Catering isn’t what it used to be. Maybe it’s become less specialized and more varied. Some would say it’s easier now - but also duller?

You lost me at PPE.

Shift work offshore is a distinctive lifestyle, with its own perks and burdens. The topic has drawn attention from research and other kinds of surveys. Common questions include: How does this type of shift work affect health and life overall—and, not least, which platform is the best place to work?

What does a driller, crane operator, process engineer, and offshore installation manager actually do on a platform? And what do the geologist and the trader do onshore? The series "Oil Kingdom" (2006) helped make everyday offshore life in general—and Gullfaks C in particular—better known to most Norwegians.

SPM is the abbreviation for the loading system used on the Gullfaks field until 2014, while OLS is the abbreviation for the loading system used after 2014. This article takes a closer look at both systems.

A platform is like a small, self-contained community. Learning where everything is and how to get there matters - for comfort and for safety.

High-volume practice, manual work, and challenge are key ingredients for the best possible training. You find all of that on the Gullfaks field - especially on Gullfaks A and C.

On an offshore platform there are six shifts in total. Those who retire are often wished well on “shift 7”. In the years ahead many offshore workers, including people from the Gullfaks field, will be joining that shift.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.

A story in nine parts.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.

A story in nine parts.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.
A story in nine parts.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.

A story in nine parts.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.

A story in nine parts.

In the autumn of 1986, Statoil stood at a crossroads. After years of preparation, production began on Gullfaks – the company’s first major field as operator. What was meant to be a triumph was quickly overshadowed by a dramatic drop in oil prices. A large operations organization had to be restructured, and Gullfaks was hit particularly hard. Trust between employees and management suffered a serious blow – a crisis that would take years to mend.

A story in nine parts.