JUNE 2011. Insight is the in-house magazine. published biannually.

Insight is the in-house magazine of the Danbor Service Group. It is published biannually. Publisher: Danbor Service AS, Kanalen 1, DK- 6700 Esbjerg, ph +45 7911 1900, info@danbor.dk, www.danbor.dk. Circulation: 1,000. Editorial Team: Johnnie La Fontaine, editor-in-chief, Helle Bentzen, Inge Lise Muff Laursen. Editing/translation: Helle Bentzen and Inge Lise Muff Laursen. Layout and production: Linda Thomsen, Vestmedia A/S. Print: PE offset Photos: Danbor Service Group www.vestmedia.dk JUNE 2011 The first Friday of May became quite a special day for three colleagues. They were subject to a positive stunt behind their backs. Learn more on p. 12 Den første fredag i maj blev en særlig dag for tre af vores kolleger. De blev nemlig uvildigt hovedpersoner i et positivt stunt. Se mere på s. 12

Editorial By Søren Fløe Knudsen, CEO Since my latest input in this magazine, many new projects and initiatives have been launched. The way forward for our group activities is to prioritize growth and development and to continue providing service to the energy sector onshore as well as offshore. Aiming at being the preferred one-stop service partner in local as well as in selected global areas, we have created some important focal points likely to take Danbor Service further. In addition to developing our daily business, we have worked out the following priorities to emphasize Danbor Service s future core business areas: 1. Logistics provider in Montrose and Aberdeen. 2. Main logistics service provider in Greenland in cooperation with Royal Arctic Line and an active partner in the A.P. Moller Maersk arctic drilling concept. 3. Wind turbine logistics provider in Denmark. 4. DOS (Danbor Offshore Solutions) empowerment and boosting. This first half of 2011 has featured far more invitations to tenders than ever experienced before. We have been tendering for jobs all over the world both together with our various business units and by ourselves. Some we have won, others we lost for various reasons, and yet others have not yet been closed. It is a fact, however, that it is a considerable and motivating factor for other sales activities as well to witness attention and interest in our wide range of services on the part of our business relations and potential, future partners. The second half of 2011 is earmarked for different recently established initiatives, among them consolidation of one of our strongest new focal points, viz. the provision of wind turbine logistics. During the first six months of the year, we have been concentrating on drawing the attention of our surroundings, in particular those business partners being directly involved, to our competences of providing transportation of wind turbines from one destination to another. The wind turbine industry is a green industry and a new growth area allowing us to act as stevedores and terminal handlers for the wind turbine industry. We are not yet fully fledged but getting nearer to the goals we have set ourselves in terms of performance and qualification. Let me finish up with thanking you all for the efforts you are constantly demonstrating to ensure that our company thrives and grows. Enjoy your summer. Forord Siden sidste nummer er mange nye projekter og initiativer blevet søsat. Vejen frem for vores koncernaktiviteter er at prioritere vækst og udvikling samt fortsætte med at yde service til energisektoren både onshore og offshore. Vores mål er at være den foretrukne onestop servicepartner lokalt såvel som globalt i udvalgte områder. Derfor har vi formuleret nogle vigtige fokusområder, som skal sikre Danbor Services videre virke. Samtidig med udvikling af vores daglige forretning skal følgende prioriteres højt med det formål at fremhæve Danbor Services fremtidige kerneforretningsområder: 1. Logistikvirksomhed i Montrose og Aberdeen. 2. Primær logistikvirksomhed i Grønland i samarbejde med Royal Arctic Line samt aktiv partner i A.P. Møller Mærsks arktiske drillingprojekt. 3. Vindmøllelogistikvirksomhed i Danmark. Første halvår har været kendetegnet ved langt flere invitationer til at byde på diverse projekter, end vi nogensinde før har oplevet. Det har drejet sig om tilbud på opgaver overalt i verden lavet både sammen med og uden vores forretningsenheder. Et par har vi vundet, nogle er tabt, og atter andre afventer vi stadig en afslutning på. Generelt kan man dog sige, at det er yderst motiverende i forhold til vores salgsaktiviteter at opleve så stor opmærksomhed og interesse for vores mange ydelser fra branchen, vores kunder og fremtidige samarbejdspartnere. Andet halvår står i nye initiativers tegn, herunder bl.a. befæstelse af positionen for et af vores nye fokusområder, nemlig vindmøllelogistikken. Årets første seks måneder er gået med at skabe opmærksomhed omkring vores kompetencer indenfor transport af vindmøller fra en destination til en anden overfor vores omverden og de forretningsrelationer, som dette fokusområde sigter mod. Vindmølleindustrien er en grøn industri og et nyt vækstområde, som gør det muligt for os at drage fordel af vores kompetencer inden for baseopgaver og terminalhåndtering. Vi er endnu ikke fuldbefarne men nærmer os med høj fart de mål, vi har sat os, hvad præstation og kvalifikation angår. Jeg vil gerne slutte af med at takke alle medarbejdere for den indsats, I lægger for dagen for at sikre firmaets udvikling og vækst. Hav en rigtig god sommer. Big international player in Wind Turbine Logistics By Søren Hvorslev, former Senior General Manager, Transport and Logistics The wind turbine industry is a green industry and a new growth area enabling us to act as stevedores and terminal handlers for the wind turbine industry. For more than ten years the wind turbine industry has been developing and with the global warming concerns there is a political pressure to do everything possible to minimize the carbon dioxide problem. According to recent analyses, especially the offshore wind turbine parks will be a very interesting area. Thus, the 2010 market had a growth of 51% which is a new record. There is a huge potential in the industry and the market indicates that a major logistic vendor is in strong demand. We have a very good position in Esbjerg, and the Port of Esbjerg alone will expand by 650,000 m 2 of new areas together with more than one km of new quay side which means that Esbjerg will be a very attractive port now and in future for handling these large-size project goods. During the first six months of the year, we have been concentrating on more than a handful of shipments of approx. 70 wind turbines for a Scottish offshore project. Building up experience and expertise in this field is learning by doing and we keep getting better and better. Having built up a new and strong wind alliance with the shipping company C. Breinholt A/S, Danbor Service has entered a new era aiming at becoming a big player internationally. Together we have the right size and the financial power to play an important part not only in the North Sea area representing the biggest potential but also in other markets. Breinholt is responsible for planning and customer relations, and Danbor Service is in charge of handling the wind turbines on shipment. Therefore, we are now training the first foremen in order for them to be able to solve the job optimally. No doubt, offshore wind turbines will contribute to fully exploit our capacity in the years to come. For further information, please visit our joint online platform www.windlogistic.com. International storaktør i vindmølleindustrien Vindmølleindustrien er en grøn industri og et nyt vækstområde, der gør det muligt for os at varetage stevedoring og terminalarbejde for vindmølleindustrien. Denne industri har i mere end ti år udviklet sig betydeligt, og pga. bekymringen omkring global opvarmning er der fra politisk side lagt pres på for at minimere kuldioxidproblemet. Nylige analyser har påvist, at især offshore vindmølleparkerne udgør et yderst interessant område. Således vækstede 2010-markedet med 51%, hvilket er ny rekord. Der er et stort potentiale i industrien, og markedet synes at have behov for en stor logistisk aktør. Vi har en yderst favorabel position i Esbjerg, og alene Esbjerg Havn vil udvide med 650.000 m 2 tillige med 1 km nyt kajområde. Det betyder, at Esbjerg både nu og i fremtiden bliver en attraktiv havn til at behandle dette gods. De første seks måneder af året har vi koncentreret vores indsats om en håndfuld afskibninger af ca. 70 vindmøller til et skotsk offshoreprojekt. At opnå erfaring og opbygge ekspertise indenfor dette felt er ensbetydende med learning by doing, og vi bliver hele tiden bedre. Det tætte samarbejde med C. Breinholt A/S omkring en ny og stærk vindalliance har bragt Danbor Service ind i en ny æra, som sigter mod at gøre os til en international storaktør. Sammen udgør vi den rette størrelse såvel som finansiel styrke til at spille en vigtig rolle ikke kun i Nordsøen, hvor det største potentiale ligger, men også på andre markeder. Breinholt er ansvarlig for planlægning og kundekontakt, og Danbor Service er ansvarlig for håndtering af vindmøllerne ved afskibning. Vi er derfor i gang med at uddanne de første formænd til at varetage denne opgave optimalt. Offshore vindmøllerne medvirker uden tvivl til at styrke vores bestræbelser på at udnytte vores kapacitet fuldt ud i årene, der kommer. Se mere på www.windlogistic.com. 4. DOS (Danbor Offshore Solutions) styrkelse og udvikling. 2 JUNE / 2011 3

Sustainability By Inge Lise Muff Laursen, Commercial & Contracts Assistant Each day we all use lots of power, heat, fuel, wood, foodstuffs, and other commodities. In itself this is not a problem to the environment. It will be, however, due to the fact that we use far too much. Another problem is that we produce in a way which has an impact on the environment. If we go on overspending and overproducing, there will be nothing left for those who come after us. Environmental problems are a question of people using nature s resources. The problems arise in consequence of our excessive spending of natural resources which make them disappear or of our manufacturing things which pollute the soil, the air and the water. Sustainable development ensures us healthy food, clean water and clean air without damaging the possibilities of our descendants. Being sustainable means being able to sustain itself. Being constantly able to recreate the resources exploited on the spot so as not to destroy it. This goes for the future, too. We have had a word with Per H. Lorenzen, HSEQ Manager, about sustainability. What is sustainability? Sustainability is a strategy prescribing measures to ensure that conditions of health and safety environment and slimate change corporate social responsibility responsible business practices are systematically integrated in all Danbor Service business processe. These steps have been taken to ensure competitive advantages and business potential as a result of our sustainability approach to the above conditions and to the markets, in which we operate. Why does the Danbor Service Group have a Sustainability Strategy? Group Sustainability has prepared an overall strategy applying to the whole A.P. Moller - Maersk Group and approved by the Executive Board. The strategy contains the scope and schedule to be met by all business units by the end of 2013, as a minimum. Our customers, who mainly represent the energy sector, impose higher and higher demands on Danbor Service as a supplier working progressively with sustainability and demonstrating to our surroundings and customers the sense of responsibility with which we wish to be synonymous. The strategy is adapted to the demands and trends being topical and to stakeholder expectations. Being a relatively new concept to many companies, sustainability is an important signal to our surroundings and customers to convince them that we are the preferred supplier. Setting an example and being among the first ones to operate sustainability strategically assures our place of work in the years to come. What does sustainability mean to the staff? It is important at all levels. To contribute to creating a safe place to work, healthy internal and external environments and to limit greenhouse gas emissions to a minimum call for commitment and cooperation on the part of all staff in their day-to-day work. In practice, it is a question of stopping short and considering whether your next step is safe, whether it has an impact on the environment, whether a reduction of the energy consumption is possible, etc. On a management level this means making an assessment of risks when concluding contracts, implementing new work areas and entering into new markets. Risk assessment is to be made of all conditions relating to sustainability in order to ensure that Danbor Service is not in conflict with policies of sustainability or with the actual strategy. Does sustainability have an impact on the working day of our staff (the work processes)? Yes, in that the individual employee must focus to a larger extent on his/her own work processes and contribute actively with suggestions and input to ensure compliance with the strategy. Does sustainability have an impact on the local and global communities? Corporate Social Responsibility represents an important part of the sustainability strategy Does sustainability have a future? Sustainability has come to stay. In society mega trends indicate a steadily increasing demand for transparency in the various fields. Likewise, customers impose higher and higher demands on their suppliers to make their roles and intentions within the below concepts visible: Health and Safety Environment and Climate Change Corporate Social Responsibility (CSR) Responsible Business Practices and relates directly to the community in which we are operating. On the basis of our long-term business strategy and following an assessment of the expectations of relevant stakeholders, we have prepared some CSR strategy goals clearly defining our role and intentions in relation to our community. These goals are consistent with the UN Global Compact signed by A.P. Moller - Maersk and thus having undertaken to act up to it in all respects. This also goes for Maersk Principles of Conduct which like the UN Global Compact is a set of international, ethical rules. How has the strategy been implemented within the Danbor Service Group? The Strategy and Sustainability Highlights are available in our D4 Management System (O 5.4.2), giving a detailed picture of Danbor Service s energy consumption and CO2 emission. Bæredygtighed Hver dag bruger vi masser af strøm, varme, benzin, træ, madvarer og andre varer. Det er ikke i sig selv et problem for miljøet. Men det bliver det, fordi vi bruger alt for meget. Det er også et problem, at vi producerer på en måde, der belaster miljøet. Fortsætter vi med vores overforbrug og produktion, er der ikke noget til dem, der kommer efter os. Miljøproblemer handler om, hvordan mennesker bruger naturens ressourcer. Problemerne opstår, når vi bruger så mange af naturens ressourcer, at de forsvinder, eller når vi producerer ting på en måde, der forurener jord, luft og vand. Bæredygtig udvikling er en udvikling, der sikrer, at vi kan få sund mad, rent vand og ren luft uden at ødelægge mulighederne for vores efterkommere. At noget er bæredygtigt, betyder, at det kan bære sig selv. At det hele tiden kan gendanne de ressourcer, som man udnytter på stedet, så man ikke ødelægger det. Også i fremtiden. Vi har talt med Per H. Lorenzen, HSEQ-chef, om bæredygtighed. Hvad er bæredygtighed? Bæredygtighed er en strategi for, hvordan vi sikrer, at forhold som health and safety (medarbejdernes helbred og sikkerhed) environment and climate change (beskyttelse af miljøet og klimaforandringer) corporate social responsibility (CSR = virksomhedens sociale ansvar) responsible business practices (ansvarlig forretningspraksis) bliver systematisk integreret i alle Danbor Services forretningsprocesser for derved at sikre, at Danbor Service gennem indførelse af Sustainability opnår en konkurrencemæssig fordel og får lejlighed til at gribe de forretningsmuligheder, der opstår ved at have en bæredygtig tilgang til ovenstående forhold og til det marked, vi opererer i. Hvorfor har Danbor Service Gruppen en strategi for bæredygtighed? Group Sustainability har lavet en overordnet strategi for hele A.P. Møller - Mærsk Gruppen. Den er godkendt af Executive Board og indeholder rammerne og en tidsplan for, hvad alle business units som minimum skal have implementeret inden udgangen af 2013. Vores kunder, som i overvejende grad er energisektoren, stiller større og større krav til, at Danbor som leverandør arbejder progressivt med bæredygtighed, og at vi over for både vores omverden og kunder demonstrerer den ansvarlighed, vi som virksomhed ønsker at stå for. Strategien afpasses de krav og trends, der er oppe i tiden, samt de forventninger der er til Danbor Service fra relevante interessenter. Fortsættes 4 JUNE / 2011 Per H. Lorenzen 5

Selvom bæredygtighed stadig er relativt nyt for mange virksomheder, er det overordentligt vigtigt, at vi er med fra starten og viser vejen. Hermed kan vi være med til at sikre, at vores kunder også fremover vælger Danbor Service som deres foretrukne leverandør og dermed sikrer vores fælles arbejdsplads i tiden fremover. Hvilken betydning har bæredygtighed for medarbejderne? Det har stor betydning for alle medarbejdere på alle niveauer. At være med til at skabe en sikker arbejdsplads, et godt internt og eksternt miljø samt at begrænse udledning af drivhusgasser til et minimum kræver, at alle medarbejdere i deres daglige arbejde udviser engagement og samarbejde. bæredygtighed og er den del, som forholder sig direkte til det samfund, vi opererer i. Med baggrund i vores langsigtede forretningsstrategi, og efter en vurdering af relevante interessenters forventninger til os, har vi udarbejdet nogle CSR-strategimål, som klart definerer Danbor Services rolle og intentioner i forhold til lokalsamfundet. Disse mål er helt i tråd med UN Global Compact, som A.P. Møller - Mærsk har underskrevet og forpligtet sig til at efterleve i alle forhold. Dette gælder også for Maersk Principles of Conduct, som i lighed med Global Compact er et sæt internationale, etiske spilleregler. Hvordan er strategien implementeret i Danbor Service gruppen? Den findes i vores D4 Management systemet (O 5.4.2), hvor den kan læses i sin fulde længde. Her finder du endvidere Sustainability Highlights 2010, som giver et detaljeret billede af Danbors Services energiforbrug og udledning af drivhusgasser i 2010. I praksis handler det om at stoppe op og gøre sig nogle overvejelser om, hvorvidt det, man skal til at lave, er sikkert, om det belaster miljøet, om energiforbruget kunne reduceres osv. From Bass Strait to Darwin På ledelsesniveau betyder det, at man ved indgåelse af nye kontrakter, nye arbejdsområder og nye markeder skal foretage en risikovurdering af alle forhold, som berører bæredygtighed for herved at sikre, at Danbor Service heller ikke fremadrettet konflikter med hverken politikker eller selve strategien for bæredygtighed. Har bæredygtighed indflydelse på medarbejdernes hverdag (arbejdsprocesser)? Ja, indflydelsen ligger i den måde, den enkelte medarbejder i højere grad end tidligere skal have fokus på sine egne arbejdsprocesser og aktivt bidrage med forslag og input, som sikrer opfyldelse af strategien. Har bæredygtighed nogen betydning for lokalsamfundet/globalt? CSR, Corporate Social Responsibility, er en vigtig del af strategi for Er der nogen fremtid i bæredygtighed? Bæredygtighed er kommet for at blive. Mega Trends i samfundet indikerer et stadigt stigende krav om gennemsigtighed indenfor alle områder, ligesom der fra kunderne er større og større krav til, at leverandøren kan synliggøre sin rolle og intentioner inden for: Health and Safety (medarbejdernes helbred og sikkerhed) Environment and Climate Change (beskyttelse af miljøet og klimaforandringer) Corporate Social Responsibility (CSR) (virksomhedens sociale ansvar) Responsible Business Practices (ansvarlig forretningspraksis) By Nicholas Emmett, Operations Manager, Maersk H2S Safety Services Australia Maersk H2S Safety Services Australia has been operating in the Bass Strait for approx. ten years. During my time down here in Sale, Victoria, where the office and workshop of Maersk H2S Safety Services Australia are located, operations have been conducted both onshore and offshore. I came to Sale from operations carried out in the North Sea in August 2002, as we had just entered into a contract with a client and had no local supervisors. Neither I nor Maersk H2S Safety Services Australia have previously been operating offshore Darwin in the Timor Sea, where we have a job with Total E&P at the moment. Darwin is at the top end of Australia and is the capital of the Northern Territory. Situated almost on the 12 degree latitude line, this area is never far off steaming. Summer time up there is a mixture of rain, sweat and air conditioning. Recently, the rig Songa Venus, on which we have equipment, has been evacuated several times due to the tropical weather developing into potentially damaging cyclone storms. Darwin is some 3,800 kilometres north of Sale, so when packing containers it s essential not to forget anything; it s a long way to go with some calibration gas or Dräger tubes if you forget! Getting personnel to Darwin can also be a long drawn-out affair. Flights from Melbourne to Darwin are nowhere near as frequent as a flight to Sydney or Brisbane, and quite often a trip that starts at Sale train station in the morning will end in Darwin just before the end of that day. An overnight stay in Darwin is required for crew change as the chopper flights are early. Check in is at 05:00 hrs at Darwin domestic airport with everyone tested for drugs and alcohol before the two-hour flight to the Timor Sea. Currently H2S supervisor Dante Larada is on board the Songa Venus during the drilling of 8½ section where there is a risk of H2S. Total E&P do not require personnel to be on the rig all the time but our equipment does stay on board, even during rig moves, etc. This contract for Maersk H2S Safety Services Australia, all going well, should continue into the latter part of this year. Several wells are being undertaken with the Songa Venus drilling rig. After completion of a well, our equipment is semi-rigged down until personnel is required back on location. PTO 6 JUNE / 2011 7

Timor Sea It then only takes the Maersk H2S Safety Supervisor a minimum amount of time to rig up, check and calibrate the system, ready to go again. Hverken Maersk H2S Safety Services Australia eller jeg har tidligere arbejdet offshore Darwin i the Timorhavet, hvor vi for tiden arbejder for Total E&P. During our time in Australia, Maersk H2S Safety Services has had an ongoing contract for three packages with clients operating in the Bass Strait. We have also worked on contracts with companies operating on the North West Shelf and had some shorter duration work in Newcastle, New South Wales, and land-based rigs around the Sale area. Darwin ligger på toppen af Australien og er hovedstaden i delstaten Northern Territory. Da delstaten ligger ved 12. breddegrad, er den aldrig langt fra kogepunktet. Om sommeren er det en blanding af regn, sved og airconditioning. For nylig er riggen Songa Venus, som vi har udstyr på, blevet evakueret flere gange på grund af de tropiske vejrforhold, som udviklede sig til potentielt skadelige cyklonstorme. Darwin ligger ca. 3.800 kilometer nord for Sale, så når der pakkes containere, er det vigtigt ikke at glemme noget. Det er en lang tur at rejse efter lidt testgas eller Dräger-rør, hvis man glemmer dem! Recently, we fabricated a trailer system to service the requirements of local companies who complete confined-space-entry work on supply boats, etc. The response has been great and the trailer has already been operational for six months. Locally, we employ seven personnel (I consider myself to be local these days!) and additionally, we regularly use at least one expat. This gives us more flexibility during peak times and vacations. The last ten years have been fantastic for Maersk H2S Safety Services in Australia and we are looking forward to not only continuing but expanding our services for many more years. At få mandskabet til Darvin kan være en langtrukken affære. Flyafgange fra Melbourne til Darwin er på ingen måde nær så hyppige som afgange til Sydney eller Brisbane, og ofte slutter en tur, som begynder på Sale togstation om morgenen, sidst på dagen. I forbindelse med mandskabsskift er det nødvendigt at overnatte i Darwin, da helikopterafgange er tidlige. Check-in er kl. 05.00 i Darwin indenrigslufthavn, når alle er blevet testet for stoffer og alkohol inden den to timer lange flyvetur til Timorhavet. Fra Bassstrædet til Darwin Maersk H2S Safety Services Australia har arbejdet i Bassstrædet i ca. ti år. I min tid i Sale, Victoria, hvor kontoret og værkstedet ligger, har vi udført arbejde både on- og offshore. Jeg kom til Sale i august 2002 efter mange års arbejde i Nordsøen, da vi havde fået en kontrakt med en kunde og ikke havde nogle lokale H2S-supervisorer. 8 For tiden er H2S-supervisor Dante Larada om bord på Songa Venus under boring af 8½ sektionen, hvor der er risiko for H2S. Total E&P kræver ikke mandskabet om bord hele tiden, men vores udstyr bliver om bord, selv når riggen flyttes. Om alt går vel, vil denne kontrakt fortsætte til sidst på året, da boreriggen Songa Venus skal bore adskillige brønde. Når man er færdig med en brønd, bliver vores udstyr sat på standby, indtil der er behov for mandskabet på riggen igen. På den måde vil det tage en Maersk H2S Safety Supervisor begrænset tid at rigge udstyret op, tjekke og kalibrere systemet og være klar til operation. I den tid, hvor Maersk H2S Safety Services har eksisteret i Australien, har vi haft løbende kontrakter på tre pakker med operatører i Bassstrædet og har haft nogle kortere opgaver på den nordvestlige sokkel, nogle småopgaver i Newcastle, New South Wales, og på landbaserede rigge i Sale-området. Vi har for nylig fremstillet et trailersystem til at servicere lokale firmaer, som arbejder i lukkede arbejdsområder på forsyningsskibe o. lign. Vi har fået gode og positive tilbagemeldinger, og det nye trailersystem har været i funktion seks måneder. Sale Bass Strait Vi har syv lokale ansat (jeg betragter mig selv som én af de lokale for tiden!) og benytter derudover generelt mindst én expat. Dette giver os mere fleksibilitet i travle perioder samt i ferier. De sidste ti år har været fantastiske for Maersk H2S Safety Services i Australien, og vi ser frem til ikke blot at fortsætte men også udvikle vores ydelser i mange år fremover. 9

An HEB beam is a steel beam with an H profile. The number (e.g. HEB 700) indicates the size of the profile in mm. Good cooperation and team spirit behind successful work By Michael Kristiansen, Offshore Project Manager, DOS Last August we started planning replacing the BOP (Blow Out Preventer) on board Mærsk Gallant. This job differed from other BOP replacements in that it was to take place on the open sea on the platform Eko-fisk (Kilo Bravo) in the North Sea. The very Job In addition to the replacement itself, this job incorporated a close co-operation between a number of Danbor Service departments, viz. DOS (Danbor Offshore Solutions), Steel Construction and Workshop and Logistics. Our job consisted in building two frames for two BOP s (one for the new one and one for the old replaceable one) and transporting them to Norway subsequently. Facts about the BOPs and frames: Weight of old BOP: 76 t Weight of new BOP: 96 t Frames approx. 5 x 5 x 4.5 m having been constructed from HEB 300 and 700 steel beams. Having prepared the framework drawings, we started manufacturing the frames last January at the workshop in Esbjerg, and we also initiated the construction of the new BOP at the shore base in Tananger. The frames were then sent off to Norway for mounting around the BOP at the base in Tananger. It was an extremely exciting job which made heavy demands on the crew as the construction took place in an open space in the Norwegian winter at times extremely cold. Simultaneously, the other transport frame was built around the old BOP on the rig itself. The very transportation of frames took up all room in three trucks. On board Mærsk Gallant Having fixed both frames around the BOP s onshore as well as offshore, our two colleagues were taken to Mærsk Gallant in a supply ship together with the new BOP. Mærsk Gallant was subsequently towed to an off location and jacked up until one meter above surface. Then the BOP was lifted on board by means of a draw work and skid over the boat holding the new BOP. The old one was left on the boat, the new one picked up in the same way after which we sea fastened the BOP and the frame on board the boat. It was quite an exciting job which demanded a lot of adaptability and readiness to change during the whole process. Besides, good cooperation skills were demonstrated by the various departments involved. We learnt many good lessons from the job which lasted four months. The last task of dismounting the old BOP took place in Tananger, after which it was transported to Montrose, Scotland, for overhaul/renovation to be made ready for Mærsk Giant later this year. This job left us with much valuable experience both our DOS staff and across the other departments, realizing at the same time that we are good at solving such tasks by joint efforts and optimum performance. En HEB-bjælke er en stålbjælke med en H-profil. Tallet angiver størrelsen på profilen i mm. A BOP is a large valve at the top of a well that may be closed if the drilling crew loses control of formation fluids. By closing this valve, the drilling crew usually regains control of the reservoir, and procedures can then be initiated to increase the mud density until it is possible to open the BOP and retain pressure control of the formation. BOPs come in a variety of styles, sizes and pressure ratings. Godt, tværfagligt samarbejde og holdånd bag vellykket opgave I august 2010 startede planlægningen af BOP (Blow Out Preventer) udskiftning på Mærsk Gallant. Et job, som adskilte sig fra andre udskiftninger af BOP er, da udskiftningen af BOP en skulle foregå i rum sø på Eko-fisk platformen (Kilo Bravo) i Nordsøen. Selve jobbet Jobbet indebar udover selve skiftet af BOP erne et samarbejde imellem en række af Danbor Services afdelinger, dvs. DOS (Danbor Offshore Solutions), Stålproduktion og Smedeværkstedet og Logistik. Der skulle bl.a. bygges to rammer til to BOP er (dels en ramme til en ny BOP, dels en til BOP en, som skulle udskiftes), og disse skulle efterfølgende transporteres til Norge. Da tegningerne på rammerne var udarbejdet, blev produktionen af disse påbegyndt i januar måned på smedeværkstedet i Esbjerg, ligesom opbygningen af den nye BOP blev påbegyndt (på basen i Tananger). Så snart rammerne var færdige, blev de sendt til Norge, hvor den ene ramme skulle monteres omkring den nye BOP på basen i Tananger. Et arbejde, som var utroligt spændende og krævede en del af mandskabet. Opbygningen foregik nemlig på en åben plads i den norske vinter til tider rimelig koldt. Sideløbende hermed blev den anden transportramme bygget op omkring En BOP er en stor ventil øverst i borehullet, som kan lukkes, hvis boremandskabet mister kontrollen med formationsvæsken. Når ventilen lukkes, får mandskabet igen kontrol over operationen. BOP er fås i mange forskellige former, størrelser og trykkapaciteter. Kilde: Schlumberger Oilfield Glossary. Lidt fakta om BOP erne og rammerne: Vægt på gl. BOP 76 t Vægt på ny BOP 96 t Rammer ca. 5 x 5 x 4,5 m og blev bl.a. opbygget af HEB 300 og 700 stålbjælker. den gamle BOP på selve riggen. Transporten af rammerne fyldte hele tre lastbiler. Om bord på Mærsk Gallant Da begge rammer var på plads omkring BOP erne både onshore og offshore, blev to af vores kolleger sejlet til Maersk Gallant i en supplybåd sammen med den nye BOP. Mærsk Gallant blev bugseret til en offlocation og løftet op til en meter over overfladen. Derefter løftede vi BOP en om bord ved brug af draw work og sliske ud over den båd, som lå og ventede med den nye BOP. Den gamle BOP blev løftet om bord på båden, og den nye blev løftet op på riggen på samme måde, hvorefter vi fastspændte BOP og ramme om bord på båden. Jobbet var super spændende og krævede stor omstillingsparathed i hele processen og godt samarbejde af de forskellige afdelinger i Danbor Service. Det blev et job, som vi har lært utrolig meget af. Det strakte sig over ca. fire måneder, og i skrivende stund er vi ved at skille den gamle BOP ad i Tananger, hvorefter den skal transporteres til Montrose i Skotland, hvor den skal overhales /renoveres og gøres klar til Mærsk Giant senere på året. Jobbet har givet os masser af erfaring - ikke alene i DOS men også på tværs af afdelingerne. Det har samtidig bekræftet os i, at vi kan løfte sådanne opgaver ved fælles hjælp og ved at samarbejde optimalt om opgaven. Fortsættes 10 JUNE / 2011 11

Notice Board Sustainability Highlights 2010 recently published. News from Human Resources Surprise Raid Overraskelsesangreb One Friday morning, early May, three of our colleague lorry drivers were taken by surprise: They were summoned with their lorries for a meeting at our headquarters. Subsequently, they were redirected to another address. The world is full of surprises: there three gates opened all at once revealing three brandnew lorries. Kaj his arms triumphantly raised - Kurt and Peter happily accepted their new vehicles. Danbor Service new Transocean Agent and Transocean Service Vendor in Denmark Based on the successful conclusion of approval processes, the US owned Transocean has appointed Danbor Service official Transocean Agent and Transocean Service Vendor in Denmark in relation to the drilling operation of the drillingrig GSF Monarch this summer in Denmark. Danbor Service ny Transocean agent og Transocean serviceforhandler i Danmark Efter indgående godkendelsesprocesser har det amerikansk ejede Transocean udnævnt Danbor Service til officiel agent i forbindelse med boreriggen GSF Monarch's boreoperation i Danmark til sommer. En fredag i maj blev tre af vores chauffører bedt om at møde op på Kanalen med deres lastbiler. Herfra blev de omdirigeret til D. Lauritzensvej, hvor der vankede en stor overraskelse: tre porte gik op på én gang og bag portene gemte sig tre nye lastbiler til hhv Kaj, Kurt og Peter. No dirty clogs in my cabin! Man ta r vel træskoene af! Arctic Base Supply, Greenland Steen O. Hansen has been appointed Managing Director in Arctic Base Supply, Greenland. Steen O. Hansen has been employed with Danbor Service for 25 years in various management positions, lately as Project Manager. Arctic Base Supply, Greenland Steen O. Hansen er blevet udnævnt til adm. dirktør for Arctic Base Supply, Grønland. Steen Hansen har 25 års ansættelse hos Danbor Service bag sig i diverse ledende stillinger, senest som projektchef. By Lars Schmidt, HR Manager In terms of organisation the Danbor Service Group is moving in a quite exciting direction. Our new strategic initiatives contribute to creating more exciting job and career opportunities within our company. In Greenland, Arctic Base Supply is busy finding their feet and the first employees are already in position. Our wind turbine operation is working and as mentioned in a previous article, the first shipments have been made and staff trained to handle the equipment as well as the job itself. Danish Offshore Solutions keep the flag flying and approx. 30 persons are working on making the Maersk Guardian rig ready in Hirtshals. Maersk H2S Safety Services have been working on a major job in Italy and have had to move several staff members from the workshop in Esbjerg to Italy. Further, I should like to remind you all of the most solid efforts demonstrated from you all on an everyday basis in the already established working places, both on land and at sea on board platforms and rigs. It should not take you by surprise that the mantra within the A.P. Moller Maersk human resource development and thus within the Danbor Service Group has been and still is performance. And what s in it for you? According to a recent investigation in the Group, the majority of managers as well as the rank and file are convinced that a continuous focus on performance brings about a better financial result on the bottom line. That is why constant focus on performance matters so much. By using relatively simple means we can become even more competitive than what has been the case so far. However, this concept is quite intangible, for what is meant by performance and how do we measure the rate of performance displayed by our staff and colleagues? Fortunately, we possess good tools for fixing and measuring performance, viz. our annual performance appraisal. This staff tool enables us at regularly recurring cycles to judge how last year s goals were attained, to set definite goals for the coming year, and in particular agree on necessary training and education to reach the goals. An exciting process which when addressed properly enables the required improvement of performance and the consequent improved financial result. The fact that the employees are not the only ones to devote themselves was displayed in another investigation. There seems to be a close connection between a manager s performance and the team performance. In other words: if the manager does not perform well, his/her team is not likely to do so either. Eventually, there is a clear interconnection between performance and commitment. High performance equals high commitment. Gives food for thought when considering our future goals and possibilities of human resource development. At the time of writing, the number of staff counts 517 persons. A little more than before. PTO 12 JUNE / 2011 13

Anniversaries / Mærkedage We should like to congratulate the following employees passing milestones: Vi har fornøjelsen af at ønske følgende medarbejdere tillykke med deres mærkedag: Welcome to: Tina Bjerre Kristensen, trainee of administration. Tina started her period of training with the HSEQ Dept. where she is to stay for 11 months. Henrik Paulsen, day-to-day head of the Wind Turbine Dept. Finn Nielsen, Logistics and Material Co-ordinator, to be posted with Arctic Base Supply, Greenland. Helle Glass, Shipping Agent. Jacob Nordborg, Shipping Agent. Diana Birkkjær, Sales Officer, Maersk H2S Safety Services. We look forward to working together with our new colleagues. We have said goodbye to: Jannick H. Rasmussen, Agency. Anders Ager, Shipping. Karen Thompson, Danbor Services Ltd., Aberdeen. Niels Christoffersen, NDT/Lifting Gear Survey. Søren Hvorslev, Transport & Logistics. Mark McLeman, Maersk H2S Operations Norway. Relocations: Helle Eriksen, from Offshore Service to Reception Desk. Heidi Svarrer, from Reception Desk to Maersk H2S Safety Services. Steen O. Hansen, Managing Director, Arctic Base Supply A/S, Greenland, for a 24-month period. Personalenyt Organisatorisk er vi på vej ind i en rigtig spændende udvikling i Danbor Service Gruppen. Vores nye strategiske tiltag betyder, at der er skabt og på sigt skabes mange flere spændende job- og karrieremuligheder i vores virksomhed. Operationen på Grønland er i gang, og de første medarbejdere er allerede på plads i forbindelse med opgaver for Arctic Base Supply og Cairn Energy. Vores vindmølleafdeling er i drift, og vi har haft de første afskibninger med gode medarbejdere til at håndtere grejet og opgaven. I Danbor Offshore Solutions er tempoet og humøret højt, og vi har ca. 30 medarbejdere i gang med klargøringen af riggen Maersk Guardian i Hirtshals. I Maersk H2S afdelingen har vi et større job i gang i Italien, som har betydet, at mange medarbejdere fra værkstedet i Esbjerg i disse dage arbejder i Italien. Herudover skal vi selvfølgelig ikke glemme den solide indsats, der hver dag præsteres på vores allerede etablerede arbejdspladser, dels i land og ikke mindst offshore om bord på platforme og rigge. Det kommer næppe bag på nogen, at mantraet inden for medarbejderudvikling de seneste år i A.P. Møller - Mærsk og dermed i Danbor Service Gruppen har været og fortsat er performance. Og hvad kan vi så bruge det til? En netop afsluttet undersøgelse i Gruppen viser, at flertallet af ledere og medarbejdere er overbeviste om, at en fortsat fokus på performance giver et forbedret økonomisk resultat på bundlinjen. Netop derfor er en konstant fokus på performance så vigtig, fordi vi med relativt enkle midler kan blive mere konkurrencedygtige, end vi har været hidtil. Begrebet kan dog være lidt svært at forholde sig til for hvad menes præcist med performance, og hvordan måler vi, om medarbejderne og kollegaerne performer godt eller mindre godt? Vi har heldigvis et rigtigt godt værktøj til brug for fastsættelse og måling af performance, nemlig vores årlige performance appraisals. Her gives mulighed for i en fast cyklus at vurdere, hvordan sidste års mål blev nået, at fastsætte konkrete mål for det kommende år og ikke mindst at aftale den nødvendige træning og uddannelse, der skal til for at nå målene. En spændende proces, der håndteret rigtigt giver mulighed for at drive den nødvendige forbedring i performance og det dermed bedre økonomiske resultat. At det ikke kun er medarbejderne, der skal ofre sig, viser en anden undersøgelse, nemlig at der er en nøje sammenhæng mellem lederens performance og teamets performance. Sagt med andre ord hvis lederen ikke performer godt nok, vil teamet heller ikke gøre det. Endelig er der en klar sammenhæng mellem performance og engagement. En høj performance giver et højt engagement. Stof til eftertanke, når vi næste gang skal til at fastsætte mål og udviklingsmuligheder for medarbejderne. I skrivende stund er vi 517 medarbejdere i Danbor Service gruppen. Det er et par medarbejdere flere end ved sidste opgørelse, hvor vi var 513 kolleger. Tiltrædelser: Vi har siden sidst haft fornøjelsen at byde velkommen til følgende medarbejdere: Tina Bjerre Kristensen, kontorelev med administration som speciale. Tina er begyndt sin elevtid i HSEQ afdelingen, hvor vi har aftalt hun skal være de første 11 måneder. Henrik Finn Paulsen, daglig leder af vores vindmølleafdeling. Nielsen, logistik- og materialekoor dinator, udlånt til Arctic Base Supply til arbejde i Grønland. Helle Jacob Diana Glas, speditør i vores speditionsafdeling. Nordborg, speditør i vores speditionsafdeling. Birkkjær, Sales Officer i Maersk H2S Safety Services. Vi ønsker alle nye medarbejdere velkommen og glæder os til det gode samarbejde. Fratrædelser: Vi har desværre måttet sige farvel til: Jannick H. Rasmussen, Agenturet. Anders Ager, Spedition. Karen Thompson, Danbor Services Ltd., Aberdeen. Niels Christoffersen, NDT/Lifting Gear Survey. Søren Hvorslev, Transport & Logistics. Mark McLeman, Maersk H2S Operations Norway. Omrokeringer: Helle Eriksen, overflyttet til receptionen fra Offshore Service. Heidi Svarrer, overlyttet til Maersk H2S Safety Services fra receptionen. Steen O. Hansen, overflyttet til Arctic Base Supply A/S, Grønland, for de næste 24 måneder som direktør for selskabet. General Administration Steen Ove Hansen (At present expatriated to Arctic Base Supply, Greenland) 25 year anniversary, 1 November 2011 Offshore Service Steen Lundsgaard Vinther 25 year anniversary, 15 July 2011 Hardy Wedam 50 years, 22 August 2011 Jan Raahauge 50 years, 27 August 2011 Niels Guul 50 years, 30 August 2011 Dennis Skaaning 50 years, 22 September 2011 Lisbeth Reinholdt 50 years, 22 October 2011 Johnny Jensen 60 years, 20 November 2011 Ole Andersen 25 year anniversary, 21 November 2011 Laila I. L. Nowak 50 years, 1 December 2011 Gunnar Mogensen 60 years, 4 December 2011 Leif Dollerup Andersen 50 years, 23 December 2011 Brian Sten Jensen 50 years, 28 December 2011 Transport og Logistics Steven Christensen 25 year anniversary, 1 November 2011 14 JUNE / 2011 15