ANNUAL
PLANNING DAY
DAVE DICKSON
SAFETY
MOMENT
• 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
Making the UK the safest place to work in the worldwide oil and gas 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
LEADERSHIP
SIMPLICITY
ENGAGEMENT
IMPLEMENTATION
TONY HETHERINGTON
REGULATORY
CONTEXT
ESR - TU
WORKFORCE
CONTEXT
IAN SHARP / STEVE BULLOCK
INDUSTRY
CONTEXT
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
SIMPLICITY
ENGAGEMENT
SUSTAINABILITY
BREAK
ALAN JOHNSTONE / ALAN CHESTERMAN
ASSET
INTEGRITY
ASSET INTEGRITY
Sharing and Learning
Reducing hydrocarbons by 50% over a 3 year period
Developing MAHM
Capabilities
HCR Improvement
MARTIN RUNE PEDERSEN / DAVE STEWART
COMPETENCE
& HUMAN
FACTORS
COMPETENCE AND
HUMAN FACTORS
World Café
(55)
Perspectives
Event
(250)
Steering
Group
(16)
Prioritised Plan
IAN SHARP / JAKE MOLLOY
WORKFORCE
ENGAGEMENT
WORKFORCE ENGAGEMENT
DAVE DICKSON / TIM GLASSPOOL
HELICOPTER
SAFETY
HELICOPTER SAFETY
LES LINKLATER / ROD BUCHAN
BUDGET /
TRANSITION
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
IAN SHARP / STEVE BULLOCK
CLOSE / NEXT
STEPS