LEADERSHIP TEAM 13 TH AUGUST 2014

Transcription

1 LEADERSHIP TEAM 13 TH AUGUST 2014

2 GORDON CRAIG OIL AND GAS INDUSTRY CHAPLAIN ACT OF REMEMBRANCE

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4 STEVE BULLOCK CO-CHAIR UPDATE

5 LEADERSHIP TEAM UPDATE New Members Donald Taylor Operations Director TAQA Bratani Limited Co-Chair Succession planning for Ken Robertson Ian Sharp COO Fairfield Energy has stepped up Formal handover in at planning day (Oct 1 st )

6 STEERING GROUP CHAIR POSITIONS AISG Alan Chesterman will replace Geoff Holmes as operator co-chair HSSG Dave Dickson will replace Alan Chesterman as operator co-chair

7 EBS

8 MARTIN RUNE PEDERSEN / DAVE STEWART C&HFSG UPDATE

9 FEEDBACK FROM JUNE 24 TH EVENT Overall, well received Huge appetite around the online tool which was better than expected Call for more one-on-one sessions with member companies with the tool Good interaction and good discussions Want more information to follow-up decisions that have been made

10 HUMAN FACTORS TOOL Only a small number of companies are using the tool under 10 Support team have undertaken seven one-on-one engagement sessions with HSEQ and HR teams in member companies with more scheduled Needs industry buy-in Uptake of the Human Factors Tool as of August Total 129 paying members % % 4.7% Member Companies Registered on the tool Engagement sessions Active on the tool

11 ENGAGEMENT SESSIONS Feedback from Engagement Sessions What s working well? One/Two people responsible for the integration of the tool per company as their Human Factors Champions part of continuous improvement process and written into forward-looking strategys HSEQ Teams involved with the engagement sessions lunch and learn scenarios worked well Seeing the tool first hand in use with data unique to organisations to show what the tool can do but relies on administrative input from Champions What could be better? Need a slide-pack outlining what the tool is and how it works to allow those offshore/not available to see the ideas behind it Step Change training courses

12 LIFTING AND MECHANICAL HANDLING GUIDELINES Progress Update In the final review stage Completion date - end of August/early Sept Roll-out eight week strategy drafted encouraging involvement from all SCLT What s changed? Incorporating Risk Assessment aspect Human Factors threaded throughout

13 COMPETENCE FRAMEWORK High-level, non-prescriptive document to outline a Competency Framework for the industry Progress Update Document being edited to incorporate KPI aspect of competency Estimated 2 months until completion (October 2014). Would require buy-in across industry Roll-out strategy to be determined and agreed

14 MIST UPDATE Scheduled launch for the new MIST of 1 st November 2014 Pre-update 9 modules Introduction to the Hazardous Offshore Environment 1 Working Safely including Safety Observation Systems 2 Understanding the Risk Assessment Process 3 Tasks that require a permit to work 4 Personal Responsibility in Maintaining Asset Integrity 5 Using Manual Handling Techniques Every Day 6 Controlling the Use of Hazardous Substances Offshore 7 Knowledge and Practices of Working at Height 8 Being Aware of Mechanical Lifting Activities 9 Post-update 5 modules 1 Major Accident Hazards 2 Workplace Hazards and Personal Safety 3 Risk Management 4 Control of Work 5 Helicopter Safety

15 COMP & HF PLANNING DAY 22 nd September half day workshop Invitation extended to all workgroups and all member companies with an interest in the area Intending to have a facilitated discussion around historical focus areas and the strategy for focus areas going forward Objective leave the room on 22 nd September with workgroup and leads assigned and aligned for We encourage all members of SCLT to send a representative

16 BREAK

17 ALAN CHESTERMAN ALAN JOHNSTONE AISG UPDATE

18 AISG UPDATE AISG direction and activity review Leadership and work groups Outline activity plan moving forward Next steps

19 DIRECTION AND ACTIVITY REVIEW PROCESS Handover meeting Co-chairs, Goff Holmes and Les Linklater June Brainstorming by co-chairs & support team (Les, Jamieson) July/Aug Draft outline work programme July Discuss work plan with HSE (Susan MacKenzie/Tony H) July Incorporate HSE input, discuss outline work structure August Discuss proposal with SCLT 13-Aug Discuss work plan with AISG 9-Sept Draft and endorse AISG and WG, ToR, populate work groups Sept. AISG network and cross-industry sharing events 29/30-Oct Consolidate plan at SCLT planning day Planning day

20 CURRENT AISG ACTIVITIES AND WORK GROUPS AISG Hydrocarbon leak reduction (HCR) Technical authorities Verification Alan Johnstone Hugh Bennett Enrique Sandoval Susan Mackenzie John Fleming Andy Robertson Bob Taylor Alistair McDougall Gillian Simpson Les Linklater Alan Chesterman Imogen Hutchcroft David Oberg Melfort Campbell Peter Hepburn Robert Paterson Ian Wright Steve McHattie Jamieson Amott Bruce Lawson HCR Sub Group HCR reporting / tracking Sharing/lessons learned HCR prevention bulletins Tech Authorities Sub Group (not currently active) Role of TA document Hugh Bennett Thomas Laurie Jim Trodden Kirsty Hart John Fleming Andy Robertson James Geddes Gillian Simpson Andrew Howard Iain Wright Alan Thomson Dave Swanton David Odberg Steve Chatfield Adam Hull Ian Wright Steve Morrice Jamieson Amott Kevin Bayne Derek Donald Bob Taylor Bruce Lawson

21 CURRENT HCR PERFORMANCE AND HSE INITIATIVES Leak trend increasing No. of leaks HSE wrote to duty holder and OCA requesting improvement plans Responses received HSE compiling report from responses Desire to widen focus beyond HCR into MAH management and KP4

22 AISG FUTURE DIRECTION GOALS AND OBJECTIVES Goal Improve Industry Management of Major Accident Hazards (MAH) Objectives Promote and support HydroCarbon Release Reduction (HCR) Help industry to maintain facilities integrity and condition in compliance with perf standards (structures, equipment, piping, subsea, support systems etc.) Promote application of best practice and industry learning from past major accidents (including learning from other industries) to avoid repeating the mistakes of the past.

23 AISG FUTURE DIRECTION HIGH LEVEL ACTIVITIES Build on HSE lead and drive improvement plans to reduce leaks and improve MAH management. Identify and promote application of best practice and KPIs. Encourage and develop learning and sharing not only current incidents / near misses, but also learning from and continuous application of past lessons. Early cross-industry sharing/learning event - potential inputs to our thinking. Better process and implementation of learning through SADIE Embed continuous application of past learning. Developing capability and culture in MAH management and HCR. Leadership education in Process Safety Management (Goal all relevant UK companies involved). Flexible approach e.g. companies conduct gap analysis to identify learning activities. Training scope includes SC initiatives such as Mechanical Joint Integrity, Control of Work, etc. Map entire community contribution to MAH. Tailor training content to individuals spanning entire workforce How does everyone play their part?" Communication & engagement in building and executing MAH Improvement Plans Asset Integrity Conference Encourage site based approach across all installations, top to bottom, including contractors. Engage at all levels OIMs, ESRs, Safety Committees in MAH plans.

24 DRAFT WORK PROGRAMME Mapped vs. aims and objectives of HSE offshore sector strategy

25 FORWARD WG STRUCTURE & FOCUS AISG Tri-partite WG industry, regulator, unions/workforce Direct and steer activities. Support pan-industry execution of MAH/HCR improvement plans. Oversee identification and application of good practice Develop industry capability in MAH/HCR management Promote continuous learning from past and current lessons X-industry and top-bottom engagement and communication Implementation Work Group WG led by HSE, Oil & Gas industry support Drive and support company / asset by asset improvement plans. Identify & share MAH/HCR good practice / KPIs. Monitor plan execution and performance impact. Learning and Sharing Work Group WG leadership TBC X-industry sharing event. Better use of SADIE Continuous application of past learning Develop MAH/HCR Capability Work Group Task and Finish WG X-industry leadership education in process safety. Map how everyone plays their part, tailor training to suit

26 AISG AND WG MEMBERSHIP RULES AISG Co-chairs HSE OGUK Unions & G20 WG leaders SC support Sub Groups WG leaders Best people for the job G20 as required SC support Clear scope and deliverables Bias towards task and finish MAKE A DIFFERENCE

27 DRIVING MAH IMPROVEMENT AND CAPABILITY HSE AISG HSE Inspections Report Good Improvement Opportunity Work Group What good looks like Best Practice Peer Support Membership Guidelines Tools Events

28 REQUESTS AND NEXT STEPS REQUESTS SCLT ideas and feed back on proposal. Help with work group leaders and members. NEXT STEPS Incorporated SCLT feedback Discuss work plan with AISG 9-Sept Draft and endorse AISG and WG, ToR, populate work groups Sept. AISG network and cross-industry sharing events 29/30-Oct Consolidate plan at SCLT planning day Planning day

29 DAVE DICKSON TIM GLASSPOOL HSSG UPDATE

30 EBS WORKGROUP UPDATE

31 PASSENGER SIZE WORKGROUP CAP Safety review of offshore public transport helicopter operations in support of the exploitation of oil and gas: Action A9: With effect from 01 April 2015, the CAA will prohibit helicopter operators from carrying passengers on offshore flights, except in response to an offshore emergency, whose body size, including required safety and survival equipment, is incompatible with push-out window emergency exit size.

32 CLOTHING POLICY Standard clothing policy Summer 1 st May 1 st October 2 layers (inc. one long sleeve) Winter 1 st October 1 st May 3 layers (t-shirt, shirt and jumper) Trousers (inc jeans) Solid shoes

33 LES LINKLATER SUPPORT TEAM

34 TRANSITION REASONS FOR CHANGE To clarify roles of O&GUK and SCiS Remove confusion about roles, functions and interfaces Address concerns raised by industry leaders, regulatory authorities and trade unions Remove potential conflicts of interest

35 TRANSITION CHANGES TO BE IMPLEMENTED SCiS to become a tri-partite member owned company Support team continue to be employed by O&G UK, but formally seconded to SCiS Office accommodation, administrative and support services to be provided by O&GUK to SCiS under terms of service contract.

36 TRANSITION RELATIONSHIP WITH O&G UK SCiS will take lead on health and safety matters where the objective is the development of common standards, procedures, and processes. SCiS will also promote sharing and learning by developing, promoting and sustaining safety solutions, including good practice guidelines and toolkits O&GUK will take lead on health and safety issues falling outside SCiS remit, including industry advocacy to Government and media, consultations with regulatory authorities, responses to legal enforcements, interpretation of regulations etc. MOU to be drafted to formalise these principles

37 TRANSITION NEW GOVERNANCE STRUCTURE Shareholding and vote Board Leadership Team Operator and Contractor Chairs Operator and Contractor Co-chairs -? 2 Non executive directors - TBA - Full Member Companies 1 vote per company 0 or 9 or 10 Up to 20 Regulator - HSE 1 vote but no shareholding 1 or 0 1 Regulator - CAA??? Recognized Trade Unions 1 vote per union 1 or 0 2 Trade Associations 1 vote per TA - 7 Elected Safety Representatives -? 18 Support Team - MD MD Associate members - - -

38 TRANSITION STEERING COMMITTEE Ken Robertson Steve Bullock Les Linklater Do we need all of these people to steer a relatively straightforward process? Regulator Trade Union 2 x G18 2 x Operator 2 x Contractor

39 TRANSITION BENEFITS Provide clarity on role of SCiS Provide members with equal vote and access to Leadership Team and Board Improve line of sight from Board to membership Introduction of Associate members will help contain and over time reduce fees

40 TRANSITION SCHEDULE Project Progress Start End Transition Sub-committee Articles of Association Member Engagement / Communications Organisational Structure Business Plan Contracts (MOUs & SLAs) Corporate Governance Policies 0% 0% 0% 0% 0% 0% 0% 04/06/ /09/ /07/ /10/ /09/ /11/ /08/ /09/ /08/ /10/ /09/ /11/ /09/ /11/2014

41 BUDGET Budget - 704k Budget - 842k Deferred - 126k Deferred - est. 35k Total - 830k Membership - 807k Mid-year position - Year end projection - 312k 795k Associate - Events - Publications - 25k 12k 5k * Can be used to offset 2016 membership costs

42 WEBSITE UPDATE New platform, more flexibility and in-house capability Simplified Navigation Quick access key issues Built in e-commerce platform Tools & Publications free to members but must be registered to download (provides tracking)

43 COMMUNICATIONS UPDATE Monthly Round-Up Issued 1 st of Month Weekly HSSG Bulletin being issued Typically 5800 opens from 990 unique opens Note: HSSG Bulletin issued June reached 33k potential readers

44 EVENTS 11 th Sept - JuT Focal Point meeting Launch new JuT, share good practice, afternoon Market Street 22 nd Sept - C & HF SG Planning Day Workshop to distil feedback from June event, engage membership in preparation for planning day, afternoon Market Street 1 st Oct - SCLT Planning Day 30 th Oct - AISG event morning AECC 26 th Nov - Leadership Breakfast (MDs& Focal Points) WEST event

45 AOB

46 REQUESTS FROM FAMILY MEMBERS 23R Post Incident discussions with family members

47 23R BACKGROUND On August 23 rd A CHC operated Super Puma L2 helicopter (16 pax and 2 pilots) flying from Dunbar (11 pax) and Alwyn North (5 pax) to Sumburgh for refuelling ditched in the sea 2 nautical miles from Shetland. 4 people lost their lives. - Post incident discussions were held with family members. One of the concerns raised was that family members were not aware or had difficulty knowing who to call for information. June 6th TEP UK met with our Emergency Response consultants (Petrofac Training) & Police Scotland to initially discuss researching the viability of a central industry Relative Response telephone number. During this discussion it became apparent that this would not solve the problem. - A central phone number would still need to be conveyed to family members and added an additional layer to the response. - It was concluded that awareness needs to be increased for those not as aware of the O&G industry and level of support available. - Our Emergency Response consultants have been asked to look at the production costs of an informational DVD that can be distributed across various mediums. Presentation title - Place and Country - Date Month Day Year 47

48 OIL & GAS DVD Subject Matter - The offshore process - Heliport & Check In - Importance of Next of Kin & Emergency Contact Information - What information employees should give family members or loved ones - Arrival offshore - Emergency Response, Coastguard, Police, Operators - Evacuation - Relative Response - Media Response - Reception Centre Process - Repatriation Primary Aim of DVD - Inform and Educate Target Audience - Family members, loved ones, friends - Those not familiar with the offshore work environment Presentation title - Place and Country - Date Month Day Year 48

49 OIL & GAS DVD DISTRIBUTION Style - Mixed Media? Narration & Interview Broadcast Vehicle - The DVD should be as accessible as possible - Social Media Sites - Industry Sites - Sites that are concerned with family support? Questions Presentation title - Place and Country - Date Month Day Year 49