1. New standards in post Macondo perspective The practical approach on building competency for performance

2. Insert department name via ‘View/Header and Footer…’ Fully owned by A.P. Moller - Maersk Group.. Independent Learning provider with HQ in Svendborg, DK Focus on the Oil and Gas, Maritime and Wind industries. Introducing Maersk Training OPEN TO ALL CUSTOMERS

3. Insert department name via ‘View/Header and Footer…’ Maersk Training Globally Chennai, India Svendborg, Denmark Esbjerg, Denmark Stavanger, Norway Aberdeen, UK Newcastle, UK Brazil Dubai, UAE Singapore

4. Insert department name via ‘View/Header and Footer…’ Background - Building competency for performance An internal task force was established post the Macondo incident to identify and develop advanced training simulations with the objectives to: Enhance drilling teams ability to handle worst case scenarios Pro actively plan and prepare for drilling operations Focusing on crew resource management and human factor aspects Joint partnership between Maersk Training and Maersk Drilling

5. Insert department name via ‘View/Header and Footer…’ Background - Building competency for performance It isn't something new !!!! On October 14, 1977, a gas blowout occurred in the Vagn-l exploratory well being drilled from the Maersk Explorer jackup rig. Result “Maersk Drilling Training Centre” Today “Maersk Training”

6. Insert department name via ‘View/Header and Footer…’ Vision - Building competency for performance To train crews in teams in departments and operations interactions To give a far more realistic training (rig/unit specific) To obtain a commercial advantage Set new training standards

7. Insert department name via ‘View/Header and Footer…’ Mission - Building competency for performance Development of an advanced drilling simulator environment enabling team training and competence development focusing on: High standard technical training Efficient and safe operations (Emergency response) Leadership and team interaction People performance Succession planning (acceleration programs) Sustain company culture and values

8. Insert department name via ‘View/Header and Footer…’ Achieving Zero Incidents Behaviour change due to risks. People cannot change behaviour or habits, if they are not aware of risks and correct behaviour. Risks are objective and will be interpreted individually. Not all risks are visible. Acknowledge right/wrong behaviour on the job or in a training situation.

9. Insert department name via ‘View/Header and Footer…’ Achieving Zero Incidents Behaviour change due to risks. Culture The right feedback after a working/training session will make decision making feel natural. Communication, both in - and between departments. Competencies = Experience + Knowledge Understanding of operations and underlying theory makes decisions feel natural. Skills decay over time, requiring continuously practice.

10. Insert department name via ‘View/Header and Footer…’ Performance based training Behaviour change will be most effective when connected to realistic situations. Daily life situations are normally not critical. Using simulated scenarios brings people closer to possible critical situations. A high level of realism will increase competencies and job performance. Communication Both daily and emergency scenarios must be trained. Team development Training of interdepartmental cooperation for proper response in daily and critical situations.

11. Insert department name via ‘View/Header and Footer…’ Competence Maintenance Drilling crew IWCF/IADC Compliance training. Competence assurance Team Based Maintain and add on existing competencies Team development Knowledge sharing in safe environment Practical experience of tools, theory and methods Onboard (Option ) 1-2 hours online assessments. Multiple choice every 3 months. 1-2 hours onboard simulator exercises every 6 months.

12. Insert department name via ‘View/Header and Footer…’ Learning retention Drilling IWCF Team Based On- Board 0 year 2 year4 year6 year8 year Resulting

13. Insert department name via ‘View/Header and Footer…’ Slide no. 13 TEAM BASED WELL CONTROL The value of team-based training

14. Insert department name via ‘View/Header and Footer…’ Example: Team Based Well Control - Building competency for performance AD Driller LD STP Co. Man

15. Insert department name via ‘View/Header and Footer…’ Learning retention Dynamic Positioning DP Certificate On- Board 0 year 2 year4 year6 year8 year Resulting DP refresher

16. Insert department name via ‘View/Header and Footer…’ Topics and functionalities that can be trained Rig specific drilling operation for Jack Ups, Semi Subs and Drill Ships. Bridge and Central Control room: DP, Ballast, general and emergency operation. Crane training for Jack Up, Semi Sub, FPSO and construction vessels. Engine room general and emergency operation. Emergency response for shore base personnel. Combination of simulators for team development, communication and emergency awareness.

17. Insert department name via ‘View/Header and Footer…’ Topics and functionalities that can be trained Performance Enhancing training for new-build Drillship

18. Insert department name via ‘View/Header and Footer…’ Performance Enhancing 11 Sep. 2013 - MT executed probably the larges interdepartmental training in the civilian world. 55 Participants 14 Instructors Combining: Drilling, Bridge/DP/Ballast, Rig Emergency Room, Engine Room, Crane, Emergency room at Shore Emergency room in Head Quarter.

19. Insert department name via ‘View/Header and Footer…’ Performance Enhancing Learning objectives The main objective is to create and establish sustainable behaviour that supports and increases rig performance at all levels Purpose To establish a no-excuse rig performance culture based on a high level of personal responsibility, strong operational teams and clear cross-rig communication. Behavioural impact High retention, lower sickness absence, better decision behaviour, lower friction level. Business impact Decrease in LTI, increased uptime, Rig efficiency and MD client satisfaction. Learning Objectives – Team Track  Implemented practice of problem solving and decision making in teams  Common approach to trust and team performance Learning Objectives – Individual Track  Strong personal insights and portable skills for teamwork  Knowledge of own role and impact as a MD rig crew member Learning Objectives – Full Rig Track  Proven feedback practice at all levels and between all levels  Visual white book with best practices from all operational teams

20. Insert department name via ‘View/Header and Footer…’ Overview Riser Management System simulator Server exchanging data Ballast/fuel operation DP Power/ tank measurements RMS MCS RMS Seaflex Drilling simulator Rig control room Engine-, control-, switch board room Offshore crane Communication: Phone, PA, Traffic light Offshore support vessel bridge/ Tow master station RMS MCS

21. Insert department name via ‘View/Header and Footer…’ Thank you for your attention. Question ?