Wireline Issue 48 - Summer 2020

out and about people are coming up — obviously keeping their social distance — and thanking us. It makes it worthwhile getting recognised at that level for going out and putting yourself at that little bit extra risk.” While some medics journeyed offshore to treat emergencies, others made the journey back onshore to assist the NHS. Philip Rice, a rig medic on the Transocean ‘Paul B Loyd Jnr’ vessel, was previously a combat medic in the British Army and latterly a nurse anaesthetist in Manchester. As with other frontline services, the government appealed for qualified staff to come back to assist the NHS and Philip was drawn to help. “Before long I was hearing from old friends that they were short staffed and struggling,” he says. “My team at Salford Royal Hospital were the team that managed the aftermath of the [Manchester Arena] bombing in 2017. They are brilliant, they can handle anything, and I trust them. So when they ask for help, you know they really need it, and I couldn’t ignore that.” level for going out and putting yourself at that little bit extra risk.” “It makes it worthwhile getting recognised at that

Philip asked Transocean to support him in taking a sabbatical, which it was happy to grant. He began with a period of mentoring on the Trauma Team to re- familiarise, before moving to the front line working in a COVID-ICU ward. Speaking ahead of his reintroduction to the ward in April, Philip noted: “I’m apprehensive, of course but I’ll take a healthy dose of chronic unease and procedural discipline with me — and I’ll be back before I know it and hopefully I can make a small difference to a few people. A big thank you to everyone at Transocean for helping me to do this, and for all your support.” Human resources In addition to practical support for those grappling with the virus directly, it’s important to remember that everyone may be in need of additional help or guidance during such difficult times, both personally and professionally. In a recent white paper responding to the pandemic, Mark Walker of behavioural change and process safety consultancy DEKRA notes that leadership is especially important during times of stress, particularly in fostering trust within teams. As organisations and teams may be separated and/or working remotely, good leadership in these situations requires communication and attentiveness to potential stress factors to help support team members. Walker adds: “Leaders who foster strong connections with employees and practice active listening are in a better position to learn how their team is being affected and therefore have an opportunity to counter the stress with flexible solutions, good will, care and compassion.” Leaders should therefore look to three principles to help guide leadership responses: awareness, care and self-reflection. While physical health may be seen as the overarching priority, DEKRA also notes the importance of helping employees maintain mental fitness, whether though self-assessment checks or encouraging stress

Left: Special Constable and Clyde platform catering manager Kevin Bruce.

Right: Philip Rice, rig medic on the

Transocean ‘Paul B Loyd Jnr’, returns to wards to assist NHS colleagues in Manchester.

3 0 | w ire lin e | S u mm e r 2 02 0