of a boundary
moving jack-up rig in the Maersk Drilling fleet.
Under a clear sky accompanied by the obligatory lions a cheerful crowd witnessed Lady Sponsor Margareth Øvrum name the third XLE Maersk Integrator.
Maersk Drilling Newsletter 01·2015
9
PORTRAIT
By Christine Bülow-Olsen, Stakeholder Relations
Photos: Peter Elmholt
Every odd job
in my life has
been preparing
me for my
current role
He has mowed lawns, swabbed down a Burger King on the
late shift and sold industrial chemicals door-to-door.
With 15 years’ experience in the Maersk Group, he now heads
up Project Zero. Mike Andres has transitioned from Texas to
Copenhagen, and he has a clear goal – to eliminate all
incidents across the entire drilling industry.
“If we do this right, if we create a resilient
foundation that is capable of learning
from all incidents we can share that recipe with the entire
­drilling industry. This is not about Maersk Drilling. This is
about helping people and saving lives,” says Mike Andres.
A comfortable chaos
My initial impression of Mike Andres is that he is very
talkative and outspoken. So while I’m preparing for my
10
Maersk Drilling Newsletter 01·2015
interview with him I don’t write much down, because I’m
sure he’ll be able to talk for the entire hour I have booked
with him.
Once Mike begins to speak, it soon becomes clear that
it was a good thing I’d prepared at least some questions to
guide us through this interview —because just as his job
history has taken him many places, so does his conversation. However, although Mike’s recounting of his smalltown childhood in Texas and his path through college
We need to be open to
sharing and learning
from our mistakes so
that we can become
more resilient. Every
time we do this, we
become more proactive
by adapting our mindset
and our approach to
everything we do.”
Maersk Drilling Newsletter 01·2015
11
and his many, many jobs seems somewhat
unstructured and haphazard, I soon discover
that there is order in the chaos. Everything
Mike does has a clear objective. No matter
whether it relates to his education, his work
life or Project Zero, Mike always has a firm
goal, but exactly how to get there has been
less than clear.
“I’ve never been ashamed of doing what it
takes to earn an honest dollar. Every job I’ve
ever had taught me valuable lessons about
people, safety and my responsibility to do
whatever it takes. Every odd job in my life
has been preparing me for my current role”,
he says. And it seems like it is the chaos and
pressure that drives him. “I am, and always
have been, quite comfortable under pressure
and in chaos. I will eventually find a way
to achieve what needs to be done. It takes
pressure to make diamonds”, he says with a
smile.
Dreaming utopian dreams
– but within boundaries
A similar approach applies to his work with
Project Zero. Mike explains that you have to
operate within certain boundaries to ensure
Project Zero at a glance
2018
Project Zero applies six strategic
levers in order to get closer to
its elusive target. The initiatives
currently on its horizon consist of
a mix of basic foundational issues
and innovative new approaches.
One of the things that sets
Project Zero apart from similar
approaches is its willingness and
mandate to review and redesign
the current processes, training,
approaches and responsibilities.
Without this critical step, Project
Zero would merely be adding
complexity to an already confusing process landscape.
It’s important to note that Project
Zero does not presume to have all
the answers. The team has begun
a series of fact-finding missions
involving all of Maersk Drilling’s
units, shore-based rig teams and
locations. Combining internal
and external perspectives, as well
as conducting joint brainstorming, are critical enabling factors
for succeeding on this strategic
journey.
Mindset &
Collaboration
2017
CHASING ZERO
A
Foundational
Issues
Identified
B
HSSE Projects
Aligned with
Zero
Operational
G Leadership
Pilots
H
Work
Execution
Review
I
Zero “Road
Show”
Launched
J
Human-Hitch
Data
Gathering
HSSE Global
C Collaboration
L
Redesign
2016
H
E
2015
G
D
B
K
J
F
2016
Strengthening the founda�on Innovation
I
12
C
2017
Establishing a new baseline Maersk Drilling Newsletter 01·2015
2018
Breaking the Zero Fron�er D
New Data &
Metrics
Launch
E
Rig Partnering
Plans with
Zero
K
GoPro /
Drone DOJ
Trials
F
HSSE Tablet
Tests
L
Competency
Retention
Review
The ultimate goal
for the Project
Zero team is for us
to work ourselves
out of our jobs
by ensuring that
the permanent
organisation no
longer needs us.”
you don’t head too far
in the wrong direction,
but at the same time
you have to ensure
there is a degree of
space that allows you
to be innovative.
“It is difficult to
create boundaries
when you need to be
innovative and creative.
You do need to create
a fence as a boundary,
but inside this fenced
area you need to be able
to think as ambitiously as you can. It’s a balancing act that requires you to take a very
structured look at all processes and tasks
and to follow a rigid project plan, but at the
same time you periodically have to switch
that off to daydream about this utopian
‘what if?’. We walk a very fine line in Project
Zero,” he says.
“She helps me steer straight”
Talking to Mike, it becomes more and more
evident to me that not only does he apply
a clear navigational strategy on his path
through life, but he also seems to enjoy a
certain kind of success in all he does. Maybe
that ‘s due to his wife Brena, who he says is
not only his biggest cheerleader but also his
most important critic. “She really helps me
steer straight and stay grounded in reality.
She is my sounding board, and she helps me
to overcome any of the challenges I face in
business and life”.
thing he wants, he
keeps going until he
succeeds in getting
it. Mike tells me
that when he met
his wife he simply
wouldn’t take no for
an answer. “I kept
inviting her out, for
brunches and parties
and get-togethers
and dinners. It took
15-20 times before
she finally agreed.
And once she agreed
we’ve been together ever since”.
It’s that kind of persistence and relentless drive for perfection which will help
Mike in his quest to achieve his Zero objective in Maersk Drilling. He simply won’t
stop until his goal has been reached. “When
I start something, I really feel compelled to
finish it – no matter if it’s job-related or in
my personal life”.
As Mike settles back into his chair, with
his hands comfortably positioned behind
his neck, it is apparent to me that I’m dealing with a man who has just one purpose
in his job right now – namely, to guide not
only Maersk Drilling, but the entire drilling
industry towards a new reality in which
there will be zero incidents. And with Mike’s
proven track record, I’m left with the distinct sense that it’s going to happen.
“When I start something I really
want to finish it”
Another of Mike’s characteristics is his
great persistence. When he sees some-
Who’s who
NAME: Michael Robert Andres (Mike)
AGE: 41 years old
CURRENT POSITION: Head of Project Zero (current) from June 2014
YEARS IN APMM: 15 years in the Maersk Group
PREVIOUS POSITIONS IN APMM:
Head of Damco Business Development - 2012
Head of Global Inland Operations BPO (business process owner) at Maersk Line HQ CPH - 2006
North America Equipment Flows Manager ( Maersk Line USA) 2004
Gulf Region & Pacific Northwest Equipment Team Lead (Maersk Line USA) 2002
Cargo Dispatcher Gulf Region North America ( Maersk Line USA) 2000
Not just
another
project
By Christine Bülow-Olsen, Stakeholder Relations
Although it has been formally established
as a chartered project organization,
Project Zero is much more than ‘just another project’: it is tasked with injecting a
sustainable and fundamental change into
Maersk Drilling’s DNA regarding how we
think and act in relation to safety.
“The ultimate goal for the Project Zero
team is for us to work ourselves out of
our jobs by ensuring that the permanent
organisation no longer needs us. We will
create a sustainable culture and infrastructure in Maersk Drilling that will ensure we learn from every single incident
and adapt accordingly, so that we can
become resilient to the types of accidents
we have already experienced,” explains
Mike Andres.
He says that Project Zero is not striving for an impossible utopia in which
all accidents are somehow going to be
avoided both now and forever. ”The
unfortunate reality is that someone is
eventually going to get hurt. No matter
how many ‘bulletproof’ SOPs you have, or
how much training and preparation you
provide, Mother Nature and humanity
will always be capable of presenting you
with something you’ve never encountered
before. However, since we’re dealing with
highly-skilled, intelligent and motivated
people, we can and will challenge existing
standards, and we will pioneer new approaches to get us as close as possible to
the reality of Zero.”
Mike and his team are working both
with the Maersk Drilling organisation, the
drilling industry and other high-reliability
industries to establish new ways to learn
from incidents. The aim is to ensure that
when an accident occurs, all related
processes, communications and training
will be dynamically modified to adapt to
the lessons that emerge from a root-cause
analysis. “Each time we adapt, we become
a little bit stronger and a little bit more
resilient against that type of incident happening again,” says Mike.
Maersk Drilling Newsletter 01·2015
13
QM/HSE UPDATE
Safety day
On 28 April, 2015 the entire APMM
Group celebrated Global Safety Day.
Maersk Drilling concentrated on the
theme of situational awareness, and
contributed to the Safety Day in the
form of a film about safety at home. The
film focuses on the hidden dangers that
can appear in daily life when everyday
actions become routine.
In addition to the film, all rigs and
onshore locations conducted a safety
moment that focused on situational
awareness.
The safety day was held on 28 April
to support the International Labour
Organization, ILO’s annual World Day
for Safety and Health at Work.
The brain often picks the easiest and most simple solutions and in many cases it cut corners.
New ‘One Stop Shop’
improves safety
In December, HSSE launched its One Stop Shop. The One Stop Shop will help to
improve safety further. The shop makes materials available across the fleet that
will allow the units to react quicker to negative trends, and to adopt good ideas.
About the One Stop Shop
The One Stop Shop is a share point library
containing campaign-, training- and
awareness material across the fields of
health, safety, security and environment.
The materials vary from presentations, workshop and movies and all forms
of initiatives are welcome. The sources
of the materials vary as well, – from rig
initiatives, over shorebase produced to HQ
campaign- or training material.
Initiatives shared by customers are
welcome on the site. The site aims at containing a broad variety of options when a
rig is looking for inspiration on a current
challenge.
14
Maersk Drilling Newsletter 01·2015
Dropped Objects >40J
Last 12 months to end April
HSE Awards – Jan to April 2015
UNIT
DAYSDATE
MAERSK REACHER
360
09/Jan/2015
MÆRSK DELIVERER
180
11/Jan/2015
MAERSK GUARDIAN
90
31/Jan/2015
NAN HAI VI
360
13/Jeb/2015
MAERSK RESOLVE
180
14/Feb/2015
MAERSK RESOLUTE
180
14/Feb/2015
MAERSK CONVINCER
90
16/Feb/2015
MÆRSK GIANT
90
22/Feb/2015
MAERSK COMPLETER
90
27/Feb/2015
MÆRSK DEVELOPER
270
14/Mar/2015
MAERSK ENDURER
90
16/Mar/2015
MAERSK RESILIENT
180
18/Mar/2015
HEYDAR ALIYEV
270
21/Mar/2015
MÆRSK INNOVATOR
90
12/Apr/2015
MÆRSK GALLANT
90
12/Apr/2015
Total
77
15
No. of LTIs as per Month No. of TRCs as per Month 1.0
n LTI
● 12 months LTIF
0.8
7
6
0.6
5
4
0.4
3
2
0.2
1
jun
2014
jul
2014
aug
2014
sep
2014
oct
2014
nov
2014
dec
2014
jan
2015
feb
2015
mar
2015
TRC Frequency
10
5.0
n TRC
● 12 months TRCF
9
8
may
2014
Drilling/well activities
Marine Operations
TRCs and TRC Frequency in Maersk Drilling
(incl. Administration) 12 Months Rolling Trend
LTI Frequency
10
0
External spills Last 12 months
to end April 2015
Total
LTIs and LTI Frequency in Maersk Drilling
(incl. Administration) 12 Months Rolling Trend
9
dmin & Management of IT System
A
– Telecommunications
Audit, Inspection, Verification, etc.
Crane- and lifting operations
Drilling/well activities
Maintenance and Technical Modifications
Marine Operations
New building & Yard Stay Project Management
Transport – Forklift operations
Other Process
apr
2015
0.0
4.5
8
4.0
7
3.5
6
3.0
5
2.5
4
2.0
3
1.5
2
1.0
1
0.5
0
may
2014
jun
2014
jul
2014
aug
2014
sep
2014
oct
2014
nov
2014
dec
2014
jan
2015
Maersk Drilling Newsletter 01·2015
feb
2015
mar
2015
apr
2015
15
0.0
WHAT IS IT?
New Marine
Evacuation
System enables
us to operate
with 50 metres
air gap
With the implementation of a new
Marine Evacuation System from
Viking Marine, Mærsk Innovator
and the Viking Marine team successfully carried out a deployment
test of the full 60-metre distance
from Mærsk Innovator’s main deck
to sea level – a new world record.
By Camilla Ugilt & Rikke Augustinus Eriksen, Stakeholder Relations
In 2014, Maersk Drilling’s harsh-environment jack-up rig
Mærsk Innovator, operating offshore Norway, underwent
an extensive upgrade that enabled the rig to safely operate
with a 50-metre air gap. Part of the project involved replacing the existing life rafts with a Marine Evacuation System
(MES) from Viking Marine, which will help to safely evacuate the rig crew in case of an emergency.
The MES was launched when seven of Viking Marine’s
personnel successfully descended the 60 metres from the
main deck to sea level. This was a full deployment test,
witnessed by Det Norske Veritas (DNV), that led to Mærsk
Innovator becoming the proud world record holder for the
deployment of a Marine Evacuation System.
“The successful deployment of the MES was a major project milestone. It took close cooperation between the project
team at the head-quarters, our customer, the rig crew on
board Mærsk Innovator, and the rig team in Stavanger to
reach this milestone”, says Rico Bruus, Rig Manager, Mærsk
Innovator.
Maersk Drilling has also installed the MES on its four
new XLE jack-ups. Very few jack-up rigs can operate with a
50 metre air gap. Currently, only Mærsk Innovator, Maersk
Drilling’s new XLE jack-up rigs, and one rig belonging to a
competitor, are capable of operating at this kind of air gap
in Norwegian waters. “The upgrade is definitely a competitive advantage for Maersk Drilling with regards to operating
safely at new topside installations”, concludes Rico Bruus.
16
Maersk Drilling Newsletter 01·2015
Viking Marine’s
personnel
successfully
descended the
60 metres from
main deck to
sea level – a full
deployment test.
The implementation of the
Marine Evacuation
System was carefully planned in the
design-phase.
The Marine Evacuation System spans
the full 60-metre
distance from Mærsk
Innovators main deck
to sea-level.
The 60-metre Marine Evacuation
System ready to safely evacuate the rig
crew in case of an emergency.
Maersk Drilling Newsletter 01·2015
17
n On 1 December 2014, Claus V. Hemmingsen launched the
profit optimisation programme. The programme aims
to optimise our business in order to achieve a double digit
percentage savings during the coming two years.
The Profit Optimisation
Programme guides
us in new oil reality
So far the programme delivered a
5% savings on the operating cost level
in Q1 2015 compared to Q1 2014.”
CLAUS V. HEMMINGSEN, CEO, MAERSK DRILLING
Commercial and
operational optimisation
In the Commercial and operational optimisation strand,
the focus is on the rigs’ topline and opex spend.
A few selected projects
within this strand:
n Topline: Reviewing existing
contracts for potential additional
invoicing; reviewing the pricing
structure regarding projects and additional services; and increasing the
bonus content of contracts. Due to the
market conditions we have not yet
identified any improvements.
n Crew Cost: Reassessing crew
compensation and composition, as
well as revisiting our travel and train-
18
Maersk Drilling Newsletter 01·2015
ing policies and processes. Among
other things, this has led to a reduced
number of business-class-eligible
positions, and the training policies
have been adjusted to better reflect
local standards.
n Maintenance and Inventory:
The focus here is on reducing and
insourcing the maintenance scopes.
We are also reassessing how we can
procure more effectively, as well as
the extent to which we can reduce our
offshore inventories. Conclusions have
been reached about extending the
time between overhauls on a number
of engines, as well as a first step in optimising riser maintenance. Procurement has achieved a number of savings through renegotiations regarding
frame agreements and direct requests
to suppliers for price reductions.
n Catering: Revisiting provisions
and catering crew. Renegotiations
have been concluded in Malaysia, Angola, Denmark and the Gulf of Mexico,
resulting in savings of circa USD 2M.
The programme is not just about savings,
it is about optimising the way we work.”
HENRIK HOLDE, HEAD OF BPV
The slowdown in the market
has led to the Profit
Optimisation Programme
A combination of several factors has
caused Maersk Drilling to look into our
processes and procedures to identify
areas for improvement.
“The launch of the programme was
due to the general slowdown in the oil
companies’ activities in combination
with the sliding oil price, which has
changed the market conditions and put
extra pressure on day rates. The objective of the programme is to safeguard
Maersk Drilling’s overall profitability
and ability to compete in this new market,” stated Claus V Hemmingsen.
Six rigs rolling
off contract
What is the Profit Optimisation
Programme about?
Since launching the profit
optimisation programme,
Maersk Drilling has stacked
Maersk Resilient and ended
the Nan Hai VI management contract. With
contract coverage of 88%
for the remainder of 2015
and 61% for 2016, our nearterm exposure to the market is reduced; however, we
still have six rigs rolling off
contract in 2015.
The main initiatives comprise three overall strands:
n Commercial and
operational optimisation
n Administration and overhead
n Yard stay optimisation
The profit optimisation programme is made up from a lot of
initiatives, some of which are mentioned below. The initial actions taken have been relatively simple cost-cutting exercises
such as salary freezes, organisational refits, changes to travel
policies, postponement of activities as well as ensuring cost
consciousness throughout the organisation. These initiatives,
however, will not be sufficient alone.
Hence, the programme also focuses on engaging the entire
organisation, onshore as well as offshore, in fundamentally
changing and optimising the way we work in order to sustainably deliver on the programme’s long-term objectives.
Administration
and overhead
Yard stay
optimisation
The administration and overhead strand focuses on
strengthening our organisational set-up. Most initiatives
within this strand have been launched during Q1 2015.
This strand focuses on developing a
smarter way of keeping our assets
in compliance and executing major
overhauls, while also determining
how to achieve short-term
optimisations in connection with
the upcoming yard stays.
A few selected projects
within this strand:
n Layoff round at head office. This
concluded with good feedback on the
process. 90 positions were closed,
which has resulted in 36 layoffs
n A review of the location and rig
team set-up has resulted in a reduction of positions in the rig teams in
the locations. The rig team structure
has also been confirmed to be the best
solution going forward
n Changes to expat policy to reduce
the total number of expats over the
next 3 years (from 158 to approximately 80) have been approved
A few selected projects within this strand:
n Policy changes regarding travel,
onshore training, consultants and
conferences have been approved and
implemented
n Maersk Deliverer Yard stay: The focus is
on optimising the procedures and processes
for the yard stay.
n Other projects, such as HR acceleration programmes and IT development projects, have been paused or
skipped
n Better terms for OEM workshop overhauls and spare part return fees: Optimisation of upcoming Maersk Guardian, Maersk
Reacher and Mærsk Giant yard stays.
n “Go-Away” regarding yard stays in 2017
and further ahead: The focus here is on improving the processes for rolling maintenance.
Maersk Drilling Newsletter 01·2015
19
FROM THE PAST
Looking back to
At 11.20 the alarm
sounded on Maersk
Explorer, and as
we mustered we
were informed that
we were having a
blowout.”
“The blowout was still continuing. But after five days the blowout bridged the well, meaning that it chocked itself.”
20
Maersk Drilling Newsletter 01·2015
where it all began
By Helge Poulsen, retiree of Maersk Drilling
I
t was the summer of 1975, at the
end of six months’ hard work on
the rigs of the Atlantic Pacific Marine
Corporation (APMC) in the Louisiana
swamps. After a well-earned vacation we headed towards Rotterdam
and the IHC GUSTO yard, which was
constructing what was the world’s
largest jack-up at that time, Maersk
Explorer.
When we arrived, we encountered
a rig that was totally different to the
ones we were used to working on
in The States. And we were all very
proud of our new rig. We were assigned to our crews, and I joined a fine
crew with a strong safety mindset.
I had expected my position to be
that of motorman/mechanic, but after
two days I was asked if I wanted to
switch to lead floorhand, as the guy
who was supposed to take up that job
wanted to work in the machine instead. As the salary was the same for
both positions – DKK 6300 per month
– I accepted. After all, we were a single
team with one common goal.
October 14 – a date to remember
October 14, 1977 was destined to
become an unforgettable date for me
and my colleagues. I myself remember it very clearly, because my son
Martin was born the year after on the
exact same date.
At 11.20 the alarm sounded on
Maersk Explorer, and as we mustered we were informed that we were
having a blowout. All those crew
members whose role didn’t involve
trying to stop the blowout, plus all
down the rig and avoid ignition of the
the catering and service people, were
gas. The blowout was still continuput on a supply boat; and once it was
ing. But after five days the blowout
obvious that the attempt to stop the
bridged the well, meaning that it
blowout had failed, everybody was
chocked itself.
ordered to abandon the rig.
But in my case, it turned out, it
Women on board!
wasn’t that easy. The lifeboat I was
After some years going around the
in started to descend, and slid down
world, I ended up as Tourpusher on
about two metres. Then it stopped. By
Maersk Endeavour just off Esbjerg
now the gas had ignited, and fire was
harbour. As I had arrived direct from
about to break out. We were unable
the Middle East, I was suffering badly
to get the lifeboat restarted, but some
from the cold and due to management
people were lucky enough to be able
decisions the rig steam heating systo get on another boat,
tem was shut
and yet others were
down for cost
climbing down the
saving reasons.
side of the rig, from
The Toolpusher
where they could
office was
jump into the water.
heated, and we
All of us were
therefore treated
picked up by a
it like a coffee
Maersk supply boat,
shop. Suddenly
and from that boat
one day, we heard
we could see the
women’s voices.
travelling block
It surely had to be
fall as the drill line
a radio, or visitors
melted. It’s exactly
that we didn’t
Helge Poulsen in 1975.
the same block that
know about.
is now at Maersk Training in
However, we
Svendborg. Everyone got rescued, but
soon realised that we now had female
the two men who were on the rig floor
catering staff – a radical cultural
during the explosion were evacuated
change! And now something was
because of the burns they’d suffered.
happening to the lads on board.
The legs of the derrick and the drill
Suddenly, half of them were taking
pipes in the rack were bent by the
a shower before dinner, and some of
heat of the fire, causing the derrick to
them started wearing smarter clothes
collapse onto the deck.
in their off hours. Their jokes were
By early next morning the fire was
also rather less crude than before.
out, and the fireboat was spraying
The arrival of the women definitely
2000 tons of water an hour to cool
affected the culture on board!
Who’s who
NAME: Helge Poulsen
AGE: 75 years old, born 11 september 1939 in Kolding
EDUCATION: Auto mechanic with motor bikes as specialty. Fly mechanic in the air force.
YEARS IN APMM: Joined Maersk Drilling on 1 November 1974.
MARRIED: To Hanne on 1 October 1977.
PENSIONED: At the age of 65 from Maersk Giant on 30 September 2004.
From 2004-2014 consultant for Maersk Drilling
Maersk Drilling Newsletter 01·2015
21
PERSONAL
The happy hunter
Birthdays
50 years
8 January
13 January
16 January
24 january 15 February
17 March
16 March
31 March
24 April
18 June
14 July
31 July
20 August
22 September
Lars Hesselholdt, Mærsk Resolve
John Rosenkrantz Nielsen, IT
Jan Andersen, Maersk Discoverer
Kim Rudi Burghardt, Heydar Aliyev
Jan Poulsen, IT
Lars Nygaard Bach, Mærsk Innovator
Erik Vandel Jensen, Mærsk Resolute
Jesper Kjaer Hansen, IT
Klaus Frederik Nielsen, TO
Vibeke Sam, HR
Soren Risgaard Jeppesen, Maersk Integrator
Johnny Juul Christensen, Mærsk Resolute
Johnny Arne Lilleaas, Maersk Interceptor
Robert Frandsen, IT
60 years
04 Janaury
06 March
26 March
16 March
09 May
22 May
28 July Simon Andersen, Maersk Voyager
Keld Kofoed Nielsen, TO
Jesper Sorensen, HR
Gunnar Bjornsson, TO
Claus Schiller, TO
Lis Sondergaard Jeppesen, TO
Per Frostholm Larsen, Operations
Anniversaries
25 years
01 January 26 January
08 February
20 February
13 March
20 March
26 March 01 april
01 april
01 april
01 april
01 april
01 april
01 april
01 april
10 May
22 May
23 May
24 May
03 June
13 June
21 June
21 June
26 June
01 July
06 July
13 July
21 July
21 July
Jeppe Storm, Mærsk Innovator
Ole Rasmussen, Mærsk Innovator
Egon Jensen, Mærsk Innovtor
Matthew Duncan, Mærsk Innovator
Anders Krohn, Mærsk Innovator
Frederik Smidth, TO
Pernille Mogensen, HR
Olav Storeide, Maersk Guardian
Peter Holst, TO
Jakob Kobberstad, Mærsk Innovator
Roy Stranden, Mærsk Innovator
Frode Sell, Mærsk Innovator
Odd Jacobsen, Mærsk Giant
Roy Watson, Mærsk Giant
Jan Roar Finkelsen, Maersk Reacher
Michael Jakobsgaard, Mærdk Gallant
Harald Lovendahl, Mærsk Giant
Mary Irvin, HR
Ejvind Thomsen, Maersk Resolute
Jan Reppesgaard, Mærsk Innovator
Kjell Westgaard, Maersk Intrepid
Henrik Eiersted, Maserk Intrepid
Gunnar Larsen, Mærsk Innovator
Henrik Jensen, Finance
Bo Wikman, Maersk Guardian
Atle Sivertsen, Maersk Integrator
Bjorn Ludvigsen, Mærsk Innovator
John Tolborg, Mærsk Giant
Jesper Bæk Jensen, Maersk Integrator
40 years
14 July
Claus Petersen
22
Maersk Drilling Newsletter 01·2015
25 years anniversary
H
e enjoys hunting, wood-cutting and
relaxing in the countryside. His colleagues describe him as a big kid who is
100% dedicated to his work, while his wife
says he is honest, faithful and has a good
sense of humour, and that he’s loved by dogs
and children — in that order. On 20 March,
Chief Technical Officer Fredrik Smidth celebrated 25 years at
­Maersk Drilling.
With his characteristic laugh, his infectious commitment
and his dedication to his job, Frederik Smidth is known throughout Maersk Drilling as a cheerful and highly competent CTO.
You can always tell when Frederik is on his way by the sound
of his laugh, but that doesn’t mean he isn’t taking his work very
seriously. As CEO Claus V. Hemmingsen says, “Frederik is a very
competent leader and a great Chief Technical Officer”.
Many great achievements
Gregers Kudsk, who hired Frederik those 25 years ago, refers
to the great number of projects and newbuilds that ­Frederik
has been an instrumental part of. ”Frederik played an important role in the step changes in the rig design of Mærsk
Innovator and Mærsk Inspirer. However, if you asked Frederik
himself, he would probably point to the skid-over project on
Mærsk Gallant at Frøy as one of his most important achievements”, says Gregers.
It all started back in 1990
When Frederik Smidth began his career with Maersk Drilling
in 1990, he joined the company as a project engineer. Over the
years he worked his way up the ladder as he headed a variety
of projects, both small-scale and large-scale. In 2010 he was
appointed Vice President and took up the post of Chief Technical Officer, a position he has held ever since.
“Having the opportunity to work each day not only in a
very exciting field that includes some of the world’s most advanced pieces of machinery, but where I also have such skilled
colleagues alongside me, is a pleasure,” says Frederik Smidth.
He continues: “Coming to work every day is something I look
forward to, and I also look forward to continuing to develop
the most technically advanced rigs in the years to come.”
QUARTERLY RECAP
New COO in
Maersk Drilling
O
n 1 May 2015 Angela Durkin took over the position as
Chief Operational Officer in Maersk Drilling. She replaces
Jørn Madsen who has accepted the position as CEO in Maersk Supply Service.
“I am very happy to welcome Angela Durkin to Maersk
Drilling. Angela brings vast
experience with her from
Baker Hughes, where she
With the new oil reality,
has held positions such as
a new challenge is
Vice President for Operaemerging, and I look
tions and Technical Support
forward together with
and latest as Corporate Vice
the team in Operations
President for Health, Safety
to embark on this new
and Environment,” says
journey and seek to
CEO Claus V. Hemmingsen
partner and integrate
Angela Durkin holds a
with our customers
Master degree in electronmuch more than we
ics from the Technical
University in Braunchweig. do today in order to
With an international
drive down costs in
résumé from Baker Hughes the industry, while
and extensive managerial
still performing at our
experience she will be an
existing good level.”
asset to Maersk Drilling.
She reports directly to
CEO Claus V. Hemmingsen and enters as a member of the
Senior Management Team.
Saying goodbye to Jørn Madsen
For CEO Claus V. Hemmingsen it is not easy saying goodbye
to Jørn Madsen, who has served in Maersk Drilling for almost 25 years, and who has been the COO of Maersk Drilling
since 2007.
“It is always bittersweet to say goodbye to so much competence and such a character as Jørn. He has been instrumental in the growth strategy and operational excellence success
of Maersk Drilling. I wish to thank Jørn for his tremendous
contribution to Maersk Drilling, and I am sure that he together with the team in Maersk Supply Service will continue
to be a great success,” says CEO Claus V. Hemmingsen.
Jørn Madsen will start in Maersk Supply Service on 1
June 2015.
Who’s who
NAME: Angela Durkin
AGE: 47 year old
NATIONALITY: German
EDUCATION: Master of Electronics,
Technische Universität Carolo-Wilhelmina zu Braunschweig
CAREER: She started her career in Baker Hughes in 1996 as a
MWD Operator. She has held various positions such as Business
Development Manager, Country Manager for Denmark, Vice President for Operations and Technical Support. Her latest role was
as Corporate Vice President for Health, Safety and Environment.
Annual result for 2014
On 25 February 2015 Maersk
Drilling announced its 2014
result. With a profit of USD
478m in 2014, Maersk Drilling delivered a result below
the 2013 result.
According to CEO Claus
V. Hemmingsen, this result
was anticipated.
“The result for 2014 was,
as expected, lower than the
result for 2013. We have had
a staggering year with five
newbuild deliveries and an
extensive upgrade programme. With the numerous
projects and activities we
had in 2014, it is good to see
that we have been able to
sustain our strong operational performance and also
improve our safety performance. It really shows our
strong foundation, and we’re
pleased to have executed on
our growth this well.”
Maersk Drilling has re-fitted its head office
On 19 February 2015 Maersk Drilling said goodbye to 36 colleagues in the head office as part of the Profit Optimisation
Programme. With 54 vacancies being removed, the head office
saw a 20% reduction. “It is sad day for Maersk Drilling. We have
said goodbye to 36 of our very good colleagues, which is highly
regrettable,” said CEO Claus V. Hemmingsen.
Maersk Drilling publishes
Sustainability Report 2014
On 25 February 2015 Maersk Drilling published the 2014
Sustainability Report. The report is divided into two parts:
a sustainability snapshot, and a sustainability report. The
snapshot contains a brief introduction to Maersk Drilling’s
approach to working sustainably, and can be found both
in a digital and a printed version. The report includes the
numbers that underlie our performance; the digital version
can be found at www.maerskdrilling.com
Maersk Drilling takes
over its new domicile
On 16 March 2015, Claus V. Hemmingsen was handed the
keys to the new head office on behalf of Maersk Drilling and
Maersk Supply Service. “We are very much looking forward
to the move,” he said.
On 18 May this year, ­Maersk Drilling and Maersk Supply
Service will move into the brand-new building at Lyngby
Hovedgade 85, Kongens Lyng­by, Denmark.
Maersk Drilling Newsletter 01·2015
23
KPI CORNER
97%
Operational
uptime
97% in 2014 is a very
satisfactory result, which
exceeds our target
28.6%
was the 2014
EBIT
margin
This is a decrease compared to 2013 where we
achieved an EBIT ­margin
of 32.8%. However, with
the comprehensive rig
intake and yard stay
programme for 2014 the
numbers are satisfactory.
Published by:
Maersk Drilling
Esplanaden 50
DK-1098 Copenhagen
Tel: +45 63 36 00 00
Fax: +45 63 36 31 82
Mail: [email protected]
Retention
Our customer
satisfaction
score of
6.2
92.7%
ONSHORE
94.7%
OFFSHORE
shows that we are
beating our retention
rate and that more
people want to stay
with Maersk Drilling
in 2014, means that
we have reached
and exceeded our
target for the year.
Contract coverage
80%
52%
2015
2016
30%
2017
With the current pipeline of contracts
we have solid contract coverage for 2015.
However, we still have a way to go
in order to reach the 2016 target of 80%
Volume 29, No. 1 · June 2015
Editor: Christine Bülow-Olsen. Tel./Fax: +45 63 36 87 84.
Mail: [email protected]
Design & production: Datagraf Communications
Copies: 5,000
Deadline next issue: August 2015
This Newsletter is published two times
a year for the employees, retirees and
business connections of Maersk Drilling.
The NewsLetter is printed on Forest
Stewardship Council (FSC) paper.
Reproduction permitted only after
agreement with the editor.