№54 january-february 2018 new - salym petroleum …

6-132017: CHALLENGES, ACHIEVEMENTS

16-21BEST TEAM — BEST PROJECT

22-26FATIGUE MANAGEMENT

№54 JANUARY-FEBRUARY 2018

HORIZONSNEW

C O R P O R A T E P U B L I C A T I O N O F S A L Y M P E T R O L E U M D E V E L O P M E N T N . V .

6Salym Petroleum New Horizons

Salym Petroleum Development N.V.Moscow Representative Office of the company: The Russian Federation, 123242, Moscow Novinsky Boulevard, 31, telephone +7 (495) 518 9720, fax +7 (495) 518 9722

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4 NEWSEvents of the company and its shareholders

6 RESULTS 2017:Challenges, difficulties, SPD decisions on the path to new heights

14 SOCIAL INVESTMENTSSPD contribution to Ugra residents’ well-being

16 BEST TEAM — BEST PROJECTDenis Paramoshin, Field Manager, about SPD people and team work

22 FATIGUE: SYMPTOMS, CAUSESHow SPD manages fatigue risk

Shell

In February 2018, a formal ceremony of hoisting the national flag of the Russian Federation took place in Saint Petersburg, on board a new multi-functional ice-breaker ship for provision of producing platforms, Yevgeny Primakov. Its technical properties make it one of the best in its class. The vessel is designed for op-eration in complicated ice and navigation conditions of the Far East sea basin. The multi-year experience accumulated by Sovcomflot during its work on Sakhalin-1 and Sakhalin-2 projects has been taken into account during ship design and construction.

The vessel joined Sovcomflot Group fleet, increasing the number of ships involved in Sakahalin-2 project to 12 — 3 oil tankers, 2 LNG carriers, and 7 supply and provision vessels.

Yevgeny Primakov is also go-ing to perform search and rescue duty and quickly react to possible contingencies dur-ing the year-long navigation, and if necessary — provide comprehensive underwater engineering and repair op-erations.

The formal ceremony was attended by Dmitry Rogozin, Deputy Chair of the Govern-ment of the Russian Federa-tion, Sergey Movchan, Vice Governor of Saint Petersburg, Viktor Olersky, Deputy Minis-ter of Transport of the Rus-sian Federation — Head of the Federal Agency for Sea and Inland Water Transport, Igor Ignatiev, VP Government Re-lations and Deputy CCH, SEP-SR, Ole Myklestad, Production Director, Sakhalin Energy, and Sergey Frank, Director Gener-al — Chairman of the Board, Sovcomflot PJSC.

South Hub Acknowledged As Best Exploration ProjectIn the end of December, Saint Petersburg hosted the Recog-nition of The Best awards cere-mony annually held by Gazprom neft PJSC among its subsidiar-ies and joint projects. SPD’s South Hub project has been ac-knowledged as the best explo-ration project. SPD received an award and a letter of gratitude from the shareholder company for successful completion of the Assess phase of the project

“This award confirms the high professionalism of our team which has performed enor-mous work to confirm the pres-ence of substantial oil reserves in South Upper Salym. South Hub is a project of strategic im-portance for our company, and

its detailed elaboration plays a significant role in the success of its design and development. I would like to extend congratu-lations on the occasion of the well-deserved award and thank the entire South Hub project team, Subsurface Engineering, Well Engineering, our contrac-tors, and all the colleagues in-volved in performance of work on this project. I am sure that, with enthusiasm and energy like that, SPD will undoubt-edly achieve new success in the most diverse areas of its activities,” Yakov Volokitin, Pe-troleum Engineering Manager, pointed out.

South Hub is one of the com-pany’s key resource base de-

velopment projects. Its re-courses are concentrated in South Upper Salym on the area of 150 km2 where an es-timated 300 wells are going to be drilled. South Hub devel-opment will make it possible for the company to achieve the production level of 7 mil-lion tons of oil and will ensure about a half of SPD’s cumu-lative production volume in 2020–2023. By now, SPD has drilled three exploration wells at South Hub, and will drill three more in early 2018. The data obtained will make it pos-sible for SPD to receive the in-formation required for detailed planning of development of the area’s resources and construc-tion of infrastructure facilities.

SPD shared experience in separate waste collectionOn January 26, Galina Lapkovs-kaya, Head of the Nefteyugansk District, visited the village of Salym. She had a meeting with the village administration led by Natalia Akhmetzyanova and with SPD representatives. During the meeting the parties discussed SPD’s successful experience in waste segregation.

Ekaterina Smirnova, Lead En-vironmental Specialist at SPD, spoke about the separate waste collection program which was launched at the Salym group of oil fields in 2017. SPD has ar-ranged for separate waste col-

lection in special containers, and ensured their handover for processing. Besides, the compa-ny’s environmentalists held sev-eral presentations and contests at the field in order to tell the employees about the program and get them interested. Fol-lowing up on the results of 2017, SPD collected over 79 tons of cardboard, over 6 tons of plas-tics, and almost 3 tons of glass.

Head of the Nefteyugansk Dis-trict commended SPD’s experi-ence and assured that the Dis-trict would use the company’s best practices in further work

on separate waste collection ar-rangement.

Galina Lapkovskaya pointed out, “We work methodically in the area of environmental impor-tance: relevant documents have been developed, special con-tainers for plastics, paper, and tin are installed in the District’s settlements. Since 2015, 53 containers for separate waste collection have been installed in the Nefteyugansk District’s settlements, whilst the actual separate garbage collection is carried out by specialized and licensed entities.”

10 representatives of Salym Petroleum Development (SPD) participated in the First Inter-national Youth Scientific and Practical Forum, Oil Capital, that took place in Surgut on February 8–9. At this event, SPD was represented by Vladislav Lekomtsev, Operations Man-ager, Yaroslav Gorbachev, Chief Geologist, Oleg Tya tyushkin, Business Improvement Man-ager, Alexey Kozlenko, Senior HSSE Management System Specialist, Svyatoslav Kryanev and Oleg Plokhotnichenko — Reservoir Engineers, Daniil Fedotov and Alexander Ma-karov — Geologists as well as Ivan Tushov and Rustam Khis-matullin — Oil and Gas Produc-tion Operators.

“At this conference, our com-pany’s young professionals have presented a broad range of speeches on applying cut-ting-edge technologies and innovations, including produc-tion safety, oil field operation, geological exploration, drilling and intensifying well opera-tion”, Vladislav Lekomtsev, Op-erations Manager, emphasized. “All of our presentations were met with great interest by par-ticipants and organizers who

noted the high level of detail, professionalism, and system-atic approach to technologies and innovations. As a com-pany, we can use this venue to demonstrate our efficiency, in-novative capability and profes-sionalism. Participation in such a forum is one of the key items of our positioning in the region and beyond.”

Young specialists from SPD contributed to conference sec-tions on Technologies of the Future for Oil and Gas Produc-ing Regions with six speeches. They presented the company’s cutting-edge experience in various aspects of produc-tion activities — digital field management, smart water-flooding, optimizing logging programs during sidetracking, comprehensive modeling at well construction stages. Fo-rum participants paid special attention to speeches on Smart Field technologies and the electronic permit-to-work sys-tem. Besides, Vladislav Lekom-tsev gave a speech on Smart Fields — Salym Petroleum Ex-perience at the round table on Global Trends of Oil and Gas Industry Today and Tomorrow. SPD shared approaches to ef-

ficiency improvement applied by the company at the Salym group of oil fields within Lean Production and Continuous Im-provements section.

Kirill Molodtsov, Deputy Min-ister of Energy of the Russian Federation, Igor Kholman-skikh, Presidential Plenipoten-tiary Envoy to the Urals Fed-eral District, and Natalya Komarova, Governor of the Khanty-Mansiysk Autonomous Okrug – Ugra addressed young specialists with a greeting at the opening of the forum. The event program included an ex-hibition, a conference, round tables, business meetings and an innovative projects com-petition. According to Alexey Zabozlayev, Deputy Governor of the Autonomous Okrug, over 700 people from 26 Rus-sian regions and 8 countries have participated in the fo-rum. 12 sections and 5 round tables featured 198 speeches and 33 competition entries. The forum was supported by the Russian Academy of Sci-ences, Ministry of Natural Re-sources, Government of the Khanty-Mansiysk Autonomous Okrug – Ugra, SPD and other oil companies.

Gazprom Neft

Gazprom Neft has complet-ed auditing of the company’s hydrocarbon reserves as of 2017. As of 31 December 2017, the company’s total proved and probable hydro-carbon reserves (including proportional shares in pro-duction at joint enterprises) based on SPE-PRMS* in-ternational standards to-taled 2.78 billion tones of oil equivalent — a year-on-year increase of 2.3%. Pro-duction volumes in 2017, at 89.75 million toe, were compensated by reserves replacement in the order of 170%. The audit was under-taken by independent inter-national consulting company DeGolyer and MacNaughton.

Gazprom neft’s proved hy-drocarbon reserves as of end 2017 are estimated at 1.52 billion toe — an in-crease of 0.6 percent, year-on-year. The reserve re-placement ratio for this category of reserves is 110%. Gazprom Neft’s reserves-to-production ratio in terms of proved hydro carbon reserves (SPE-PRMS standards) is 17 years. According to SEC standards,** the company’s total hydrocarbon reserves stand at 1.34 billion toe (an increase of 3.4% over 2017).

4 new wells and 42 hydro-carbon deposits were dis-covered last year throughout the group’s license blocks.

** SPE-PRMS (Petroleum Resources Management System) is a system of hydrocarbon reserves estimation de-veloped by the Society of Petroleum Engineers (SPE).

*** a hydrocarbon reserves clas-sification system developed by U.S. Securities and Exchange Commis-sion (SEC).

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№54 JANUARY – FEBRUARY 2018NEW HORIZONS

4


NEWS OF THE COMPANY AND ITS SHAREHOLDERS NEWS OF THE COMPANY AND ITS SHAREHOLDERS

SPD presented its experience at the “Oil Capital” international forum

The year 2017 was more difficult in terms of safety compared to 2016. Nevertheless, the year 2017 con-firmed to SPD that its approach to safety issues was right. 4 incidents were registered at the oil field over the year and 7 employees got in-jured. Results of these incidents’ investigations show that one of the key causes is ignoring safety rules. Compliance with norms and regu-lations adopted in the industry and at the company is the foundation of SPD approach to safety. Com-pared to 274 LTI-free days achieved in 2016, the statistics of 2017 is an important signal that SPD team, its contractors and subcontractors must be even more purposeful on their path to Goal Zero.

Many contractors have worked in-cident-free since the first day of the Salym project. And this is almost 15 years now! In order to achieve such high level of safety performance across the company, we continue the development of Safety Culture (SC). The company is actively involving contractor employees and management teams in this process. As of the end 2017, SC ori-entation sessions were attended by 95% of oil field workers, while 86% of SPD and contractor supervisors were trained in Supervising Safety Culture skills. In 2017, the company finished cooperation with JMJ As-sociates, a partner in this discipline, and continues the commenced work using its own resources — 22 SC leaders and 7 co-leaders, 27 naviga-tors / coaches as well as 6 SC com-munities. The year 2018 will be de-finitive — it will demonstrate to what extent SPD is ready to develop Safety

Culture without external assistance. It is very important for the company to find the right balance in encourag-ing care for colleagues and punishing for rules and norms violations. Eve-ryone’s caring attitude and support is essential for achieving sustainable performance in injury-free work.

The fact that the company has all it takes to succeed is witnessed by achievements in other industrial safety areas. For instance, thanks to continuous development of employ-ees’ hazard identification skills, the number of registered HiPo’s in SPD is growing. The large-scale work to-wards road safety yields its fruit as well. In 2017, the company achieved a record-breaking period of 318 days without vehicle run-offs and roll-overs at the oil field, for the first time in its history. Nevertheless, no

less severe incidents with contrac-tor representatives at the federal highway confirm that one needs to be as alert as possible.

An important safety discipline in 2017 was environmental safety. Al-though SPD has been constantly focusing on this work, in the Year of Ecology the company invigorated its environmental activity and

SAFETY AND INTEGRITY

results

was a year of achievements, records and discoveries, a year of challenges and difficulties that SPD overcame due to its highest

professionalism, maximum concentration of efforts and working as one team.2017

7


Everyone’s caring attitude and support is essential for achieving

sustainable performance in injury-free work

RESULTS OF 2017

they applied mud acid treatment of producers as well as two-pack-er assemblies to shut off produc-tion casing leakiness and watered layers.

The constant focus on well drill-ing optimization made it possi-ble for SPD to reduce duration of well construction of various types. Compared to 2016, drilling times for standard wells reduced by 1.6 days, extended reach wells (up to 2,100 m) — by 1 day and horizon-tal wells — by 3.3 days. The aver-age length of horizontal boreholes drilled in the pay section increased from 600 m in 2016 to 1,000 m in 2017. The company substantially reduced the time for performance of the work towards conversion of producers to water management system. In 2017, drilling experts ap-plied Mongoose, a new technology that employs performance of mul-ti-stage hydraulic fracturing using coil tubing.

SPD has achieved significant results in improving operation of electric submersible pumps (ESPs) that all producers are equipped with. By the beginning of December 2017, the Mean Time Between Failures pa-rameter reached a record-breaking value of 565 days (+15% to plan). ESP Turnaround Period reached 1,023 days (+32% to plan).

Excellent results were demon-strated in other disciplines as well. Associated petroleum gas utiliza-tion level was 99%; equipment op-

erating factor, about 97%. These indicators are outstanding for the industry! According to an estimate by Shell (one of SPD shareholders) experts, the company is number 2 in Wells Reservoir Facilities Man-agement.

Successful implementation of fu-ture production plans and Strategy 2020 as a whole largely depends on the state of the company’s op-erating infrastructure. In 2017, SPD successfully completed reconstruc-tion of the multi-phase pumping station (MPPS) at the Upper Sa-lym field, starting up the 4th pump ahead of schedule. Moreover, the company created the technical ba-sis for subsequent MPPS expansion with the 5th pump. Notwithstanding having to change the dehydration plant (DHP) construction contrac-tor, the project has now entered its final stage. SPD also started up the produced water pumping station at Central Processing Facility (CPF), repaired and upgraded the pumps of the modular compressor pump-ing station at Upper Salym and Flowserve oil pumps at CPF.

2017 was the year of completion of the large-scale Snezhnaya project for assurance of ad-ditional electric power for the oil field. Its implementa-tion substantially enhanced power safety of facilities at the Salym group of oil fields, and SPD also significantly reduced electricity purchas-ing costs. Over the year,

implemented over 25 actions. In par-ticular, SPD has completed the many years’ legacy wells abandonment program, started separate domestic waste collection, and tested the ap-plicability of pitless drilling technol-ogy at the Salym group of oil fields. A well construction model like this will make it possible for our company not only to substantially contribute to preservation of the nature in the Salym land but also to continue ac-tive work on operating expenses op-timization and operating efficiency enhancement. A distinctive result of environmental activity in 2017 was SPD’s 4th place in the Environmen-tal Responsibility rating of Russia’s oil and gas companies compiled by the World Wide Fund (WWF). In 2018, SPD will continue its nature pres-ervation activities, specifically, will begin the implementation of a large-scale waste management project.

To preserve the region’s fragile na-ture for future generations, SPD

is actively working on maintaining the integrity of its pipeline system. Over the year 2017 alone, the pipe-line system grew by further 50 km and 11 loopings — pipeline sections required for system throughput in-crease. Over the same period, over 630 defects were repaired at pipe-lines and 4 areas were replaced; 5 pig launchers/receivers were also installed. The work in this discipline made it possible for SPD to more than halve the amount of accidental oil deferments as compared to 2016 as well as achieve a minimum leak parameter. The company’s share-holders have approved the plan of external pipeline restoration; its implementation will begin in 2018. Over the past year, SPD developed and implemented new pipeline in-spection technologies. Now techni-cal state of pipeline is supervised by continuous eddy current scan-ning method, while pipeline routes are monitored with unmanned aer-ial devices.

Salym Petroleum is actively using new technologies and approaches to well construction and oil produc-

tion. Thanks to these and to continu-ous aspiration for production man-

agement improvement, SPD keeps confidently creating the conditions required for achieving its strategic

target of 7 million tons of oil. In 2017, SPD beat the production

target by 0.5%, producing around 6,140 tons.

The company’s well stock exceeds 1,200 wells and its

watercut is increasing. That is why SPD experts are inten-

sifying well interventions, both conventional and new ones. In

particular, 2017 was the first time

PRODUCTION AND INFRASTRUCTURE

9


8


SPD is creating the conditions required for achieving the strategic target of 7 million tons of oil

RESULTS OF 2017 RESULTS OF 2017

Notwithstanding relative stabiliza-tion in the global economy, oil com-panies are forced to build their op-erations in the conditions of low oil prices. SPD is no exception here: in order to succeed in the future we must act now.

On the one hand, SPD still remains a financially stable company. It fi-nances its projects completely on account of its own funds and pays regular dividend to its sharehold-ers. On the other hand, the com-pany’s long-term outlook makes it obvious that we need to work on efficiency improvement and costs optimization in order to ensure con-fident development in the future. That is why the company has devel-oped and is implementing several optimization programs in the areas of power engineering, well inter-ventions, equipment operations,

management efficiency improve-ment as well as a project of office consolidation. In particular, optimi-zation of ESP operation has reduced their power consumption by 5%. The company changed the process of gauging pig runs for pipeline state monitoring. Now, instead of contractors, this operation is per-formed by SPD employees. The sav-ings amounted to 14 million rubles a year.

Despite the significant attention to company’s capital projects, it is still not able to complete them on time. This makes subsequent project de-fense to shareholders and their im-plementation more complicated due to budget limitations. SPD manage-ment will continue to keep them un-der close control and is counting on team work and high-quality interac-tion with contractors.

jobs and deepened wells at four well pads to Achimov horizon.

Within the pilot project of oil recov-ery enhancement based on inject-ing a three-component mixture of alkaline, surfactant and polymer (ASP) into the reservoir, the com-pany achieved the intended target by producing 3,000 tons of oil from completely watered wells. This was exactly the target set for the com-pany at the beginning of the experi-ment. Oil recovery factor at the pilot area reached 67%, of which the ef-fect of ASP technology application was 15%. SPD will keep producing oil until the end of the pilot project

in Q1 2018. Now we can say in all certainty that the ASP pilot project has proven technically successful. Salym Petroleum has proven that this enhanced oil recovery technol-ogy works under the condition of the West Siberian oil province. Company experts are currently gathering and analyzing the information obtained within the pilot project to present the final results to the shareholders and key representatives of state au-thorities. The company is planning to demonstrate the advantages of applying such methods of sustain-able subsoil usage further scaling of which requires revision of the exist-ing tax system.

The company’s success goes hand in hand with resource base devel-opment. In 2017, SPD substantially advanced towards growing hydro-carbon reserves. The two explora-tion wells drilled in May and Sep-

tember at South Hub provided an additional confirmation of the out-look for this section. Moreover, the company has already built and put onstream one well pad there. The plan is to complete exploration for

this project in early 2018 by drill-ing three more wells. Thus, the South Hub project is moving from Assess to Select phase, when com-pany experts are going to consider the options for development of this

section and construction of in-frastructure facilities there in

a more detailed manner. The professional approach in ex-ecution of this project was

acknowledged by our share-holders: South Hub was rec-

ognized as the best exploration project among Gazprom neft ven-tures in 2017.

SPD experts have completed the studies program for 2017 in full, carried out two hydraulic fracturing

the company has completed the en-ergy audit and received an energy charter.

Along with production facilities, SPD continued the active develop-ment of residential and adminis-trative / domestic infrastructure. A new cafeteria and administra-tive building in the West Salym oil

field are already built; construction works at the Base Camp and ac-commodation camp at quarry 5 are being completed.

As for informational infrastructure, SPD has launched a new production domain safety system and provided all new production facilities with mo-bile coverage.

RESOURCE BASE AND ASP

FINANCE AND EFFICIENCY

11


SPD has proven ASP efficiency


The fact that working as one team is SPD’s strength is witnessed not only by defense of the budget but also by successful implementation of the contract holders’ efficiency

enhancement program as well as by the results of the annual People Survey. During the year, SPD has not only trained key contract hold-ers but also built a simple and clear system of relations between the

employees involved in contractor management.

The People Survey has demonstrated a positive trend in employees’ per-

ception of the company’s manage-ment as one team along with

the fact that various functions interact with each other ef-

ficiently for the benefit of the common cause. At the

same time, employees’ re-sponses to personnel engage-

ment survey show that we need to work together more, not only

at the level of various units, but the offices’ level as well. Only together can we achieve the targets set forth.

At the end of 2017, the company held a Development Week for its

The focus on efficiency improvement is an integral component of SPD phi-losophy. The company is working on more active implementation of Lean Manufacturing methodologies and practices. Over a year, more than 400 company employees learned about it. Using the Lean Manufacturing meth-odology, coupled with team work prin-ciples, help the company achieve im-pressive results. For instance, putting into operation the brine plant and pro-active killing team made it possible to reduce the duration of simple ESP replacement by an average of 5 hours as compared to 2016. SPD’s prize-winning places at the project contest within the international productivity leaders’ competition for the Gastev Cup are the evidence of its success in business efficiency improvement.

SPD continues to develop the ARIS-TO continuous improvement sys-tem. Since the time the program was launched, employees submitted over 1.5 thousand improvement ide-as. Effect from the initiatives imple-mented in 2017 exceeded 185 mil-lion rubles. This is 2.5 times more than a year before.

In 2017, SPD prepared and submit-ted the 2018 Work Program and Budget (WP&B) to be reviewed by shareholders one month earlier than usual. Thanks to the aligned work of all the disciplines involved in WP&B generation SPD prepared five potential development scenari-os for SPD, and also approved the 2018 WP&B with shareholders on the first try.

PEOPLE AND SOCIETY

employees — a series of events where speakers talked about the significance of continuous devel-opment of everyone in the team. SPD not only aspires to develop its own employees but also helps resi-dents of the land where it operates acquire the necessary skills. This approach opens up new opportu-nities for Ugra residents. For in-stance, in 2017 SPD organized First Aid courses and Defensive Driving courses for professional bus driv-ers. Besides, in 2017 SPD contin-ued providing higher education grants to the best graduates of local schools and hold train-ing sessions in career guid-ance for senior students involving SPD specialists.

The company’s social pro-grams reinforce SPD’s image as a good neighbor and broadcast the attitude that the company adopts towards the issues of safety, en-vironmental preservation, and re-sponsible subsoil usage. The ef-ficiency of SPD’s social programs

is confirmed not only at the local and regional, but also at the Russian and international

levels. In 2017, SPD received a prestigious Excellence Award

in Social Responsibility awarded by World Petroleum Council once eve-ry three years at the World Petrole-um Congress. This, and many other awards received by the company and its employees are the evidence that SPD is the industry leader in many dimensions.

It is important not to become com-placent and to move forward cou-rageously. The year 2018 promises to be a complex and interesting one for the company and each member

of SPD team. The world is chang-ing quickly, and to stay in the game you need to be ready to changes. Salym Petroleum has everything necessary to achieve its objec-tives — a team of professionals, a resource base, cutting-edge technologies and, most important-ly, the company has its adamant character and forward-looking attitude.

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12


Today’s results are the foundation of SPD’s future achievements.


Social projects by SPD are aimed at continuous improvement of life quality in the region

SPD purchases contemporary equipment for training

students. In 2017, SPD helped the Ugra State University

acquire Oil Field Equipment training equipment and

computer simulators

high school students from Salym, Sentyabrsky and

Pyt-Yakh schools have used SPD grants to get higher

education

5,500 Ugra residents participated

1,000teams

100million rubles

100people

SPD and Ugra State Universitycooperation programs

For 9 years, SPD has supported the regional stage of

international championship on company management —

“Growth Point” Ugra Cup

“Growth Point”Ugra Cup

Career guidancefor school students

Mobile intensive care units for Salym

60over

high school students from local schools

annually attend career guidance sessions

organized by SPD

50over

was invested by SPD in creating and developing

Ulybka (“Smile”) kindergarten in Salym village

Educational grants program

Mobile intensive care units for KhMAO – Ugra residents

received training on First Aid basics

at courses organized by SPD

First Aid Basics training courses

complete with equipment sets including defibrillators and

mobile resuscitation systems with mechanical ventilation

machines

SPD purchased a high-tech ultrasound device,

comprehensive equipment for ophthalmologist examination

room, and a unit for dentist’s room used to treat

over 32,000 people

2

Equipment for Salym hospital

Pre-schooleducation

complete with mechanical lung ventilation machines for local hospitals

ambulances were purchased by SPD for local hospitals

Inside just Salym village, these vehicles were used to perform:

90 life-saving events;300 road accidents calls;

about 2,000 emergency transportations on calls

7 mobile ICUs were handed over by SPD to medical institutions of KhMAO – Ugra

CARING FOR UGRA RESIDENTS

from 2003 to 2017

1.2 BILLION RUBLESOF SOCIAL INVESTMENTS

— Denis, tell us where you are from. Where did you grow up and study?

— I was born in Bashkiria. When I was 9 my parents de-cided to go to the North. They were planning to work there for 3 years and come back but eventually they lived there from 1987 till 2016. Lyantor is my childhood city. As I got older, I realized that I grew up sur-rounded by very honest and reliable people. In the north, people will never look the other way if someone is in trouble. As a child, I also saw how street neighbors took in families from burnt-down log cabins, which were the prevailing type of housing at the time. We gave shelter to some fire victims too until they were provided with housing. If someone’s car breaks down on a winter road other drivers will help repair it or pick you up from the highway to avoid frostbite. No one will just drive by, they will always stop. It cannot be any other way here. That is why human ties are very strong. My classmates, for instance, are scattered all over Russia but we invariably meet and support each other, always stay in touch.

We lived in a modest man-ner; I was never a spoilt child. My father worked at a utilities company. He is a very purpose-ful person and he strived to achieve more for the family in those hard times, he worked a lot. In a while he moved to a company installing safety and fire detection systems, etc., and when I was in the 9th grade, he created his own small firm.

Life in Lyantor is inseparable from oil and gas production

and processing. In 1994, Sur-gutneftegaz gave successful school graduates an opportu-nity to get additional training with a prospect of enrolling at Gubkin University of Oil and

Gas. I was a good student and graduated from school with a medal. Based on the results of this training I passed the ex-ams and received a confirma-

tion of my enrollment to this college in Moscow — to Devel-opment and Operation of Oil and Gas Fields department — even before my prom night at school; my tuition was paid for by Surgutneftegaz. That year’s graduates with medals also had an alternative of going to any college in Tyumen based on the results of an interview. This was certainly closer to home but I held council with my father and went to Moscow. Now the second generation of

oil workers is growing up in our family — my daughter got into Saint Petersburg Mining Uni-versity, Oil and Gas Geology de-partment, and has successfully passed her first term exams.

Different things happened while I was at college. Living in a hos-tel with its joys and challenges, the turbulent 90s, demand-ing and respected Soviet-style professors. But it was interest-ing and I was happy to learn, I helped my fellow students with term papers, review works and drawings, got a side job — I found time for everything. The most valuable thing was com-municating with peers, and we have preserved these human relations to this day. Having completed my 5-year studies in Moscow, I returned home, already with a wife — a certi-fied geologist — and a daugh-ter. I became a father on the eve of my thesis defense and it was certainly a huge event.

As soon as I returned to the North, without any vacation or holidays, I joined Surgutnef-tegaz since I had to work there for the duration stipulated in

my tuition contract. For the first 11 months I was Oil and Gas Production Operator, and on the very first day of my 12th month at the company I be-came a Well Surveillance En-

gineer. So I have worked both in production and well surveil-lance, and later also in oil and gas processing where I stayed and worked as Oil Pre-Pro-cessing Facility Superintendent until I left Surgutneftegaz.

— Denis, how did you join Sa-lym Petroleum?

— Over more than six months I had several interviews re-garding the possible job at SPD and the whole process seemed somewhat procrastinating to me. I went on vacation with my family. We travelled home through Moscow, and that was when I got a call and was in-vited to a face-to-face meeting at SPD office. Half an hour af-ter this meeting was over I got a job offer. This was in August, and on September 10, 2005 I already started as CPF Shift Engineer at the Salym group of oil fields.

17


IMPORTANT THINGS SIMPLY PUTDenis Paramoshin, Field Manager, shares his personal story as well as his view on the most important team-building values — openness, trust, and mutual understanding. Having worked at SPD since 2005, he knows the recipe for the best team and the best project.

PERSON

I value the atmosphere where you can challenge opinions and have an open discussion

ПЕРСОНА

I knew little about the company. When I was looking for a new job, my main goal was to move out of the Far North. My wife and I intentionally considered cities like Sverdlovsk, Tyumen and Perm and were planning that our daughter would go to school there. We both grew up in the North, we have al-most never seen proper fall or spring and knew that we could find work anywhere; the most important thing was creating more comfortable conditions for the child.

— What were your very first impressions from the new place of work?

— Firstly, this was my first ex-perience of working on rota-tion. This experience turned out to be successful thanks to the great support from my fam-ily and also the team I met at SPD. I was among profession-als, everyone was incredibly energetic. We realized that we would soon set things right, complete the construction and it would be a powerful leap for-ward. The company has a great team, we quickly created com-mon ground. The major work was to prepare CPF startup —

preparing the documentation, processes, diagrams. And by November we were ready to start it up. Well pads were built at the West Salym field; infield pipelines, the first stage of CPF and external oil pipeline were connected into a single system while large-scale construction was still in progress. We ap-proached Bolshaya Neft (a fes-

tive ceremony on the occasion of completing the first stage of CPF and commissioning the West Salym field to commercial operation that took place ear-lier, in November 2005 — Edi-tor’s note) as a close-knit team, with a slogan “Best Team — Best Project”. It was hard but interesting. And if someone had told me that it was pos-sible to do so much over this relatively short period of time I wouldn’t have believed it. Yes, I couldn’t see everything from my specialist-level position, I didn’t know certain issues but I had an understanding that

I was participating in some-thing truly grandiose.

During my first hitch I gained maximum experience in limited time and came home incredibly inspired by the openness, re-spectful and humane relation-ships between employees both horizontally and vertically. And of course I had most positive

impressions of the communi-cation culture adopted here at SPD, compared to my previous place of work. Our company has always been distinguished by very attentive and humane attitude to employees. Where else could you see a Director approach a CPF Shift Engi-neer and ask him how he was doing and feeling, whether his life at home was all right? The management style at SPD has always been motivating and humane.

— After 5 years of working as CPF Engineer you got the

job of CPF Superintendent, 2 years later you were Head of Field Operations and in 2017 you became Field Manager. How did you build your career?

— I am perfectly honest when I say that I have never set ca-reer goals for myself. It’s just that I have always enjoyed do-ing my work regardless of my job position. I probably found myself in the right place at the right time and most important-ly, I happened to be in a great team. We found the common ground at the initial stage of team formation, and this natu-rally laid the foundation of ca-reer growth inside the compa-ny based on a shared mentality, a shared vision of goals and principles of work. It is very important when your manager, your subordinates and your peers all trust each other. And it is also very important that we have always been and are still open to discussions and vary-ing viewpoints. My colleagues will confirm that the door to my office is always open. Fore-men and engineers come and we discuss work issues openly, sitting deep into the night with these discussions and simple human communication. And

it has always been and still is easy to work because that’s the kind of team we have, and the kind of people. It never hap-pens that the work day finishes at 7 p.m. and everyone leaves. No, people live with this work and no one will leave an issue half-solved. Everyone is con-cerned with finding that very best solution. And even when a solution is found but not yet implemented, people’s thinking process goes on and they in-troduce further improvements. And I value this atmosphere very much, where you can chal-lenge opinions and have an open discussion. That is why we are always able to find the best and safest ways of ac-complishing production tasks. I am confident that regardless of the stage it is always possi-ble to find a way of improving the process. All this has stayed and developed at SPD since 2005. That is why I am happy to see colleagues come on rota-tion, they are happy to see me and this emotional background gives us additional energy for work. Moreover, even outside the field, during our days off, all of us — from Production Operators to Management — communicate and support each

other, at the same time not for-getting about the chain of com-mand at work.

— How was your first day as a leader — Field Manager?

— Even when I worked as Head of Field Operations I had to perform Field Manager’s du-ties quite often, for example, during his business trips. That is why this role was familiar to me to a certain extent although of course every job has its de-tails and subtle aspects that I only fully learnt when I came to work at this position. Due to the fact that Vladislav Lekom-tsev (Field Manager who moved to the position of SPD Opera-tions Manager in 2017 — Edi-tor’s note) and I have worked in a team for many years, the change of jobs preserved the continuity, mutual under-standing and management approaches. At the new posi-tion, I felt the support of my colleagues, the Field Manage-ment Team: we continue our work. I share the principle of working as One Team just like my predecessor and I firmly believe that SPD’s production and safety goals are achieva-ble. Drilling, WWO, Operations,

Power Engineers — these are not different teams, it is an in-tegral whole. My colleagues know that I have a slogan: “Got a problem? I can solve it”, which means that if a problem

is identified, everyone must participate in solving it in their work capacity. And today we are pretty close to this work method. There is always but one goal — finding the most ef-ficient methods with minimal costs and not impacting safety.

The year 2017 demonstrated that we pay a lot of attention to safety issues but it is still not enough. This is the main focus area and it is here that we have the main growth po-tential. Contractors’ personnel turnover and new employees’ different mentality, insufficient planning, insufficient fatigue management — all these as-pects have an impact on safety, and we must work with them very meticulously. We certainly

have the best people and we can handle any task. Achieving and maintaining Goal Zero is the main target. Then we will be confident that SPD produces oil safely and efficiently.

— How has the company changed since you came here? How do you envision SPD’s future?

— I was fortunate to join SPD team when it was preparing for the brightest moment that signified the beginning of its production activity, to move upwards and grow together with SPD, consider together the prospects of closing the project after the peak produc-tion of 2011. In terms of hu-man life, 15 years is significant. But I have always realized that measuring SPD with decades is unfair: if best efforts and knowledge along with enor-mous international experience were invested at the initial stage, with correct planning

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People live with this work, and no one will leave an issue half-solved

SPD is distinguished by attentive and humane attitude to people

PERSON

With colleagues at the II Russian Congress of Productivity Leaders, 2017

With colleagues at the general SC communities meeting on the results of 2017

ПЕРСОНА

family automatically and are not even a subject of discus-sion. Not exceeding the speed limit, holding on the handrails, safety at home — all this is taken for granted. I have been building a house for several years and I perceive workers’ safety as my responsibility as well. Despite their puzzlement, I persuaded them to use el-ementary PPEs. And you know, the distance between unwill-ingness to comply with safety regulations and gratitude is sometimes as long as a life or a word. It all happened be-cause our company sees car-ing for people as its goal. It is important for me that everyone in the field feels support, that relationships are built on mu-tual trust, that everyone cares for themselves and their col-leagues. We now call all this Safety Culture (SC). Yet at the same time, in my opinion, SC is based on rigid compliance with the requirements of rules and procedures, like a foundation. And any neglect of rules de-stroys this foundation. I think that violators destroy the very atmosphere of SC. But I will always find words of gratitude for those who keep themselves and their colleagues safe by following the rules.

— How do you manage to maintain the work and life bal-ance?

— I am a very happy man: I have complete mutual un-derstanding, support and trust in the family. At first it was dif-ficult to work on a rotation ba-sis, mostly because I couldn’t understand how and what to adjust. But that is something that can always be negotiated. Today I know for sure that a ro-tation worker’s wife can solve any domestic, household or or-ganizational task. It was harder for the kids to get used to it, they missed me very much. But then they also saw the ad-vantages of that: dad used to

be available only at night after work and now he is there for a whole month.

— What do you do in your free time, what are you hobbies?

— For many years our whole family has been mountain-skiing. My elder daughter can both ski and snowboard, and during these New Year holidays the younger one also learnt to use the board. We enjoy spending time together in the countryside, on a skiing trail, at a skating rink; we love active leisure and walking. We are a self-sufficient family and value each other’s company very much. We invent our pas-times, amusements and trips ourselves. We went on our dream trip in 2016 — we vis-ited Disneyland in France with the children. It happened be-fore my elder daughter left to go to a university in Saint Pe-tersburg, so it became a land-mark event for all of us. We have scheduled the whole trip and booked accommodation on our own. We took a train from Moscow to Paris and walked all across Paris. It was cool! We saw the whole city with its

everyday scenery and regular citizens, not only tourist sites; we got our personal impres-sions of this city, beautiful and ambiguous in its own way. UEFA European Championship created a unique background to this: we have seen fans in all their activities against the background of beautiful Paris architecture and real-ized very clearly how danger-ous a wound-up crowd can be. But even these impressions brought us to the conclusion that we need to travel, discover the world, get acquainted with new cultures and at the same time not forget to assess some

non-evident risks. My personal treasure-box of impressions includes Spain and Gaudi ar-chitecture, Greece and its be-nevolent people, other coun-tries as well as great love of Saint Petersburg.

My family pays a lot of atten-tion to children’s diversified development — my daughters play the piano, are learning the guitar, sing, do sports and learn English. Sometimes I take the guitar myself, though not often.

I think if everything is all right at home, things go smoothly at work, too.

and management the project can and should develop.

Project’s age-mates — people who have come to the Salym group of oil fields and lived in accommodation trailers — have grown together with the oil field, they have eye-witnessed and participated in changes. Just recently, in 2015, we cel-ebrated the company’s 10th anniversary and that was when we upgraded CPF. Over those 36 hours when the oil field was completely shut down, we have performed 50 different types of repair works. In spring 2016, the company launched ASP components mixing unit. In 2017, we reconstructed MPPS and are now completing DHP construction. The company is making ambitious plans con-cerning South Hub. Together we can achieve even more. Together we generate a pow-erful energy of movement and development. You can now feel a difficult stage that requires concentration of efforts but we shouldn’t be afraid of chang-es. I am confident that we will achieve our production and

safety goals and approach the year 2020 with achievements that will make SPD’s positions stronger.

— What has the company taught you?

— The fact that it’s important to learn even if you are already quite an experienced profes-sional. Firstly, as you submerge into your profession, into eve-

ryday routine, your awareness and acuteness of perception are dulled. And any new train-ing is an opportunity to review and update your knowledge, reboot your acuteness of per-ception. For instance, when I was taking a class on HR management I realized that I have known and applied all these methods for many years.

But the training helped me systematize the experience and knowledge I already had, set them in order. Quite often we apply certain management tools without even knowing their names, merely assuming their efficiency intuitively and subjectively.

The company has taught me that you must learn and im-prove foreign languages. As

CPF Superintendent, I felt the need to speak fluent English; I was fueled by daily commu-nication with my foreign col-leagues. I took two intense courses. Communication in a foreign language means daily improvement and develop-ment not only of the language itself but also of communica-tion skills and thinking in gen-

eral. Thanks to the company and my colleagues from other countries I have overcome the language barrier and began to speak English; I continue to de-velop in this direction.

That is why I am very apprecia-tive and supportive of the guys who come after a vocational school, after the military ser-vice, work as operators, realize that they want to grow and de-cide to get a higher education. I like it that they know how to set goals for themselves and achieve them. It all boils down to the person eventually, to the decision he or she makes. SPD has a motivating environment in general: if the company has long-term plans, newcomers to the oil field also aspire to pro-fessional horizons associated with the company.

— How has SPD changed you?

— Firstly, my understanding of safety transformed thanks to the company; it became very conscious and profound. Skills like, say, using safety belts are now applied in our

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ПЕРСОНА

My understanding of safety changed thanks to SPD, becoming very conscious and profound

PERSONPERSON

With family at a ski slope

With colleagues at CPF, 2011

Darya and Sofya Paramoshina

Even a bridle is heavy for a weary horse, a Buryat folk prov-erb says. What is it about? Perhaps it means that even cus-tomary work becomes harder to do when a person is tired. Every folk culture has similar proverbs. Nor do social me-dia ignore fatigue — the most popular memes and jokes concern the arrival of the long-awaited Friday and the in-evitable Monday. So how does fatigue appear, and why? It emerges due to lack of sleep or long waking typical for life of the majority of people in the contemporary society. This psychophysiological condition is characterized by drowsi-ness, reduced alertness and attention. Fatigue develops specifically due to lack of sleep, unlike weariness that is caused by physical exercise and the impact of environmen-tal physical factors and stress. Chasing new achievements, people forgot how to manage their own resources in a sen-sible way and often subject themselves and people around them to unjustified risks by accumulating fatigue.

How to measure fatigue? Heart rate, blood pressure and body temperature measurements do not give a clear un-

derstanding of how weary a person is. Research shows that fatigue reduces electrical activity of some brain ar-eas and causes changes in hormone production. These results, however, were acquired with special equipment and one cannot use this in everyday life. So how can someone identify signs of fatigue in time and react ap-propriately?

People doing physical work and their colleagues involved in intellectual labor have different causes of fatigue. Yet one of its manifestations is valid for both. A person starts making mistakes even at the early stage of fatigue and as it grows, the number of blunders increases. And the more tired a person is, the more they risk making a gross mis-take that can cause an injury.

Lack of quality sleep is the main factor of fatigue. One cannot function in the nor-mal way without rest. “No sleep makes bread a waste”, they used to say in Russia in the old times. “Sleep is for wimps”, computer and smart

phone users brag, sitting through the night. And that’s wrong because after a good night’s sleep a person is full of energy, handles a variety of tasks easier, better assess situations and learns new in-formation.

How long can a person actu-ally live without sleeping and how long do you need to sleep for maximum productivity? An average person without stim-ulators can survive no longer than 3–4 days without sleep-ing, and even that with enor-

mous effort. In 1964, Ameri-can Randy Gardner spent over 11 days without sleeping and was included in the Guin-ness Book of Records. Sub-sequently many people tried to challenge his achievement risking their health and

Signs of fatigue are classified into two types — psychological and physiological. It is difficult to assess symptoms of fatigue and manage it on your own. A person cannot assess the degree of its manifestation objectively and critically. That is why an “outsider’s view” is important — it is easier to notice response

time and attention span reduction and a weary look in your col-leagues than in yourself. That is why it is important to help each other assess fatigue when working in a team. If a colleague looks weary and continues working you need to intervene. The whole team’s health and life may depend on it.

SIGNS OF FATIGUE

FATIGUE: BE AWARE AND CONTROL

MAIN FACTOR OF FATIGUE

PSYCHOLOGICAL SIGNS OF FATIGUE

PHYSIOLOGICAL SIGNS OF FATIGUE

The more tired a person is, the higher the risk of making a gross mistake and getting injured

What does the Chernobyl accident have in common with space shuttle Challeng-er disaster and Exxon Valdez tanker oil spill? One of the causes of these horrible incidents was human fatigue. For instance, according to the investigation com-mission, project managers slept for only 2 hours before shuttle launch, while workers at Chernobyl nuclear power station had shifts over 13 hours long. Al-legedly, Gregory Cousins, third mate at Exxon Valdez, actually fell asleep at the wheel of the oil tanker. New Horizons explain how to recognize fatigue early and learn to calculate your powers correctly.

• reduced speed of decision-making, • diminished attention,• deviations from rules,• unjustified risk during work performance,• difficulty in grasping new tasks or switching between them,• reduced sociability and interest, apathy.

• drowsiness,• changed skin color and general condition,• increased or shallow respiration, shortness of breath, breathing through mouth,• sweatiness, • increased response time to external events, • limb tremor,• headache and weakness.

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CAUSES OF FATIGUE

AMOUNT OF TIME SPENT

WITHOUT SLEEP

DAY AND NIGHT CHANGES

AMOUNT OF PREVIOUS

SLEEP

1 2 3

1 AMOUNT OF TIME SPENT WITHOUT SLEEPNeed for sleep increases from the time of waking to the moment of going to sleep.

2 DAY AND NIGHT CHANGESCircadian rhythm is supported by the “biological clock”. It generates a desire to sleep in the habitual night hours and doesn’t let us fall asleep during the day, supporting wakefulness.

3 PREVIOUS SLEEP Normal amount of sleep varies by the individual. Sufficient amount of sleep is the basis of daytime productivity.

SAFETY FIRST SAFETY FIRST

There are many myths about things that influence sleep quality. For example, some believe that drinking alcohol helps you sleep better. However, spirits consumption be-fore sleep only helps you go to sleep quicker, at the same time impairing sleep quality. The point is, human sleep consists of two intermittent phases, Rapid Eye Movement (REM) and non-Rapid Eye Movement (non-REM) sleep.

Alcohol prolongs the latter phase of non-REM sleep and shortens the former. Such a change makes sleeping more restless. Alcohol-afflicted REM sleep provokes the devel-opment of depression, impairs memory, and reduces con-centration ability. Strong spirits impair breathing, too, so the brain receives lower oxygen supply during the sleep. This also deteriorates sleep quality.

Alcohol-afflicted REM sleep causes depression, impairs memory, and reduces concentration ability

High-quality and healthy sleep can be impaired by other factors as well — light, sound, air temperature. For instance, most people go to sleep easier in a cool room. The room temperature ideal

for sleep is 18–21°C. Besides, a lot of research confirms that using mobile phones, tablets and laptops before sleeping is harmful. Every gadget has LEDs that emit blue spectrum light. It de-creases melatonin hormone

production in the body that is responsible for correct bio-rhythms of the body and syn-chronizes its functions with the sunlight. When the light (sunlight or artificial light, including that coming from

TV and cell phone screens) reaches the eye’s retina, me-latonin concentration drops dramatically, and stays low

for a certain time. And vice versa, as the illumination is reduced, the amount of mela-tonin rises. Scientists advise those who want to sleep well and get enough sleep to stop using gadgets 2 hours before sleep.

Energy drinks and coffee can be another enemy of sleep quality. You shouldn’t try to prolong the body’s wakeful-ness and active state with their help. Caffeine and other tonic agents contained in en-ergy drinks also decrease me-latonin production. Taking into

account the fact that the sense of vigor from coffee or energy drinks lasts 20 minutes on av-erage and it takes 8–10 hours to clear them from the body, you should consider avoiding them minimum 8 hours before sleep.

Good and healthy sleep re-quires not only lowering the impact of these factors but also establishing and main-taining the daily routine. If you go to sleep and wake up at the same time every day, you will wake up easily, with a sense of energy and vigor.

ENEMIES OF SLEEP QUALITY

lives, so authors of the Guinness Book refused to register further results.

As for the normal amount of sleep, it varies by the individual. Sometimes age-related trends can be identified but they are conditional. Researchers from the US National Sleep Foundation studied over 300 papers on this subject and con-firmed the widely known fact — adults need an average of 7–9 hours of sleep. That is why doctors recommend listen-ing to your own body and following your individual schedule.

Violations of sleep–wake cycle or continuous sleep depri-vation can cause insomnia. This condition can also be gen-erated by stress, grief or acute disease. It requires medical intervention and treatment with medication. But insomnia medication can impact response time, alertness and gen-eral well-being, and also create addiction. Taking it on your own, without a previous consultation with a doctor is not acceptable. Only a doctor can tell whether a certain drug is compatible with work that requires extra attention like driving a car.

To go to sleep easily and get enough sleep you should stop using gadgets 2 hours before sleep

Efficient fatigue management is one of important safety as-

pects for Salym Petroleum. SPD implements a series of

measures helping employees manage fatigue. Moreover,

the company not only com-plies with the Russian

FATIGUE MANAGEMENT AT SPD

If you go to sleep and wake up at the same time every day, you will wake up easily, with a sense of energy and vigor

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SAFETY FIRST SAFETY FIRST

“SPD consciously establishes exaggerated require-ments and creates its own standards for HSSE in general and fatigue risk management in particular. Such an approach contributes to maintaining em-ployees’ health and improving the company’s pro-duction efficiency. A comprehensive approach to fa-tigue risk management is one more step towards reducing injury rate at production and achieving Goal Zero for injuries and incidents.”

Mikhail Kovalev,HSSE Manager:

legislative requirements on occupational health and safe-ty but also introduces its own additional, higher require-ments to safety of work per-

formance at the Salym group of oil fields; it also actively employs the cutting-edge ex-perience of Shell, one of its shareholders.

SPD regularly trains its employees and contractor representatives in fatigue management skills and con-tinuously monitors how peo-ple go through this training. During the courses, the com-pany explains the need for objective assessment of one’s general state and offers self-control methods. SPD medi-cal team has developed an online course on fatigue man-agement and an accompany-ing self-report form. An em-ployee fills in this form and

based on this information his/her supervisor takes into ac-count the subordinate’s state. This contributes to organizing safer work performance and

quickly taking measures on fatigue risk management.

Company’s experts also take into account overwork and analyze employees’ work schedules, including the du-ration of work shift and the rotation in general. This helps with timely response and minimization of injury and incident risks where fatigue can be the main cause. Sim-ple factors of rest and work organization that, on the face of it, do not directly influence production safety — proce-dure of shifts changeover during a rotation, duration of after-shift and days-off rest, opportunity for adequate rest — eventually have a sig-

nificant impact on frequency of production injuries. This is particularly important for increased complexity work or working in extreme con-ditions. The same require-ments are established for all workers at the territory of the Salym oil field: 12-hour work shift and 28 – 30-day rotation. The required minimal rest time after a work shift must be 8 hours while the rest be-tween rotations should be equal to the duration of the rotation itself.

SPD pays special attention to HSSE-critical positions and the night shift. The company meticulously assesses any deviations from the adopted

requirements since follow-ing the established work and rest schedule helps support

the body’s natural biological rhythms.

The company continuously monitors employees’ health state; for instance, it checks drivers’ physical condition before departure and that of workers before performing extra hazardous work.

To give employees an opportu-nity of quality rest after a work shift, SPD strives to provide them with as comfortable conditions of accommodation and rest as possible. Well-equipped hostels of accom-modation camps at the terri-tory of the Salym group of oil fields meet all contemporary requirements — they feature

medical clinics, cafeterias, TV rooms, laundry rooms, gyms and wireless Internet access.

SPD continuously monitors employees’ health state

SPD provides employees with as com-fortable conditions of accommodation and rest as possible

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SAFETY FIRST

№54 january-february 2018 new - salym petroleum …

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