That's a very good question.
As part of our management and leadership policy, we encourage the use of stop-work authority. Before any of our operations, any task we need to perform, we assess the task, we plan it, we identify the hazards, and we identify the role for each of the participants. In many cases, the work is stopped because one of the workers is not clear on the task duties, the responsibilities, or the coordination. Sometimes we identify an additional hazard that was missed during the first job safety analysis. Doing that throughout our operation over three months ensured that we delivered the Lona well incident-free.
I have a story I'll share with you. In offshore operations we deal with a lot of heavy equipment that we have to get from shore to our vessels and onto our drill ships, and we use cranes to lift the equipment. Before we do any lift, we look at the manifest, we do a job safety analysis, and we ensure that everyone involved understands what we're going to do before we do that lift. We verify the equipment and the certification of that equipment. On one such occasion, as they went through all of the standard processes, the crane operator was uncertain. As he looked at the load and as he looked at the manifest, he was concerned. So he stopped the work. The crew re-measured the load, recalculated it. In fact, the weight of the load was a bit over. For that instance, it was well within the weight capacity of the crane, but the operator was uncertain. Because of his actions, they reassessed the load, repositioned it, did a safe lift, and everyone involved with that operation went home safe. We recognized that man within our corporation for that behaviour.