ANNUAL PLANNING DAY

SAFETY MOMENT

DAVE DICKSON

Making the UK the safest place to work in the worldwide oil and gas industry

• We will have strong and sustainable leadership in health and safety

• Our workforce will be fully engaged in health and safety

• We will raise standards and continually improve our health and safety performance

• Asset integrity will be effectively managed across our industry

• Our industry has the competence to identify hazards and ensure that risks are properly controlled

• Health and safety issues will be effectively communicated across our industry

A CONTINUOUS JOURNEY OF IMPROVEMENT

BUT A CHALLENGING AND BUSY YEAR

WHAT’S WORKING WELL

• Our plans are aligned to key priorities

• We have a good understanding of our mission and goals

• We are effective in delivering collaborative improvements

• We are diverse and representative, with functioning steering and workgroups that monitor their own performance

• …and that we are increasingly effective in communicating with members

BUT

• We don’t understand the financial condition of the organisation

• We’re not good at succession planning or managing turnover within the SCLT

• ..or ensuring that we give adequate induction and preparation to new SCLT members

• And we don’t know if the support team is supported

EVEN BETTER IF

• Our activities were better resourced and we focused on sustainability

• We were better prepared for SCLT meetings

• More members stepped up to lead assignments, steering groups etc.

• We served as stronger advocates outside SCLT to wider industry

• …and more participated / supported the steering and workgroups groups

KEN ROBERTSON

LEADERSHIPSIMPLICITYENGAGEMENTIMPLEMENTATION

REGULATORY CONTEXT

TONY HETHERINGTON

WORKFORCE CONTEXT

ESR - TU

INDUSTRY CONTEXT

IAN SHARP / STEVE BULLOCK

WEAK SIGNALS• …the ability to share and discuss in detail needs to

improve, we don’t always have to work the same solution, but we need to learn from each other and act.

• …the quality of new starts to the north sea is degrading and this is having an impact on the overall safety environment.

• …is there too much safety training, employer, duty holder, industry (layer upon layer) and therefore are we running the risk of disengaging rather than engaging through overload.

• … 3 people overboard in last 3 years – separate, unconnected incidents or is there something we should be aware of here?

WEAK SIGNALS• We need to be aware of the challenge of escalating costs

and increasing focus on production efficiency in the industry and the ripple effect…

• …there’s plenty going on to warn us that the drive to reduce costs could distract people from being focused on the job at hand – but that’s not a weak signal, it’s in our face and is therefore part of our operating context

SIMPLICITYENGAGEMENTSUSTAINABILITY

BREAK

ASSET INTEGRITY

ALAN JOHNSTONE / ALAN CHESTERMAN

ASSET INTEGRITY

Reducing hydrocarbons by 50% over a 3 year period

Sharing and Learning

Developing MAHM Capabilities

HCR Improvement

COMPETENCE & HUMAN FACTORS

MARTIN RUNE PEDERSEN / DAVE STEWART

COMPETENCE AND HUMAN FACTORS

Prioritised Plan

Steering Group

(16)

World Café (55)

Perspectives Event

(250)

WORKFORCE ENGAGEMENT

IAN SHARP / JAKE MOLLOY

WORKFORCE ENGAGEMENT

HELICOPTER SAFETY

DAVE DICKSON / TIM GLASSPOOL

HELICOPTER SAFETY

BUDGET / TRANSITION

LES LINKLATER / ROD BUCHAN

LUNCH

ROUND TABLE #1

WHAT ARE THE OPPORTUNITIES HERE?

WHAT ARE THE CHALLENGES?

ROUND TABLE #2

WHAT ARE OUR PRIORITIES?

WHAT DO WE NEED TO DO TO ACCOMPLISH THIS?

TABLE FEEDBACK

CLOSE / NEXT STEPS

IAN SHARP / STEVE BULLOCK