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This communication is based on feedback from a CHSCT expertise conducted in 2018 in an oil platform in France. A project to renew current maintenance contracts had a strong impact on the work activity, health and safety conditions of the employees of the user company and subcontractors. We will analyze the conditions that led the user company, which has been contracting the maintenance of its facilities for more than 30 years, to a situation of failure. We will show how the changes in project management, the implementation of the principles of compensation for maintenance contracts and the reduction in the number of external companies have contributed to the obsolescence of the outsourcing of maintenance. The observed effects of the complete redistribution of intervention areas as well as the increased delegation of management of maintenance interventions have shifted the organic staff away from their ability to act and to maintain control over their work tool, beyond this that it was possible for him to bear. It is the mastery of the work tool, of the security and thus the capacities of control and catch on the work which was thus put in bad condition. All these elements combined were somehow "crystallized" during the changeover of contracts and have resulted in a state of stupefaction and suffering at the work of the work collectives. The user enterprise was faced with a double failure in this project, failure of the improvement of working conditions and failure of the organization of work. These failures sign not only a defect in the way of driving outsourcing, but the limits of the model of outsourcing itself when it is pushed to its climax. That's what this expertise has actually contributed to revealing and naming. To propose a way out of this crisis we have been led to defend in CHSCT a radical change of model: that of the re-internalization of the current maintenance activity. [ABSTRACT FROM AUTHOR]