5/2/2024 0 Comments Draugen offshore platformWork there would be reduced by extensive use of automation, conscious choice of materials, good accessibility and a concentration on condition monitoring. ![]() Part of the safety philosophy was precisely to station the smallest number of people offshore. Safety and environmental concerns occupied centre stage, he said. Fotnote: Terje Olsen, operations head A/S Norske Shell E&P (1992), “Drift av Draugen og bruk av lokale og regionale leverandører”, Halten Bank conference. Operations head Terje Olsen presented the philosophy for operating Draugen in a speech to the Halten Bank conference in March 1992. Fotnote: Telephone conversation between Gunleiv Hadland, Norwegian Petroleum Museum, and Gunnar Ervik, 26 April 2017. Such a small staffing would require contractors to be hired for all work outside normal production – catering, drilling, planned maintenance and modifications. Since Norske Shell was not the operator for any other producing fields off Norway, it was easier to take new approaches to Draugen’s organisation. With three shifts, that added up to a total of 129 personnel in the organisation.ĭue to handle normal operation and limited maintenance assignments, this staffing represented a big reduction from similar facilities on the Norwegian continental shelf (NCS). Plans called for the platform to be run directly by 43 people per shift. Photo: Shadé Barka Martins/Norwegian Petroleum Museum drift av draugen, engelsk, Work in the process area. Offshore staffing would be kept to a minimum. In the Draugen case, an early decision was taken to locate as much of the work as possible onshore. The operations group for an offshore platform is split between office and support functions on land and the workforce on the facility itself. Norske Shell also had an operations organisation for its refinery at Risavika, and personnel from there were recruited to staff the Draugen outfit. Over time, however, they were replaced with locals. While one aim was to recruit as many people as possible from mid-Norway, additional competence had to brought in.Īs part of the global Royal Dutch/Shell group, Norske Shell could draw on expertise and experience from the international organisation.Ī number of expatriates were assigned to Norway and Draugen, and their know-how was important in the start-up phase. The challenge in building up the team was to strike a balance between local and expatriate personnel as well as contract staff. (Read more in the article on the big move.) Work in the new organisation could therefore get going fully ahead of the start to production from the platform in the autumn of 1993. Photo: Tidens Krav/Norwegian Petroleum Museum He was one of the 30 international Shell employees who moved to Kristiansund to work with Draugen. drift av draugen, engelsk, Pakistani Zia Janjua had only just seen Kristiansund. 200 ansatte i Shell flytter nordover denne helgen”. ![]() Fotnote: Stavanger Aftenblad, 8 August 1992, “Mandag bor de i Kristiansund. The operations team was fully in place at the new Råket office on Monday 10 August. That occurred during the summer of 1992, when staff and their equipment were moved to Kristiansund. Planning accordingly started in 1989 at Shell’s offices in Risavika outside Stavanger, with a constant eye to moving the organisation north in due course. ![]() Photo: A/S Norske Shell/Norwegian Petroleum Museum © Norsk Oljemuseum den store flyttesjauen, flyttelass, engelsk, The operation centre for Draugen is moving from Risavika in Stavanger to Råket in Kristiansund.
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