BRAIN BEHAVIOR BUSINESS - connections - Oiltanking
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
THE WORLD OF OILTANKING VOL. 29/3 DECEMBER 2017 connections BRAIN BEHAVIOR BUSINESS
E D I TO R I A L CONTENTS
Contents
ASIA PACIFIC 06 Smart Dashboard Optimization
(Your) CHINA 04 Oiltanking China Gains Momentum
Behavior EUROPE 08 Pressing Questions
10 Insightful Lecture
04
Matters 14
26
Investigation of Behavior
Giving to the House of Stars
MOMENTUM
EUROPE CENTRAL 09 Energy Savings Writ Large
People’s behavior is variable and depends on a In pursuit of our strategy to maximize the
number of factors, including one’s surroundings. potential of our global brand, we are driving INDIA 20 Collaboration Across Cultures
People will usually behave differently in a social “take ownership,” “connect,” and “be open- 23 Soul Curry
setting than at their workplace. Increasing age minded” as enabling behaviors to support our 24 Back to the Future!
37
and the added responsibility that accompanies
life changes such as parenthood also tend to
focus on strengthening our core processes and
capitalizing on sustainable growth opportunities.
37 The Mumbai Color Code
change people’s behavior. In addition, cultural We continually strive to broaden and sharpen
background, personal ethics and sense of awareness and understanding of human LATIN AMERICA 34 Running a Healthy Business
COLORS
responsibility play a major role. Apart from behavior throughout our Group. Learn more 36 We Care for each OTher!
commitment and dedication, success also about our latest findings on the following pages.
depends on adhering to behaviors in line with
the values we apply in doing business. Happy reading! MIDDLE EAST 40 A Massive Construction Project
& AFRICA 42 67 Minutes to Make a Difference
The way employees act or respond in certain
43 Join the Team
situations at work is often shaped by the
company’s culture, philosophy, management
PEOPLE 16
40
systems and, not insignificantly, by interaction Koen Verniers Daan Vos Cultural Experiences | A Good Move
between and with colleagues and stakeholders.
Managing Director
Oiltanking East
Managing Director
Oiltanking West
& PLACES 18 We can, we care ... Corporate Citizenship
All of these elements contribute to a pleasant
work environment and can inspire people to
28 Weathering the Storm
work safer and smarter or – if they are not in 31 Tis the Season MASSIVE
place or out of balance – contribute to … 48 Strategy 2020 – Zooming in on the
achieving quite the opposite. Three Desired Behaviors
49 In a nutshell
Cover: Technicolor brain
LEISURE & 12 Lexicon | A “Just Culture” – A human head contains
approximately 100 billion
ENTERTAINMENT 27 Brain and Behavior
nerve cells. These
38 Our Weird Human Ways compounds are connected
IMPRINT connections Vol. 29/3/2017 Published by Oiltanking GmbH, Corporate Center, Koreastrasse 7, 44 Behavior Patterns through fiber tracts, shown
20457 Hamburg, Germany, www.oiltanking.com, Telephone +49-40-37099-7485, Fax +49-40-37099-7499
E-Mail connections@oiltanking.com Coordinator Gabi Wuestenberg, Manager Communications Editor Renate Eijkholt
47 Number | 97 in the picture as colorful
strands. More on page 27.
Design raz design, Hamburg Print mediadruckwerk Gruppe GmbH, Hamburgg Published Three times a year 50 Reader's Corner
© Marcus Kaiser, Newcastle
Copy Deadline vol 30/1 week 3, 2018 52 Last but not least | Common Ground University, www.dynamic-
connectome.org
2 CONNECTIONS CONNECTIONS 3
CHINA CHINA
WIDE VIEW Oiltanking
Daya Bay (see red frame)
is keen to expand its
business
Oiltanking China MILESTONES
Gains Momentum
IN NANJING
2007 acquisition of 74,000 cbm
2009 commissioning
Nanjing is located along the Yangtze River, about 300 2010 add 5,000 cbm propylene oxide
kilometers from the river’s mouth. Oiltanking Nanjing 2013 rail un/loading facility
has not been able to expand as quickly as anticipated add 60,000 cbm methanol
at the time of its acquisition. The lack of investment in second jetty
Nanjing Industry Park – a result of the world financial 2015 add 45,000 cbm chemicals
crisis – led to low occupancy rates and put Oiltanking 2017 add 53,000 cbm ammonia
Nanjing in a challenging financial situation requiring 2018 third jetty (under construction)
the continuous support of its shareholders. Following
several expansions (see overview), the occupancy and
financial situation has improved significantly. Now the
terminal has a total capacity of 244,000 cbm, which
includes the recently added 53,000 cbm of new MILESTONES
cryogenic storage for ammonia gas. Oiltanking Nanjing IN DAYA BAY
also has plenty of land available for growth, and is well
positioned to secure any new business accompanying 2005 greenfield of 15,000 cbm
the growth of the industrial park. pipe rack Phase I
2006 commissioning pipe rack phase II
2008 add 5,000 cbm
ORGANIZATION pipe rack phase III
As China’s importance to the business continued to 2011 jetty commissioning
grow, Oiltanking set up a regional head office in add 68,000cbm - chemicals
Shanghai in 2011 (which since 2015 has reported 2014 divestment of phase I
directly to Hamburg instead of Singapore). Today, 2015 add 9,000 cbm – gas
Oiltanking China is well organized to support and 2016 add 20,000 cbm - chemicals
manage local entities, ensure corporate governance, 2018 add tank & jetty capacity
Despite the recent economic slowdown, China’s annual growth figures are still and pursue opportunities for developing its business. (plan)
staggering. China is undoubtedly the land of opportunities, and will be for decades to
come. Small wonder that Oiltanking, too, is investing in China. As the region gains KEY SUCCESS FACTORS
As a result of a consistent strong OILTANKING NANJING The cryogenic ammonia tank is
momentum, the time has come to re-introduce Oiltanking China. the biggest tank in Nanjing Chemical Industrial Park
HSSE performance, Oiltanking has
built a good reputation in China. In
addition, to be successful in this
CURRENT mainly serves the chemical producers in the industrial huge market, it is important to have
Since 2004, when Oiltanking commissioned the 20,000 park. Oiltanking also operates seven kilometers of pipe a deep understanding of the local
cbm terminal in Daya Bay, Oiltanking has come a long way rack within the park, and owns a 25-percent stake in environment. With 15+ years of
in China. Today it owns and operates two multi-user tank Oiltanking Public Petrochemical Jetty Co. Ltd. The industrial experience in China, Oiltanking has
terminals for chemical bulk liquids, including related park is in the process of adding a second world-scale gained a good understanding of the
infrastructures such as jetties, pipe racks, and a railway refinery and petrochemical complex; as this promises to market and the business
station. Their combined capacity amounts to 339,000 cbm. create high future demand for storage, Oiltanking Daya environment. Oiltanking is convinced
Bay is preparing for further expansion in the near future. that its current team and
Oiltanking made its first terminal investment in the Huizhou organizational setup gives it a good
Daya Bay Petrochemical Industry Park, which is located in In November 2007, Oiltanking acquired a majority stake in handle on local complexities, and
southern China. After several expansions (see overview), a 74,000 cbm tank terminal in Nanjing, which was still thus the company is keen to further
the terminal now has a total capacity of 95,000 cbm and under construction at that time. The eastern Chinese city of increase its footprint in China.
4 CONNECTIONS CONNECTIONS 5
ASIA PACIFIC ASIA PACIFIC
Smart Dashboard better tool that would serve to help them all in
their daily work.
and pictographs much more easily,” said Yeong
Kwek Leong, Vice President Assets & Operations
Optimization The result
Oiltanking Asia Pacific, highlighting the
benefits. “During the process, we learnt more
about each other. Now we are excited to use
this tool across all our Singapore terminals,
“The new, user-friendlier dashboard and which we expect to happen by the end of this
Oiltanking in Singapore is improving its computer-based dashboard system improved visualization increases our analysis year. We also look forward to instilling the
in order to keep better track of the in- and outgoing vessels at the terminals. capabilities by removing the overlaps, which desired behaviors of the A&O Manifesto into all
allows for better segregation and focus – e.g. areas of our work.”
Once implemented, it will provide better visualization and greater scope
useful overviews over jetties, vessel KPIs,
for analysis. product flow etc. It will also enhance our ability
to generate data and translate them into charts
VIEW 1: JANUARY-MARCH
KPI 3 Hit Rate KPI 3 Monthly Average Timing (h:mm) KPI 3 Monthly Average Timing by Loading & Discharge KPI 3 Reasons for Delay Trend
(h:mm)
02:03 D L
Miss; 67; 32% 28
2:23 2:23
KPI 1 KPI 2 KPI 3 KPI 4
2:16
Hit
1:41
Miss
Arrival All Fast to Purge Cargo Starts to Cargo Finish to Hose Off to DEPARTURE 01:52 01:52
1:02 1:00
12
Hit; 145; 68%
or Flushing Starts Cargo Finish Hose Off Vessel Sail 5
3 2 1 1
Ja n F eb Ma r Jan Feb Mar N2 blankeng Due to Very close to Awaing ROB Waing for Pigging
Vapour KPI surveyor's Calculaon other Operaon
Flaring ullage Terminal
readiness
VIEW 2: APRIL-JUNE
When Oiltanking in Singapore embarked on its the statistics and data presented, and to define KPI 3 Hit Rate KPI 3 Monthly Average Timing (h:mm) KPI 3 Monthly Average Timing by Loading & Discharge
(h:mm)
KPI 3 Reasons for Delay Trend
02:09
Assets & Operations (A&O) journey, one step was to meaningful targets. “Connect!” – All stakeholders Miss; 75; 35% 01:45
02:04 D L 7
2:28 2:31
revamp and enhance its existing dashboard. This were regularly engaged regarding all aspects: While Hit
2:10 5
4
Miss
self designed interactive tool is important for the management provided input on the results they
1:26 3
1:11 1:12
Hit; 141; 65%
comprehensively tracking the key performance wanted to see in the new tool, Operations shared
1
indicators (KPIs) of vessel operations, as it provides the challenges they faced in using the tool, and Apr Ma y Ju n Apr Ma y Ju n N2 blankeng Very close to KPI Awaing surveyor's
ullage
Due to Vapour
Flaring
Pigging Operaon
details about the time taken for each stage. In customers contributed various requests for
carrying out this modernization task, our colleagues improvements. The colleagues involved were
in Singapore delivered an exemplary demonstration
of the five desired behaviors specified in the A&O
“Open-minded!” – everyone was encouraged to
come up with their own ideas for improvement, and
Progress The new dashboard allows filtering of data with just a click of the mouse. In this
example shown below, we can see the KPI 3 hit rate against the target set, the
Manifesto. each concept was carefully reviewed. “Manage average time taken for KPI 3, the average time taken for KPI 3 for both loading and discharge operations
Change” – The transition from “old” to “new” was and most importantly, the reasons for
)thcKPI
ireb3stdelays.
iekgitlahBy
hcallowing
aN sua( filtering using slicers, )you
thciralways
ebstiekhave
gitlahhcaN sua(
made as smooth as possible by fully explaining the the options of populating data by your preferred months for example. As a result, the dataset can be
The implementation
(aus Nachhaltigkeitsbericht)
changes to end users and helping them to navigate
(aus Nachhaltigkeitsbericht)
quickly and clearly presented.
the various functions. After the implementation,
“Take Ownership!” – Everyone had a part to play, colleagues continued to seek feedback on how to
so the project was collectively “owned.” All involved improve. And as for “Lead by Influence” – Instead
came together as a team and took a holistic of adopting a “top-down” regimen, all colleagues
approach to the revamp, delving deep to clean up worked hand in hand, firmly focused on creating a
6 CONNECTIONS CONNECTIONS 7
EUROPE EUROPE CENTRAL
IMPORTANT SAFETY
GADGET A flame arrester
(in red in the picture) is
used to contain any fires/
ENERGY
explosions that might occur
SAVINGS The EU Energy Efficiency Directive (2012/27/
EU) has been implemented in German law
WRIT since 2015, and Oiltanking is taking
account of the decision by introducing
an energy management system (EnMS)
LARGE in accordance with ISO 50001.
The Energy Efficiency Directive (2012/27/EU), which Every year, monitoring audits are carried out at some of the
entered into force on December 4, 2012, aims to improve sites, selected at random. Every three years, the management
energy efficiency in Europe. The EU directive was implemented system is re-certified; within this 3-year cycle, all sites have
in German law in 2015, leading to an amendment of the to be visited and audited.
German Energy Services Act (EDL-G). Companies that exceed
a certain threshold in terms of headcount, profits, or revenues Besides introducing the traditional components that are typical
Pressing Questions
must address the topic of energy efficiency. This amendment for a quality management system (regular training and audits,
affected Oiltanking Deutschland (OTD) among other companies. monitoring of processes, etc.) and designed to contribute to
But this new legal requirement was not the only determining the continuous improvement of the system, the EnMS
factor for us. Lowering the relative energy consumption is one especially focuses on a particular task: documenting the
While launching a tender to safeguard performance standards and improve reliability of the key topics in the area of sustainability management. energy-consuming facilities and their current energy-efficiency
at its terminal, Oiltanking Amsterdam has introduced a pilot project for the early status. Long-term tracking of energy consumption is another
From among the various options to achieve compliance, OTD key element of the EnMS. The premise is that, without knowing
detection of clogging of flame detectors in vapor return lines on two of its seagoing and its sister companies GMA and Mabanaft Deutschland where energy is consumed, it cannot be used more efficiently.
jetties in August 2017. jointly chose to introduce an energy management The initial survey very quickly identified many areas of
system (EnMS) in accordance with ISO 50001. In October potential improvement, some of which were quick and easy to
The transfer of volatile liquid bulk cargoes between shore demurrage for its customers by planning a maintenance 2016, all three companies were successfully certified by the implement. This promptly led to estimated annual savings of
and ship involves the vapor return either back to its origin or window before the arrival of a vessel and limit its downtime. accredited certification company DNV-GL. One reason for several tens of thousands of euros across the matrix.
to a vapor treatment system processing the volatile With this in mind, OTA has initiated a pilot project at two of its taking this line of approach was that their existing ISO Numerous other measures have since been identified and
components. Long time ago Oiltanking Amsterdam (OTA) seagoing jetties, involving differential pressure gauges affixed 9001 quality management system has a structure very planned for, and will likewise make a major contribution to
equipped its (seagoing) jetties with vapor return lines back to to flame arresters providing an early indication when it’s time similar to that of ISO 50001, so that the two management improving energy efficiency.
a Vapour Recovery System. to clean the arresters. Over a period of at least six months, systems could be partially combined. All three companies
Flame arresters are an integral component of such vapor the differential pressures will be continually measured and are matrix-certified, which means that the EnMS applies to The declared objective of the matrix is to become ten percent
return lines. As the name implies, they stop flames from recorded, to build a data base. Depending on the findings, all sites and business units in their matrix, i.e.: OTD, GMA more energy-efficient by 2020. Considering how things are
spreading in case of an explosion. However over time, flame OTA will decide whether the pilot project will be implemented and Mabanaft. going so far, our colleagues are very optimistic about achieving
arresters can become clogged by rust, waxy or crystalline as a permanent solution. this goal.
deposits, etc. This will eventually result in
downtime because the devices needs cleaning. ENERGY MANAGEMENT Minimizing the energy input
needed to achieve the desired output
But how do you know when is it time to clean
them?
Currently, flame arrestors at the terminal’s jetties
are changed when the pressure on board of a
vessel during loading increases to a certain level.
However, this could require the exchange of the
flame arrestor during the vessel’s stay, possibly
BUSY LOCATION One of
causing hours of downtime. When it’s possible to the seagoing jetties at
“predict” the moment a flame arrestor requires Oiltanking Amsterdam
exchanging, OTA would be able to reduce
8 CONNECTIONS CONNECTIONS 9
EUROPE EUROPE
Insightful
BEHAVORIAL SAFETY
During the presentation, our
HUMAN BEHAVIOR colleagues learned more
Sometimes we do about the Human Factor
not understand one
Lecture
another due to
different perceptions
and ambiguous
reality awareness
afford to ignore the In addition, we mustn’t forget two
No human factor [or things. First, the investigators have the
Three
view it as separate benefit of hindsight. They know what
from the system], happened after the occurrence, while
Four
but must integrate it as part of the system in order those who were involved didn’t have that
to manage and enhance it. information. Second, one has to realize that no two
people have the same view of the world around
We need to learn and understand how we can them. One’s own, individual perception creates
manage the valuable human factor. For instance, one’s own, individual reality. It is this individual
where does the vulnerability of the human element reality that people’s behavior and action are based
come from? What are the reasons people do things on.
the way they do them, in the context of that
moment in time? After all, they produce many more Rien Doorn concluded his speech by reiterating how
safe practices than unsafe practices. People go to important it is to find out how complex systems and
work with the intention of doing a good job. humans affect each other, so that we can understand
This is why it is of the utmost importance to investigate how complex systems contribute to circumstances
every occurrence that may have a relationship to that induce human error.
safety, not just accidents with dramatic
consequences.
When we investigate we need to ask Rien Doorn began his career as an air traffic
ourselves: “What happened and how controller in the Royal Netherlands Airforce. After 16
did it happen?” with the intent to years, he decided it was time for a change and became
At Oiltanking’s Regional Asset & Operations Managers Meeting in learn from the findings. The objective a flight simulation instructor. He started studying
Hamburg in June 2017, guest speaker Rien Doorn spoke to the group of such a safety investigation Human Factors in 1992 and has worked as a Human
should never be to assign blame Factors consultant and trainer since 1999. Rien is also
about behavioral safety. His key messages: Detailed procedures alone will or find the guilty party. We need to a teacher of meditation and an artist
not eliminate human error, and the human factor must be considered take the human factor into account, www.riendoorn.com
and the fact that those who were
when investigating incidents.
involved in the occurrence were in a
specific context that was valid only at
For many years, conventional wisdom has had system cannot do without although it is that specific moment. The
it that complex systems such as the aviation increasingly being eliminated by automation. investigation needs to aim at learning
industry, the oil industry, and nuclear power how the system itself, the
plants were built to be safe systems. So, whenever Over the years systems have grown increasingly organization, contributed to creating
an accident or serious incident occurred, the complex. The human element is their most that specific context. Only when we
investigation would usually come to one of two valuable component because of its flexibility, know this can we attempt to explain
conclusions: the accident was due either to a adaptability and creativity. At the same the human factor that might have
technical breakdown or to human error. In many time, the human element is the most played a role in the occurrence – the
cases, the technical breakdown, too, was vulnerable to influences that can adversely limitations of the people involved:
attributed to human error in one way or another. affect its performance. Seen this way, it limited attention, perception and
More regulations and procedures for humans to becomes clear that we need to take the human quality of decision making. Also,
follow were seen as the solution to guarantee factor seriously to keep the system safe. Safety is contextual and organizational factors
safety. The human element was seen as a ensured not by the existence of procedures alone, such as workload, stress, team work,
separate but necessary element – one that the but by the way humans apply them. One cannot pressures, environment, and fatigue.
10 CONNECTIONS CONNECTIONS 11
LEXICON LEXICON
JUST CULTURE A balanced
accountability for both employees
and the organization
Fig. 2
In reducing the frequency of events Optimization of system safety
over time and ensure a safe working
environment, an organization
Enhancement of Safety System
needs to consider three elements: Just Culture
Technical Safety, Organizational
Safety, and Behavioral Safety
(see Fig. 1). While the first two can
be directly influenced by the
organization, e.g. by providing
the right equipment, preventive
maintenance, standards and procedures, the third – the behavior of its
employees – will in fact make the difference.
Behavioral Safety consists of a variety of functioning reporting system is just another part of
components, such as safety awareness, self-control, consciously safe behavior: Only if people are aware
and team-control, and is based on employees of what constitutes “unsafe” conditions, and are not
accepting responsibility for their actions. A well- afraid to be punished for reporting them, will they Punitive Culture No-blame Culture
Fig. 1 notify the organization about such conditions. Once The Just Culture concept is closely linked to an
Safety performance in correlation with they do, the organization can learn from these organization’s safety culture and leadership. An
Technical Safety implemented measures deficiencies and try to prevent them from happening organization’s level on the Safety Culture Ladder
again in the future. To encourage reporting, a “no- (from “who cares as long as we are not caught” on the
blame culture” was promoted in the past. It usually lowest step to “safety is how we do business around
had the desired effect of improving reporting. However, here” on the highest step – see connections Vol. 29/2)
by the same token, if people perceive that due to this not only provides insights about how seriously
Frequency of events
Organizational culture there is never any blame about anything, it reporting is being taken, but also about what can be
- Equipment design Safety can also lead to carelessness about the rules and expected from the implementation of a Just Culture.
- Controls & alarms Behavioral Safety regulations and to a lack of motivation, which
- Shut down systems undermines organizational safety. With this in mind, the Marquard & Bahls HSSE
- Maintenance - Safety awareness
department rolled-out the Just Culture Guideline
- Consciously safe behavior
- Safety culture and “Just Culture” is a balanced approach that encourages across the Oiltanking organization in 2011. Based on
leadership people to report while at the same time discouraging different models for a Just Culture, a guideline (see
- Manuals & Standards - Self & team control them from careless behavior and holding them also p. 14) was developed to assist Oiltanking facilities
- Procedures & Instructions responsible for their actions (see Fig. 2). In a Just with behavior investigation, and to guide management’s
- Permit-to-work-system Culture, the motivation behind a given behavior is response to various types of behavior. In implementing
- Emergency Response Plans
investigated, to understand why things went wrong a Just Culture, facilities are encouraged to define their
rather than merely acknowledging that they did. At objectives and adapt the approach to their local
the same time, a Just Culture acknowledges and requirements and circumstances.
Time rewards behavior that exceeds expectations.
12 CONNECTIONS CONNECTIONS 13
EUROPE EUROPE
of Behavior
While the upper part of the flowchart (see graphic page
15) focuses on investigation of behavior, the second part
assists the management in responding to this behavior. The
first step in the behavior investigation is to determine
whether a person behaved in compliance with the rules and
regulations. In contrast to other Just Culture approaches,
Behavior investigations are Oiltanking not only focuses on negative behavior, but also
central to a Just Culture (see considers positive behavior that fulfils or even exceeds
expectations.
also page 12). To assist with
such investigations and guide Non-compliant behavior consists of seven different
management response to the categories, grouped into unintended non-compliance,
deliberate non-compliance, and deliberate risk-taking.
results, the Marquard & Bahls Unintended non-compliance is usually the result of someone DIFFERENTIATION
The grouping helps to
HSSE department developed simply forgetting to do something, or doing something they
determine the degree of
should not have done because they simply didn’t know any individual accountability
a detailed, two-stage “Just better. In such cases, it is presumed that the person did not and to find the right
Culture Guideline” flowchart plan to violate any rules. response for it
Based on the outcome of the this behavior was a result of the
that is used at Oiltanking.
By contrast, deliberate non-compliance presumes that the investigation, the management is organizational circumstances,
person chose to violate the rules, whether simply to get the asked to respond to an rather than just personal. If the
job done, or with the company’s benefit in mind. Although individual’s behavior by either behavior was system-induced,
the person deliberately chose not to follow the rules, their rewarding the employee or, in actions must be taken to improve
actions were motivated by good intentions. On the other case of non-compliant behavior, the system, and the management
hand, in cases of “deliberate risk-taking,” the person by finding measures with and for style needs to be reviewed.
willingly takes risks for their own benefit/gain, or even the employee to prevent
knowingly accepts that their actions may endanger others. recurrence. These measures can
range from debriefings, to
The seven categories are necessary to determine the degree awareness-raising programs and
of individual accountability for the actions taken, and are training, to disciplinary
based on the intention behind the action taken. This measures. More importantly, it
differentiation helps the management determine the right needs to understand whether
response, depending on the risks taken.
14 CONNECTIONS CONNECTIONS 15
CULTURAL EXPERIENCES CULTURAL EXPERIENCES
A GOOD
A CLASSICAL DESIGN The train station, erected between A GLORIOUS PAST Maputo is a modern city with a
1913 and 1916, is one of the city’s most impressive buildings rich historical, architectural and artistic legacy
MOVE
Moving around as such is nothing new
for the Frenchman David Nadaud, a
seasoned traveler. As for his professional
moves, there have been two major
ones in the past six years. The first was
from Austria to Mozambique, in his
work as an independent consultant.
The second was within Mozambique, friends, or a good laugh. As an immigrant, I really that’s kind of what happened in my case in 2015.
when he joined Oiltanking Matola. He appreciate the fact that they are welcoming and
open-minded towards newcomers. Now six years later, some of my Mozambican friends
remembers how it all began. seem surprised to see me and ask “you’re still here?”,
Right from the beginning, I felt comfortable and at since the average stay for a foreigner is two years. I
ease in my new surroundings: I met great friends, always joke that they “took my passport when I
I pride myself on my good knowledge of geography, that’s how I came to set off for this large and beautiful enjoyed showing the country to my old friends from arrived and I can’t leave!” It’s not true of course, I
but I admit I had to consult a map to remember exactly country in south-eastern Africa, leaving many loved Europe, gave macro-economy classes, played stay here because I found love, friends, a nice place
where Mozambique was. Talking to my colleagues at ones behind and, of course, having no real idea what basketball, travelled to new places. I also met my to live, a good career – and besides, I now have a
the International Atomic Energy Agency (IAEA) in awaited me in Maputo. future wife, a wonderful Mozambican with whom I Mozambican son!
Vienna about “where to go next” career wise, a – for now have a family. The hardest part is living far from
me – exotic-sounding name kept cropping up. One told Maputo, the capital of Mozambique, was originally my loved ones, and
me, “You should go to Mozambique, great beaches!” named Lourenço Marques, after the Portuguese having to leave behind
Another suggested, “You should go somewhere you Captain who first reached the area by sea around most of my old friends
can learn Portuguese, like Mozambique.” Finally, 1544. Following the country’s independence in 1975, it back home, but that,
someone got specific: “I have a job for you in Africa, was re-named after the Ronga tribe Chief who had too, is part of life.
let me check where it is … Moza… Mozambique!” And fought the colonists. The city is very different from the
rest of the country, and Africa. Luckily, the massive gas
Five centuries of Portuguese discoveries of 2011
colonialization have left their attracted firms from all
PORTRAIT Before joining Oiltanking Matola as traces, including on its over the world to
Commercial Manager in 2015, David gained architecture: wide avenues, Maputo. This meant
experience at OGS, a downstream Oil & Gas sidewalks, tasty food, cafés, and more opportunities for a
services company, as Sales Strategist at Ndzilo, public gardens and a Portuguese- foreign consultant with
an Ethanol-for-cooking startup, at the Ministry speaking population give it a good knowledge of the
of Energy of Mozambique’s Department of Mediterranean feel, an agreeable country and the energy/
Planning and in several consulting jobs in ambiance for a Frenchman like logistics sector. It’s quite
Africa. His first international work experience myself. On the social side, unusual for Oiltanking to
was at the International Atomic Energy Agency Mozambicans are always smiling, hire a new employee to PEARL OF THE INDIAN OCEAN
(IAEA) in Vienna, Austria. always up for a party, a “go” to a country where Mozambique offers an amazing array of
companionable beer with he is already living, but white sandy beaches and azure waters
16 CONNECTIONS CONNECTIONS 17
PEOPLE & PLACES PEOPLE & PLACES
W E C A N , W E C A R E ...
Key Facts 2016
Corporate 59 771
Citizenship Oiltanking sites that
were active in
volunteering
Oiltanking
volunteers
Altruistic or selfless behavior is common
throughout the animal kingdom and is
also displayed by human beings.
Altruism also fits well with Oiltanking’s e 296,874 4,038 0.99
values, which place a priority on Oiltanking investments Oiltanking hours of volunteer
in community volunteering hours work per Oiltanking
contributing to the welfare of the employee
communities we operate in.
Oiltanking has always taken responsibility
Corporate citizenship investments by topical focus
beyond its core business, and concentrates
its efforts on the five focus areas defined by
its parent company Marquard & Bahls:
Environment
environment, education, health, culture & Others
sports, and humanitarian aid. The 8,0 % 1,8 %
company also encourages volunteering
by its employees. Broken down by
topical focus, the largest share of Education
Oiltanking’s donations and sponsoring 24,8 %
in 2016 went to projects in the field Humanitarian Aid
of culture & sports and education. To 16,2 %
learn more about our Corporate
Citizenship efforts around the world, please see e 296,874
pages 26, 31, 42 and 43.
MORE EXAMPLES for Health
charitable projects can Culture & Sports
be found under the 9,9 %
following link 39,3 %
18 CONNECTIONS CONNECTIONS 19INDIA INDIA
IT'S IN THE MIX
Collaboration Across The workshops consisted
of presentations and also
Cultures
the active involvement of
the participants
A surprise of a totally different
kind came when the
colleagues were given a list of
assignments to complete
around the city by a set
deadline! They were tasked
with visiting at least five
Mumbai landmarks in groups
of three, and complete
* Chaat is a typical, savory Indian snack. There are many variations on the
challenges that ranged from sampling traditional original recipe, which involves mixing pieces of potato, crisp fried bread, gram
snacks such as Bombay Chaat,* to performing or chickpeas and tangy-salty spices, with sour chili paste and saunth (dried
ginger and tamarind sauce), fresh green coriander leaves and yogurt for
for strangers and using public transportation! garnish. The ingredients are combined and served on a small metal plate or a
And, who knew that spaghetti and marshmallows banana leaf that has been dried and formed into a bowl.
could be converted into a stable tower? This
and other fun games served to hone the
colleagues’ lateral thinking, team building and MAPPING THE WORLD’S CULTURES was the topic of one of
the presentations: Each of the scales (dimensions) represents
problem-solving skills. The boat ride across
one key area that managers need to be aware of, and shows
Mumbai Harbor was a welcome opportunity to how cultures vary along a spectrum from one extreme to
(continued on page 22) its opposite. A striking insight: people’s understanding of
“Leading” doesn’t differ so much between Germany and India –
unlike their understanding of “Scheduling.”
Collaboration Across Cultures
On March 14 and 15, 2017, fifty colleagues from Oiltanking and IOT participated in a SCALE/DIMENSION
joint two-day workshop designed to give them a deeper understanding of the differing
Low Context COMMUNICATING High Context
work cultures of Germany and India. As they learned more about each other, they
gained deeper insights into their own behavior as well. Direct Negative Feedback EVALUATING Indirect Negative Feedback
The straight-line distance from Oiltanking’s head rationale behind the meeting is obvious: Mutual Egalitarian LEADING Hierarchical
office in Hamburg to the IOT office in Mumbai is understanding increases the more one realizes where the
approximately 6,500 km. While travelling from one to the other side “is coming from.” Mutual understanding and Consensual DECIDING Top Down
other by air takes only about 11 hours, properly “arriving” awareness will enable colleagues to communicate and
in the culture of the respective other country is a much work together better. In the process of learning more
illustration © courtesy of Erin Meyer
lengthier process. In order to better understand both the about each other, our colleagues also got to know Task Based TRUSTING Relationship Based
European and Indian cultures, colleagues from the themselves better and were able to gain some surprising
Oiltanking office in Hamburg travelled to meet their IOT insights into their own behavior. One golden rule that Confrontational DISAGREEING Avoids Confrontation
colleagues in Mumbai on March 14 and 15, 2017. applies to everyone is: When interacting with someone
from another country, observe more carefully, listen
The two-day meeting was filled with workshops and more, and speak less – learn to listen to what is meant Linear Time SCHEDULING Flexible Time
myriad tasks, all of them designed to identify cultural instead of just what is said.
challenges and convert them into opportunities. The Germany India Insead
20 CONNECTIONS CONNECTIONS 21INDIA INDIA
symbolically underscore the fact
that all of the participants are in
the same boat, striving towards
common future goals and targets.
While the geographical distance
will remain the same, the two days
spent together contributed to a
Soul Curry
better knowledge and increased
mutual understanding about each
other’s cultures and behaviors, and
will help the German and Indian
colleagues to better pull together
HOW TO RESPOND Successful LATERAL THINKING Colleagues
in their joint corporate journey to
success from now on.
cross-cultural communication used creativity and teamwork What is it like to face your inner demons? Does it make or break you? A colleague* from
asks for familiarity with other to build a (stable) Marshmallow
cultures and behaviors spaghetti tower IOT forged new possibilities after a three-and-a-half-day transformational education
program and candidly tells of his own experiences with behavior patterns.
What the British say What the British mean What the Dutch understand My most stressful day at IOT the scars we hid and used for excuses persona. Once the initial discomfort
shattered my façade of composure in our personal and professional had been managed, I met my dear
With all due respect I think you are wrong She/he is listening to me right before my manager. A close co- failures. Some lessons: ones anew. With my mind clear of
worker, seeing my breakdown, simply clutter, new possibilities emerged in
Perhaps you would think This is an order. Do it or be Think about this idea and asked, “How long?” • we listen to react, not respond – relationships in family and workplace.
about … I would suggest … prepared to justify yourself. do it if you like. using filters of preconceptions, The bottom line: the 3.5-day program
Having discerned a pattern in my judgments and past experiences ended with a wealth of lessons to
Oh, by the way … The following criticism is This is not very important.
personal and professional problems, • we build stories around hurtful apply to life with a new sense of
the purpose of this discussion.
she suggested I attend a incidents for apportionment of identity, 33 years later.
transformational educational program blame. The stories drive our
I was a bit I am very upset and It doesn’t really matter. * We honor the colleague’s candor about this
she had benefitted from several years behavior, while the facts are often
disappointed that … angry that … topic; name withheld for privacy reasons
ago. I kept resisting, until this forgotten
Very interesting … I don’t like it. She/he is impressed. breakdown. • as hurtful memories run in a loop in
our minds, they block us from MARATHI MEMO An example
Could you consider Your idea is not a good one. She/he has not yet decided. I expected it to be a peer program but reaching new solutions showing how the mind writes
some more options? Illustration © courtesy of Erin Meyer the most important messages
saw teenagers, couples and even • unbeknownst to us,
in one’s mother tongue
grandparents! All bound by common similar situations
Please think about It’s a bad idea. Don’t do it. It’s a good idea. Keep developing it.
issues: “I can’t say no!”; “I’m afraid of trigger us to react in
that some more.
being judged!”; “I’m not good a fixed manner. We
I'm sure it's my fault. It is not my fault. It's her/his fault. enough!” The program leader jolted us taint our future
out of victimhood with some rude but with past
That is an original Your idea is stupid. She/he likes my idea. honest, even startling questions. experiences.
point of view. People got agitated as these questions
exposed chronic baggage and As for myself, I revisited
CULTURE HAS MULTIPLE LAYERS Some examples of misconceptions. But in that moment and addressed seven-
cross-cultural misunderstandings: What is said or heard MORE INFORMATION of angst came an epiphany, too: the year marital issues,
“on the surface” may belie underlying differences Erin Meyer, “The
identification of baggage blocking us. and decades-old issues
Culture Map”
Rather than a balm on our emotional with my parents that
wounds, a surgical process cleansed dictated my public
22 CONNECTIONS CONNECTIONS 23INDIA INDIA
Back to the
KIND OF
THOUGHTS EXAMPLE
Future!
Factual, backed “I have a thousand dollars,
by evidence and three days”
Purely emotional, “I want a vacation that
logic optional should make friends envious!”
Free thought, out- “How can I better invest
of-the-box $ 1000? A laptop?”
IOT has a dream: Vision 0123. The term is shorthand for zero accidents, number
one position in the markets, twice the profits, and triple the revenues. Now, a Positive thoughts, “I could couch-surf, save on
new technique was used to structure this mission into a jigsaw of smaller pieces backed by logic hotel bills and save money.”
that bring the dream within reach.
In July, IOT’s Extended Leadership, represented
by 45 colleagues from 15 sites, gathered in Mumbai Objective-oriented, “I need to manage time
to create a roadmap for IOT’s Vision 0123. They grounded to explore and return”
included stakeholders from HSSE, Finance, Assets &
Operations, Business Development, Human
Resources, Operations & Maintenance, and
Communications.
Spotting risks, “Holiday later. Settle
Each team of six or seven people was given two backed by logic credit card bills first!”
terminals for whom they were to devise growth
strategies based on their respective priorities. For
instance, a project in the pipeline had different
priorities than a location already being operated and
maintained for a customer, or an independent site.
Applying the different-colored modes of converted into action plans, and the resources
The colleagues were given sheets of white, red, thinking to the terminals they had been needed to execute them were discussed. The
green, yellow, blue and black paper, from which assigned gave colleagues dozens of thoughts, biggest takeaway from the technique, quite
participants crafted one cap in each colour, ideas and plans. They posted their ideas on apart from giving participants a detailed
symbolizing a specific mode of thinking. As they boards distributed across a large hall, then, timeline of things they could achieve in a year,
donned each “thinking cap,” they were called on to after taking a look at the others’ boards, added was that it is possible to develop a concrete
think only in that particular mode. So, if the objective more ideas. Each team returned to their own blueprint from a one-line idea. They returned
DISCUSSION, DEBATE AND DELIBERATION were, say, “Going on vacation”, the six thinking caps boards enriched with additional thoughts from to their respective sites better prepared to
One idea in particular promises great would help to break the issue down as follows: experts in other domains. The ideas were chart the journey to Vision 0123.
potential for the future
24 CONNECTIONS CONNECTIONS 25EUROPE L E I S U R E & E N T E R TA I N M E N T
Giving to the Brain and
House of Stars Behavior
Oiltanking Stolthaven Antwerp did some good and encouraged the When explaining human
reuse of resources by donating little used work clothing to Sterrenhuis, behavior, the extent to which
a charity that supports people requiring care. the environment influences
human personality has not been
When the HSSE department at Oiltanking Stolthaven raincoats, 35 body-warmers, twelve fleece shirts and four
Antwerp (OTSA) bought new work clothing for the pairs of trousers. He was welcomed by Els Dehaemers and
clarified. However, genetics evidently play
employees this summer, the idea was floated to donate the Wendy Adriaasen of Sterrenhuis, who gave him a guided a significant role in the development of
used garments to a charity, as they were still in good tour of the facilities, explained their work, and served him
human behavior, and the neuro-anatomical
condition. The colleagues picked “Sterrenhuis” (House of coffee and homemade cookies. He also got to meet some of
Stars), a facility where people with physical and/or mental the residents and their supervisors. When Geert left, he construction of the brain appears to be of vital
disabilities are cared for during the day, or even live full- took with him two books about the Sterrenhuis given to importance.
time. At Sterrenhuis, they are able to gain work experience him by its people, and a feeling of having both given and
(e.g. bake bread, craft wooden toys), participate in sports received joy.
and all sorts of recreational activities, receive various types The human brain begins its development during When the magnet is turned off, the hydrogen atoms
of assistance, and much more. The Sterrenhuis was established in 1974 on the initiative of the very early stages of life and continues through revert to their original positions. The crucial point:
two parents acting on the need for – and lack of – facilities into adulthood – up to the age of 40 years. In different types of tissue, for example, brain,
And so, on June 12, 2017 OTSA Managing Director Geert to provide care and support for young adults with moderate water, nerves or adipose tissue, it takes different
Verhaeghe went to visit the organization bearing 60 to severe mental disabilities. The facility has grown Knowing the design of the brain helps to understand times for the atoms to return to their original
continually since, and how parts of it interact with the rest of the nervous alignment. This interval can be measured and used
is now part of Rotonde system to influence human behavior. Marcus Kaiser, for the computer to map the interior of the body.
vzw, an organization a professor of neuroinformatics at Newcastle
that provides care for University, and his team use computer simulations Based on their brain research over the last 15
250 disabled persons and network analysis to replicate the dynamics and years, the latest findings by Marcus Kaiser’s team
© Marcus Kaiser, Newcastle University, www.dynamic-connectome.org
at several similar development of neural networks in hopes of better show that in addition to genetic and environmental
establishments across understanding the link between structure and drivers, the exact time and development of each
Belgium. dynamics. Using a technique called diffusion tensor neuron and its position during brain maturation are
imaging (DTI), they research how different parts of key to ensuring that the right connections are
the human brain are (inter)connected. This involves made. “If we can better understand these physical
the test subject being placed in a magnetic changes, it could lead to new treatments and better
resonance imaging (MRI) diagnoses of a variety of
tomograph (a large tube linked to conditions such as
a powerful electromagnet), which schizophrenia or autism, which
produces a magnetic field ten are akin to changes in the
thousand times stronger than network organization of the
that of planet Earth. This field brain,” explains Kaiser.
A PERFECT FIT! now stimulates specific particles
Helping others makes that abound in our body:
you happy – just ask
© Sterrenhuis
hydrogen atoms. Excited by the
Geert Verhaeghe, PROFESSOR MARCUS KAISER
Managing Director magnetic field, they all begin to works on the simulations of the
Oiltanking Stolthaven turn in the same direction (like a dynamics and development of
Antwerp (white shirt) compass needle turning north). neural networks
26 CONNECTIONS CONNECTIONS 27PEOPLE & PLACES PEOPLE & PLACES
MUMBAY'S BUSY LIFELINES,
INTERRUPTED Railway tracks for the
Weathering
trains that carry 10 million travellers
every day were knee-deep in water
the
At the end of August, two Oiltanking locations – though at opposite
ends of the Earth – faced the same extreme weather conditions. How
did our colleagues at Oiltanking in Texas (Houston and Texas City) and
IOT in India (Mumbai) cope with the devastating floods in their
respective regions?
In the end, relief prevailed. A cumulonimbus cloud path, rain fell for four days straight and dumped 34
Mayhem in When Mumbai received 294
mm (11.5 inches) of
them had crossed over safely. Only after making
sure that the water level was safe did they
nine kilometers tall had brought Mumbai’s worst
rainfall in 12 years. The next day – which had been
billion cbm (9 trillion gal) of water on the Houston
metropolitan area. Some locations received up to
Mumbai precipitation on a single day, proceed, thus demonstrating a safe path for declared a bank holiday as a precaution – dawned 127 cm (50 in) of rain – more rainfall than Texas
August 29, the city those who followed. with bright sunshine, and the financial capital normally receives on an annual basis.
administration ordered widespread evacuations. bounced back within hours. Although some joked,
IOT employees melted into the crowds of six Mumbai was a quagmire of tortuous bottlenecks after the storm had passed, that the weather was South of Houston, Oiltanking’s terminals in Texas
million citizens with prayer on their lips and and flooded roads. Bharati Srinivasan, Head like an angry child who throws a tantrum one day City began to implement their Hurricane Procedure
HSSE lessons in their minds as they left the Legal Department, spent four hours in a traffic and the next day acts as if nothing had happened. as Harvey entered into the Gulf Coast. The terminals
terminal and office. jam. Kavita Shetty of the secretarial team and But, with 24 people dead and 47 million dollars in checked all tank levels for a “hurricane heel” – a
Yogesh Damle, Head Corporate Communications, damage, Mumbai knows that safety – and the minimum amount of product in a tank to prevent
A bus full of employees who live in Mumbai’s far took over an hour to walk home, as their usual weather – is no joking matter. floating in the event of flooding – and began
western suburbs, which were now under 182 path – normally only minutes long – had turned removing unsecured objects and motors in low-lying
cm of water, wound its way to the company’s into a river, forcing people to gingerly pick their areas prone to flooding. As Harvey made landfall,
guesthouse in the neighborhood of Mulund,
which was "less" flooded under 45 cm of water.
way around open drains, manholes and electric
boxes in thigh-deep waters.
Havoc around On August 26, Hurricane
Harvey became the first
high water prevented operators from accessing
Oiltanking Texas City (OTTC). Four operators
The guesthouse gave the displaced employees Houston Category 4 storm to hit Texas volunteered to stay at the terminal from Saturday to
a warm and safe place to stay, where they could While Satyanarayanan ‘Satya’ Asokan, CEO of since Hurricane Carla in 1961. Wednesday to help protect the terminal from
stay in touch with their families by phone. ZIOL, Goa, kept his feet dry, his flight [home] Usually, hurricanes that threaten the United States flooding. The operators took shifts monitoring water
was delayed by three hours due to poor make landfall along the coast, then continue into the levels and rotating portable, diesel-run pumps to
Other colleagues encountered dangerously visibility. His colleague Atul Kharate, Head of interior of the country, losing intensity and spreading areas where water was building up too quickly for
flooded roads on their drive home. Rajesh Operations & Maintenance at IOT, was tossed rain across multiple states. Hurricane Harvey, drains to handle. At Oiltanking Galveston County
Ganesh, Vice President (Finance), and Shashank around in severe turbulence on another, however, was a very unusual storm. After making (OTGAL), members of the Operations group who live
Yagnick, Deputy General Manager (Business Mumbai-bound flight, then had to spend the landfall, Harvey stalled around 200 km (130 mi) close to the terminal were able to travel back and
Process and Planning), ignored the angry night in the arrival terminal as there were no west of Houston before returning into the Gulf of forth to make sure portable pumps positioned
honking of drivers behind them, and refused to taxis on the roads. Mexico and making a second landfall to the east of around the terminal were fueled, running, and
enter flooded sections until the cars ahead of Houston near Beaumont, Texas. Due to this unusual draining properly. (continued on page 30)
28 CONNECTIONS CONNECTIONS 29PEOPLE & PLACES PEOPLE & PLACES
SILVER LINING While
“Harvey” wreaked havoc on
Tis the
Season
infrastructure and landscapes,
the hurricane also bound
people together
Scooter Wilson, the Terminal Manager of OTTC, highlights
that flooding in the terminal could have caused up to For some people, changing seasons are accompanied by changes in their
$100,000 worth of damage to equipment, but through mood and daily routine. They may get the “winter blues”, “February blahs” or
the four operators´ efforts and the preparedness of the
terminal’s Hurricane Team, OTTC suffered zero equipment “spring fever.” One period that invariably brings a boost to the spirit of caring
damage. At OTGAL, the Operations group was able to and sharing at Oiltanking, along with a wealth of special activities, is the
continue receiving product from DOW’s unit and maintain
pipelines to and from OTTC. OTGAL’s Terminal Manager,
end of the year, when many celebrate Christmas and/or the advent of the
Justin Payne, commended the team’s commitment and New Year. Let’s have a look.*
drive: “No one complained, no one asked questions...
they knew we had a plan in place, and they executed it
flawlessly.”
While the Oiltanking terminals survived the storm, many
THE NETHERLANDS/AMSTERDAM
terminal employees in surrounding areas experienced Just as trees and festive decorations are long-
extreme flooding in their neighborhoods. As soon as established Christmas customs, so Oiltanking
dangerously high water subsided and roads reopened, Amsterdam’s annual Christmas donation has become
Scooter Wilson and Justin Payne reached out to every a cherished tradition. In the past few years, the
terminal employee, compiled a list of those impacted by terminal has made donations to the Big Ali sports
the storm, and offered assistance with post-flood cleanup. club and Amador Nita Foundation. This combined
Crews of OTTC and OTGAL employees less affected by the local charity organizes events and sports activities
flooding went to co-workers’ homes to help remove for the residents of Westerpark, a district in the
debris and aid the cleanup process. Some employees even lent personal vehicles to those who lost their means immediate proximity of the terminal. Oiltanking’s
of transportation in high water. Weeks after the storm, OTTC and OTGAL continue to provide assistance to donation around Christmastime goes towards
those in need. hosting a festive party including dinner,
drinks and music for the homeless and
In the face of a natural disaster, Oiltanking and its employees in Texas have shown dedication not only to underprivileged people of this city district.
preserving the company’s terminal assets, but to aiding and supporting fellow employees as they recover from Residents can count on it again this year!
devastation and loss.
* Due to the printing deadline
events are stated either in
BELOVED TRADITION retrospective or preview
Also children of the
colleagues of Oiltanking
Amsterdam received
HIGH FIVE Four operators gifts at Sinterklaas
(from left: Esteban Reyes, (Saint Nicholas)
Gabriel Ross, Kevin Parrish,
Mike Estes) voluntarily stayed
at the terminal in Texas City
for five consecutive days to
protect it from flooding
30 CONNECTIONS CONNECTIONS 31You can also read
