Service keeps safety in sight during global crisis
Mexico City / 6 August 2020
As a global provider of critical infrastructure, Siemens Gamesa cannot afford to hit the pause button on itsService operations as countries across the world react to the spread of the novel coronavirus.From caring for wind farms on land and at sea to keeping its technicians safe, trained, and ready for whatever comes next, the company shoulders a profoundresponsibility to ensure that power staysflowingduring a time of crisis. So far, Siemens Gamesa hasadmirably metthischallenge.
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“Ultimately, we act as one company, despite our internal designations,” assertsFilip Rasmussen, Head of Quality Management and Health, Safety, and Environment (QM&HSE) for the Service business. “Since the arrival of Covid-19, we’ve made a point of sharing as much information as possible across our organizationwith our colleagues around the world abouthow to best to mitigate the operational impact of this verydestructive virus. But it doesn’t stop at information – we share stock with each other as well, whatever is needed.”
“Protecting the Service workforce isthe number one priority for Siemens Gamesa and always will be, our workers know the importance of their work and that their individual contribution matters,it is our job to ensure that they are safeguarded while doing their jobs.” Stringent new safety protocols from Corporate QM&HSE have quickly been implemented across the business and the abundant availability of personal protective equipment (PPE) for field technicians both acknowledge the highly contagious anddangerous nature ofCovid-19 and demonstratethe company’s commitment to keeping its peoplesafe.
“I’m pleased to report that our new safety protocols have been well received, and that our technicians are complying with them,” shares Filip. “Front line workers appreciate our enhanced efforts, and is committed to follow these, which in many areas also comes with personal sacrifices being away from the family on longer rotations on as an example on our Offshore wind farms on the Service Operation Vessels.We alsohave smaller crews,pre-boardingscreenings and body temperature checks, and immediate transfer off-vessel for any mates who fall ill is now part of the daily routines.Our employees know that we’re doing everything possible to protect them,” he says.
Reduced training
“Our training centers across the world who are the backbone to ensure ongoing operations and delivers the critical technical and safety training to our technicians have also had to adjust.”Safety and technical training frequently requires close personal contact – think first aid and sea survival training –in a joint effort between training instructors and HSE professionals the trainings have been revised to introduce social distancing practices and other applicable measures to ensure the continued safety of all employees both trainees and instructors.
The addition of newcustomer projects to the pipeline and the constant arrival of new employees at Siemens Gamesa are two reasons why training must nevertheless continueduring the crisis,to ensure business continuity. That said, the number of courses being offered at the training centers has been reduced to an absolute minimum.
“Once society begins to open up again, we will need to process a backlog of “non-business-critical” trainings,” admits Filip. “But this experience isalso generating some interesting lessonsfor us as well –we are forced to think differently and potentially this will also shape how we plan trainings in the future,” he says.
Certification is another area impactedby the crisis. To continue working, service technicians need to attend periodic recertification trainings to keep their skills fresh and knowledge base current. What happens to their ability to function in the field when the training centers slow down and course offerings are delayed? “We’re carefully weighinghow best to secure the competences and qualifications o f our technicians and any extension of certificates is carefully assessed with a risk assessment and control measures are put in place, this can as an example be e-learnings, online classes or onsite trainings.,” he confides.
Staying focused
Despite these determinedefforts to adapt, the greatest challenge comes from within, even now: “The biggest danger is not the virus, I think, but apotential loss of focus onstandard safe work practices,” says Filip. “We still need to stop and select the right protective gloves to wear according to the work instruction, constantly focus on how to prevent dropped objects while working at heights, ensure that applicable energy isolations procedures are in place before start of work etc. … ournatural tendency is to prioritize what’s the biggest riskat the moment, and while Covid-19 sitsfront and center in the minds of most people today, our service teams continue to operate in a high risk environment, and they cannot afford to forget that, even for a millisecond,” he emphasizes.
White-collar staff who support the global service organization face their own set of challenges. While most can and do work from home during the current crisis, the stress of disrupted routines, many having kids at home also having to home school or combining work and daycare duties, and at the same time working from a kitchen table or the living room, should not be underestimated. “We introduced remote working policies for office workers some time ago, so in a way, this is a proven path, and Siemens Gamesa continuously optimizing the working from home policy to ensure a long term sustainable working environment for all, no matter where you are in the world ” explains Filip. “But with the switch to all remote, all the time, it’s easy to feel isolated from your colleagues and the impact on mental health must not be underestimated. Our people are incredibly resilient, though, and have pioneered innovative ways of inspiring each other via our internal social network, sharing entertaining videos about sheltering at home, for example, and setting up virtual coffee breaks just to chat and stay connected with teammates,” he reports.
So perhapsthemost profound learning for Siemens Gamesa from the Covid-19crisis is a very old one – the fundamental need for balance and connection.
