MD Safety Leadership Day

19th March 2009

AECC

FIRE PROCEDURES

Alarms

The alarms in the Aberdeen Exhibition & Conference Centre have

2 distinct rings.

Continuous Ring

In the event of a fire in this area the fire bell will ring

continuously. As soon as the continuous ring is heard all delegates

should leave immediately through one of the marked fire exits.

Intermittent Ring

In the event of a fire outwith this area the fire bell will ring with

an intermittent ring. The conference may continue, but you

should evacuate immediately if requested to do so by a member of

the Aberdeen Exhibition & Conference Centre Staff.

Fire Exits

Please exit using the nearest Fire Exit. The escape route will bring

all delegates out of the building and you should assemble in car

park no. 5. (Across the road, in front of Press and Journal Arena)

If possible a check should be made to ensure that all delegates are

present, and the Chairperson should report to the Duty Manager.

TOILETS

The nearest toilets are located outside of this room and halfway

down the ramp.

Mobile Phones

Please switch off all mobile phones and pagers.

We hope you have a successful conference and thank

you for your attention.

Agenda:

08:00 Registration, coffee

08:30 Safety & agenda brief

08:40 Scene setting – Co-Chair, Rick Cohagan

09:00 Progress: Workgroups feedback

10:40 Coffee break

11:00 Communication: Focal Point feedback

11:15 Step Change comms. discussion at tables

11:50 Feedback from tables

12:30 Lunch & network

13:20 Charter commitments from 2 Leaders

13:40 Delivery: discussion at tables

14:30 Breakout groups’ feedback

15:00 Coffee break

15:15 Safety & the current economic pressures

15:45 Review of the day - Co-Chair, John Methven

16:00 Close & Exit Poll

Scene Setting

Rick Cohagan

The Strategic Focus The Strategic Focus –– Reinforcing the BarriersReinforcing the Barriers

Recognise

Hazard and

Reduce Risk

Personal

Ownership for

Safety

Asset Integrity

Maintaining Hardware

to be Safe, Reliable

and Efficient

Identifying,

Understanding and

Dealing with Hazards

Making safety personal

by demonstrating

commitment and

competence

throughout the

organisation.

Ownership and Involvement at all Levels

Leadership Communication Cooperation

PlantProcess

People

Barriers

Workgroups 2009:

Asset Integrity

Competence

Human Factors

Workplace Health

Workforce Engagement

Making the UK

the safest place to work

in the worldwide Oil and

Gas Industry

2009 Step Change Leadership TeamName OrganisationRick Cohagan Chevron

Gordon Ballard Schlumberger

Paul King Transocean

Steve Bullock Petrofac

John Forrest Talisman

John Hollowell Shell

Anthony Lunn BP

Alan Chesterman Apache

Roland Festor Total

Ian Sharp Nexen

Tom van Leenen Maersk Oil

Alistair Routledge ExxonMobil

Simon Smith Marathon

Peter Brown PSN

Alan Johnstone AMEC

Rod Buchan Aker Solutions

Mike Bowyer Halliburton

Name Organisation

Martin Ellins KCA/Deutag

John Welsh Cape

Wolfgang Puennel Weatherford

Pat Sibille Franks Intl

Ian Whewell HSE

John Taylor Unite/TGWU

Jake Molloy RMT/OILC

George Brown OCA

Lindsay Tocher COTA

Chris Allen Oil & Gas UK

Bill Morrice IMCA

Steve Rae IADC

Brian Turnbull MSF

Ronnie MacGregor WSCA

Ian Crossan Support Team

2008 MD Safety Day Feedback

Focus was on Sharing:

Piper Alpha 20 years & major incidents

Charter commitments:

Workgroups reviewed output from 2008 event & Charter issues incorporated into the 2009 workgroups plan

• New workgroups: Workforce engagement, Human factors, Health.

•Asset Integrity & Competence retained

• Vision – Malcolm Webb challenge to drop 2010 – done

• New name for Step Change in Safety? Not taken on because of worldwide recognition of the branding.

Step Change Highlights

•25 AI workshops held in 2008

•Strong focus on KP3 follow up, KPI awareness and sharing

•Minimum Industry Safety Training (MIST) standard developed

•Improved Networks attendance

•Step Change Focal Point review completed

•Data sharing event held

•Lord MacKenzie attended combined Oil & Gas UK / SCLT meeting

Step Change in 2009

•Charter in 2009 – no change from 2008

•NRB Guidance roll out to industry in Q1

•MIST standard roll out in Q2

•7 new SCLT members in 2009, including Jake Molloy

•New Chair in April – Gordon Ballard replacing John Methven

•New Support Team Leader in May – Ian Crossan, PSN replacing Ian Aitchison

•5 Workgroups delivery

•More effective Networks

•Industry Safety Awards event 5th June, MarcliffeHotel

•Concerted focus on safety during downturn in industry

Progress

Workgroup updates

Asset Integrity - John Forrest, TalismanCompetence – Alan Chesterman, Apache

Workforce Engagement – Mike Bowyer, HalliburtonHuman Factors – Simon Smith, MarathonWorkplace Health – John Hollowell, Shell

Industry Leadership Safety DayIndustry Leadership Safety Day

19 March 200919 March 2009

ASSET INTEGRITY ASSET INTEGRITY –– WHAT ARE INDUSTRY DOING WHAT ARE INDUSTRY DOING ABOUT IT?ABOUT IT?

John ForrestJohn Forrest

Chairman Asset Integrity Steering GroupChairman Asset Integrity Steering Group

Step Change in SafetyStep Change in Safety

Asset Integrity is a key pillar in the Step Change Temple Model

Recognise

Hazard and

Reduce Risk

Personal

Ownership for

Safety

Asset Integrity

Maintaining Hardware to

be Safe, Reliable and

Efficient

Identifying,

Understanding and

Dealing with Hazards

Making safety personal

by demonstrating

commitment and

competence throughout

the organisation.

Ownership and Involvement at all Levels

Leadership Communication Cooperation

Making he UK

the safest place to work

in the worldwide Oil and

Gas Industry

EquipmentPeople

Processes

The Asset Integrity Workgroup were very busy in 2004-2006

HVAC

Dampers

Asset Integrity

Toolkit

Integrity of Bolted

Pipe Joints

Safety

Critical Elements

Hydrocarbon Releases

1995-2006

182

83

83

Target74

0

50

100

150

200

250

No

. O

f R

ele

ases

Minor

Combined(major + significant)

Target

Minor 111 58 78 66 85 95 145 128 144 172 182

Combined 214 154 148 152 149 139 125 113 86 97 83

1994/1995 1995/1996 1996/1997 1997/1998 1998/1999 1999/2000 2000/2001 2001/2002 2002/2003 2003/2004 2004/2005 2005/2006

Seminars

•Maintenance Workshop

• 2005 Asset Integrity

Seminar

•2006 Asset Integrity

Seminar

ProductsKPI - 2: Open Significant Verification Findings - unattributable

0

10

20

30

40

50

60

a b c d e f g h i j k l m n o p q r s t u v w x

operator

Total number of open significant verification findings

- Monthly average per installation

Established Industry KPIs

Hydrocarbon release reduction

Open Verification Findings

Plant Efficiency

Toolkits

Hydrocarbon

Release Reduction

Asset Integrity

Plant Losses of SMPP - Oil Installations

0

5

10

15

20

25

30

35

FPSO /

Subsea

Ti eback

Pl atf or m

Manned

% p

lan

t lo

ss

es

of

SM

PP

2004 Plant losses - plant failure (% of SMPP) 2005 Plant losses - plant failure (% of SMPP)2004 average plant failure (% of SMPP) 2005 average plant failure (% of SMPP)

Corrosion Management

Ongoing

Subgroups

Complete

0

50

100

150

200

250

Sour ce: HSE

Combined (major + significant) Minor

167209265269230241270234233219Total

94136182172144128145958566Minor

7373839786113125139148153Major & Significant

6868769279109117127133140Significant

5575748121513Major

06-0705-0604-0503-0402-0301-0200-0199-0098-9997-98

..however Industry Leak data showed that progress was slowing……

Step Change Asset Integrity Steering Group

• Formed in April 2007 to further raise the profile of Industry’s efforts.• Current membership (March 2009)

- John Forrest (Talisman) - Rick Cohagan (Chevron)- George Brown (Wood Group) - Steve Walker (HSE)- Anthony Lunn (BP) - Ian Light (Lloyds Register)- Ian Crossan (Step Change) - Chris Allen (Oil & Gas UK)- Melfort Campbell (IMES) - Robert Paterson (Oil & Gas UK) - Tom van Leenen (Maersk) - Euan Meldrum (Oil & Gas UK)- Steve Rae (Seawell)

• Emphasis on “Leading” and “Doing”

• Active in 5 aspects of Asset Integrity:– Education of Leaders (Asset Integrity Workshop)– Promote Sharing (Step Change website)– Strengthen the role of the Engineering function– Agree and implement performance indicators for Industry– Improve understanding of Hydrocarbon Release Data

1. Education for Leaders

• Industry Leadership request for help

– “We need more education in asset integrity” (Industry Leadership day 30 May 2007)

– “Ensure Senior Leaders understand, promote and demonstrate

accountability for Asset Integrity” (top action from Engineering function workshop 5 March 2008)

• HSE view that leadership understanding of asset integrity is poor.

– “. . . Senior Managers must improve their understanding of the safety and business risks arising from continuing to operate with degraded

Safety Critical Elements. . .” (Key Programme 3 (Asset Integrity) report by HSE, November 2007)

The Asset Integrity Workshop has now been delivered to

over 400 Industry Leaders in 2008.

Feedback has been very positive. By the end of the

workshop, attendees report:-

• A raising of senior management awareness of Asset

Integrity as a Leadership function

• Improved understanding of Major Accident Hazard

control.

• Improved familiarity with principal improvement areas

identified within KP3.

• Improved awareness of models and tools available for

improving asset integrity management

• Better focus on having the right questions to ask within

their own organisations.

Outcomes of the Workshops

2. Promoting sharing via Step Change Website

• Creating the website is the easy bit . . . getting people to use it is

much more difficult!

•Website address: www.stepchangeinsafety.net

3. Strengthening the Engineering Function

KP3 Report

“Currently the technical authority function is under pressure often resorting to fire fighting rather than its strategic role to provide expertise and judgement on key operational engineering issues. The voice for the engineering function which can provide the backstop on asset integrity lacks the appropriate authority in many companies and the industry needs to reflect on how this can be addressed”

• 2 workshops already held to engage with Engineering Technical Authorities.

• Currently analysing feedback from these workshops.

• Action item for MDs and TAs to make joint Site visits.

4. Asset Integrity KPIs are now agreed for Industry

1. Hydrocarbon Releases

• Measures the number of Major, Significant and Minor releases each month.

2. Verification Non Compliances

• Measures the number of non compliances raised each quarter by the Verification Society

3.Safety Critical Maintenance

• Measures Planned Maintenance backlog hours each month

From 1 January 2008 Data is being collected by O&GUK directly from Operators for 1 and 2. Hydrocarbon Release data (3) is collected by HSE.

2008/09 Hydrocarbon releases (KPI-1) on downward trend?

0

50

100

150

200

250

1993/94 1995/96 1996/7 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/7 2007/8 2008/09

Source HSE

Combined Major & Significant Minor

Note: 2008/9 provisional data for 10 months pro-rated to 12 months

KPIKPI--2: Verification Non2: Verification Non--Compliance (level 2) Industry AverageCompliance (level 2) Industry Average

. . . . no clear trend, although some progress in 4Q08. . . . no clear trend, although some progress in 4Q08

0

2

4

6

8

10

12

14

16

Open Findings Findings Raised Findings Closed

No

. o

f le

vel

2 f

ind

ing

s p

er

insta

lla

tio

n Q1 2008

Q2 2008

Q3 2008

Q4 2008

Range: 3.33 - 72

Range: 0 - 29Range: 0 - 16.33

0

20

40

60

80

100

120

140

160

180

200

Jan

Feb

Marc

h

April

May

June

July

Aug

Sept

Oct

Nov

Dec

2008

No

. o

f m

an

ho

urs

(p

lan

ned

main

ten

an

ce)

Average Monthly Range: 4.7 - 1376.9

KPIKPI--3: Safety Critical Backlog (planned maintenance) Industry Averag3: Safety Critical Backlog (planned maintenance) Industry Averagee

No clear trend yet . . . .No clear trend yet . . . .

5. Improved Understanding of Hydrocarbon Releases

• Work Group being led by Robert Paterson (O&GUK)

• Purpose is “to provide better knowledge & understanding of HCR causes to assist in targeting improvement effort”

• HCR and Asset Integrity Toolkits will be updated in 2009

• Previous “Campaigns” have been successful – but not sustainable

– e.g. small bore tubing leaks

• Human Factors are a significant contributor to leaks

– Further analysis ongoing – with results in Process Safety Seminar in July 2009

Upcoming Events

• KPI Workshop

– An event sponsored by HSE/Industry on 26th March at AECC

- HSE & Industry keen to promote this workshop around broader

KPIs and to allow companies to share and learn from companies’

best practice

• Process Safety Seminar

– An Oil & Gas UK event on 2nd July at AECC

– Interested speakers should contact Robert Paterson at O&GUK

…key thoughts to take away

• The Step Change emphasis is on providing leadership for further improvements in Asset Integrity.

• We already have more than enough tools – we all now need to get better at adopting lessons learned and best practices.

• Just asking the right questions of your people will make a huge difference to where Asset Integrity sits on the agenda within your company.

• One of the key leadership actions is ensuring adequate funding and resourcing are provided for asset integrity.

Competency Workgroup T.O.R.Workgroup: Training Standards and Competence

Team members: Alan Chesterman (Chairman), Ian Aitchison, Bob Alexander, John Bailey, Peter

Brown, John Clark, Phil Davie, Sheila Keddie, Norman Marwick, Wolfgang Puennel, Dave Sherrit,

Ray Riddoch, Chris Strang, Lorne Watt, Chris Williams, Frances Yule

Objective: Improve safety performance by applying best practice training standards and

competence at a consistent level across the industry in critical key areas.

Deliverables:

1. Implement Minimum Industry Safety Training Standard (MISTS) on an industry wide basis with

tracking in Vantage.

2. Common industry standards / training in offshore Control of Work.

3. Common industry standards/ training for safety critical areas of lifting competence

Success criteria:

• Engage industry expertise to establish best practice and definite common standards.

• Engage industry wide support to implement common standards.

• Initiatives recognised and acknowledged to be making a difference offshore.

Competency WorkgroupKey milestones:

1. Implement MISTS training for new starts and provide tool to start experienced

workforce testing and refresher training.

1st April 2009 - on plan

2. Establish Control of Work sub group.

March 2009 – complete, first meeting held

3. Agree industry standards and training for ISSOW users and Performing

Authorities.

2Q 2009 - on plan

4. Monitor lifting and training standards developed by others and form work sub

group.

2Q 2009 - on plan

5. Agree approach to industry implementation of control of work and lifting

standards initiatives.

1Q 2009 - to be started

Competency Workgroup

Progress:

• MIST: on plan to commence implementation from 1st April 2009. New start training course and providers in place; experienced workforce testing /refresher tool being finalised for 1st April; communication plans made, to be rolled out end 1Q09; implementation deadlines to be agreed by industry (12 – 18 mths recommended).

• Control of Work: Basic COW standards incorporated into MIST; Subgroup formed to agree industry AA and PA standards, drawing on work by BP and others and liaising with the recently rejuvenated industry ISSOW users group.

• Lifting Standards: Good progress made by joint industry group on training standards for Riggers and Banksmen; Competence group is monitoring and reviewing; at a future point will decide how to implement the standards industry wide.

Competency Workgroup

Issues / Barriers :

• Engagement and co-ordination with other interested and affected groups.

• Resistance to industry standards and “not invented here”.

Resources:

• OK at present

Workforce Engagement

Steering Group Members:

Mike Bowyer (co-chair), Ian Sharp (co-chair), Alastair Routledge, Pat Sibille, Martin Ellins, Iain Whewell, John Taylor,

Roland Festor, Bill Morrice, John Colley, Ken Gillan, Vic Retalic, Bill Yuile, Peter McMahon, Dave Nicholls, Norman Marwick & Ian Aitchison

Objective:

Promote a greater understanding of effective workforce engagement and support the continuous improvement of

workforce engagement practices by 1) sharing industry best practice 2) identifying and removing common barriers

to workforce engagement

Deliverables:

• Identify from actual examples the common characteristics of safety cultures which encourage workforce

engagement

• Identify from actual examples the common characteristics of engaged workers with a particular emphasis on obtaining constructive feedback from the workforce

• Identify from actual examples the leadership role in driving and sustaining workforce engagement

• Summarise and share the principles of effective workforce engagement including highlighting barriers

• Examine and recommend ways to improve the effective use of Step Change Networks to promote better

engagement (MDs, Site Leaders, Safety Reps, Focal Points)

Success criteria:

• Examples of common characteristics of effective workforce engagement shared

• Some common barriers inhibiting workforce engagement are removed

• Increased industry clarity about how to improve workforce engagement

• Increased attendance / participation at network meetings

• Industry “Workforce Engagement” targeted survey feedback improving in sequential surveys

What has Already been Done?

Visible LeadershipVisible

Leadership

Accountability for Safety / Just Culture

Accountability for Safety / Just Culture

Changing Minds

Changing Minds

Step Change Networks

Step Change Networks

Personal Responsibility for Safety

Personal Responsibility for Safety

Boots on for Safety

Boots on for Safety

OIAC Workforce Involvement Work Group

OIAC Workforce Involvement Work Group

Coaching for Safety

Coaching for Safety

Many Safety Leadership Publications

Many Safety Leadership Publications

Initial Thoughts / Questions

• What is currently preventing increased engagement – what are the main barriers?

• Can we identify good practice examples within our industry (companies / installations)? Why are they are working?

• Can we define what motivates an engaged worker?

• Can we define the leadership role in promoting and sustaining workforce engagement?

• How can we better use the existing Step Change Networks to help drive increased engagement?

• Why are some safety reps more proactive than others (M.M.F.I.)?

• What can we learn from the HSE and OIAC’s work on this topic?

• Can we identify good examples of workforce engagement in other industries and learn from them?

• What format will the group’s output take (we don’t believe we need another guidance document)?

How you can Help Us

• Give us your input during the lunch break (boards set up to capture your input) on:

– Good examples of workforce engagement (named facilities / installations)

– Good examples of an engaged worker (named individuals)

– Barriers to workforce engagement

• Provide constructive input on the direction we are taking with this initiative

• Help us to populate 3 subgroups:

1. Barriers to engagement and common characteristics of engaged workers

2. Common characteristics of facilities / locations which exhibit good workforce engagement

3. Leadership role in driving and sustaining good workforce engagement

• Give us objective feedback on any proposals we bring forward.

Workforce Engagement - Summary

• Step Change Networks have potential to be a major driver of workforce involvement

• Need to work closely with OIAC Workforce Involvement group

• Broad constructive Union participation is essential

• More work to be done to fully understand barriers

• We must avoid reinventing the wheel (integrate work already done)

• Identify and learn from existing pockets of good practice within our industry

• Identify common characteristics which drive good workforce engagement

• We are looking for volunteers to populate three sub-groups that will help us to establish how we can improve workforce engagement in our industry

Step Change Leadership Team

Human Factors Work Group

Simon Smith

Marathon Oil

HUMAN FACTORS WORKGROUP MEMBERS

Steering Group

Simon Smith (Chair) – Marathon Rob Miles - HSE

Peter Brown – PSN Mary Marshall - HSE

Tim Ingram – Maersk

Ronnie MacGregor – Baker Hughes

Steve Bullock – Petrofac

Dave Nicholls – SC support team

Sub-group

Simon Robinson – BP

Zoila Medina – Wood Group

Steve Cox – Schlumberger

Hilary Smith-Milne – Walker Technical Services

Dave Nicholls – SC support team

Human Factors – The Theory

Human factors are environmental, organisational and job factors, and human and individual characteristics which influence behaviour at work (ref HSG48)

0 5 10 15 20 0 5 10 15

ROOT CAUSES ACTION TARGETS

STRUCTURES STRUCTURES

PROCESSES PROCESSES

ATTITUDES

BEHAVIOURS

AND VALUES

ATTITUDES

BEHAVIOURS

AND VALUES

STRUCTURES

PROCESSES

VALUES

ATTITUDES AND BEHAVIOURS

TRANSLATION INTO ACTIONS

TACKLING THE FOUNDATION…

CLUES ABOUT HOW WE CHOOSE TO TACKLE HSE PERFORMANCE ISSUES

Human Factors – In Practice (O&G Industry)

Plant and Equipment1. Human Factors in Design

2. Alarm Handling

3. Human-Systems Interfaces

Processes1. Procedures

2. Risk Assessment and Accident Investigation3. Safety Critical Communication, Toolbox Talks

4. Organisational Change

5. Staffing Levels and Workload

incident / failure

Human Factors in the Control of Major Hazards

People1. Supervision

2. Behavioral Safety

3. Fatigue (Shift work/Overtime)

4. Training and Competence5. Organisational Culture

6. Managing Human Error,

Mistakes and Violations

• We will build on existing systems and processes drawing on both O&G and external industry good practice and guidance

• Immediate short term focus on the application of HF knowledge in Risk Assessments; the dynamic nature of Risk Assessments and the effectiveness of communication/engagement at the Toolbox Talk

– Toolbox talks (and variants) used extensively throughout industry

– Opportunity to address human factors just before the job starts or as the job changes

– Seek out current Risk Assessment and Toolbox Talk practices (within and outside our industry)

• We will encourage the adoption of Human Factors processes / tools through sharing and engagement

• We will actively engage with the Focal Point and other established networks to ensure that our deliverables are fit for purpose

Human Factors – Where do we start

Step Change Workplace Health Workgroup

• Workgroup formed at the end of 2008.

• Big subject to cover. Currently prioritizing where Step Change can add value.

• Managing workplace health risks is an increasing priority with the UK-HSE.

• Current information regarding Workplace Health is applicable, but needs

refreshing.

Areas of focus:

• Communication

• Raising awareness of senior management’s knowledge and understanding of OH issues.

• Effectiveness of existing HSE Management Systems and Standards to address workplace health risks and issues.

• Information resource for Workplace Health management and best practices.

• Workplace health performance measurement.

Workplace Health – the prevention of ill health arising out of conditions at

work

Step Change Focal Points

What do you need?

• Senior management unaware of compliance gaps

• No feedback to senior management on (health) risk control performance or OH objectives

• Poor or non existent plans. HSE plans either do not include health related objectives or they are poorly framed.

• Policies in place but do not always reflect what happens offshore.

• Inadequate resources offshore to deliver policies/procedures

• Expansion of offshore Medic or SHE role without assessing effect on workload or other roles

• Inadequate competence levels

• Poor co-operation between client and contractor

• Inadequate (or poorly managed) health surveillance systems

• Ineffective auditing and lack of "corporate learning"

Feedback suggests a focus on workplace health is timelyUK-HSE

What do you see?

• An understanding of what is missing from the plethora of available regulations, standards, guidelines etc

• Proper standards for offshore workers

• Clear guidance on health risks offshore and best practice on how to address these issues

• A practical/workable solution to health surveillance and how to address it for the offshore workforce – HAVS, COSHH, noise, stress etc

• Common database to record employee surveillance records

• Set criteria for health surveillance across industry

• A clear understanding of what the occupational illness issues are the industry is facing.

• A means of measuring the effectiveness of management systems for OH.

Working Assumptions

Every Member Company:

1. Has a functioning HSE Management System in

place

2. Has HSE standards

Health

Wo

rkg

rou

p

Fo

cu

sProvide industry with simple means for assessing the effectiveness of the delivery of

the heath component of their HSE Management systems with the objective of legal

compliance and ensuring “no harm to people”.

Provide easy access to workplace health information and best practices.

?How effective are these systems/standards for managing today’s workplace

health risks?

Health Member Health

Workplace

Health

Risk

Assessment

Tool

Workgroup Workgroup

Assess

their

HSE- MS

and HSE

Standards

For Health

Company

Health Workgroup – Initial Focus

Un

de

rsta

nd

Ga

ps

Online OH

Management

Toolbox

One stop shop

for pertinent OH

information (e.g.

practices worth

replicating,

networks,

guidelines)

Step Change Workplace Health WorkgroupObjective: Assist industry to improve the effectiveness of existing HSE Management Systems and Standards to manage today’s workplace health risks.

Provide industry with improved access to information and best practices regarding workplace health risks and issues.

Deliverables:

1. Introduce a Workplace Health component to the Step Change Website

2. Support senior management to deliver improved workplace health risk control.

3. A means for measuring the effectiveness of existing management systems and standards towards addressing Workplace Health risks.

4. Engage the workforce by providing better access to Workplace Health information and best practice through Step Change.

Success Criteria:Improved understanding, management and monitoring of Workplace Health Risks in the North Sea at all levels.

Step Change Workplace Health Workgroup

Team Members

John Hollowell – Shell – Workgroup LeaderAlan Johnstone – AMEC – Deputy Workgroup Leader Alistair Routledge – ExxonMobil

Lindsay Tocher - COTA Brian Turnbull - BPJohn Welsh - CapeNorman Marwick – Step Change

Toni Hutchison - Apache Carol Ross – Wood Group Allan Prentice – CapitaPeter Swain – ChevronArlene McDermott – Apache – Offshore Medic

Others: - G.Dubois - HSE; Helen Griffith - Shell

We anticipate we’ll need to tap multiple health professionals from

member companies to help out in the future.

Coffee Break

1040 - 1100