TUESDAY 11 MARCH 2014

#PLAYYOURPART

LES LINKLATER – TEAM LEADER

WHAT WE SAID…OUR PRIORITIES - 2012

Asset Integrity

Workforce Engagement

Competence

Human Factors

Helicopter Safety

TIM GLASSPOOL – CO-CHAIR HSSG

What HSSG Has Achieved

The Future of HSSG

Some Implications of CAP1145

WHAT HSSG HAS ACHIEVEDA trusted communications link to the Offshore workforce

• Working hard to increase workforce confidence in Helicopters.

Production of Newsletters to educate and inform

• How Commercial Air Transport Regulation Works• The facts behind RTB’s• The outcomes of the various investigations and inquiries as they are published

Facilitated the re-introduction of the EC225 with additional safety measures

• Workforce engagement presentations• Factory visits• Appointment of third-party experts

Has provided the means to keep the industry aligned and flying after each accident

THE FUTURE OF HSSG

Even before CAP 1145 the HSSG was changing.

More focused

• Smaller group of business leaders• Prioritised tasks – ranked on safety improvement

Increased ownership of the issues

• Fewer tasks, faster implementation

Accountable to achieve targets

• Individuals accountable to the Group for achieving defined targets. With the results a matter of public record.

HSSG STRATEGY• First meeting 23rd Jan, attended and fully supported by Bristow,

Bond and CHC MDs.

• Helicopter manufacturers represented.

• By invitation only from next meeting 20th March.

• Prioritisation of key activities underway.

9

WORK PLAN – CONSOLIDATE AND PRIORITISE BY 1Q

4Q 1Q 2Q 3Q 4Q

HSSG meetings

Other meetings & key events

G-WNSB investigation AAIB

Monitor lessons from incidents HSSG

CAA operations and safety review Recommendations and actions CAA

Initial & recommendations & actions Operators

Follow-up activities

Draft strategy and activities

New HSSG constituents

Review & revise HSSG / ASTG activity plans

Regular E-updates

Lessons learned findings / actions

Potential New Key Projects

Projects from CAA & Operators reviews

Standard dontract technical requirements TBC

Escape and Survival study TBC

Current Projects

Develop recommendations ASTG

Encourage implementation HSSG

Communicate production version to industry OGUKImplementation by industry (summer activity) Industry

Follow-up review & improve Industry/HSSG

Improved helideck lighting

Weather Station Network

HUMS AAD

Heli-Operators Joint Safety Review

Comms Group

HSSG Strategy and work plan

Heli-contracts

Helicopter escape and survival

Operating procedures and training

Workforce Communication

Lessons from Incidents

2014Actvities WhoProject

Ongoing

Ongoing

20/3 22/5 24/7 25/9 27/11

13/3

CAP 1145Produced internally by the CAA in response to the Transport Select Committee Inquiry into helicopter safety

An 18-month report produced in 4 months.

The CAA have been under fire from various quarters regarding tougher regulation and oversight – this is the response.

The timelines are deliberately aggressive to force a response from the industry.

SOME IMPLICATIONS OF CAP 1145Availability of Cat A EBS

• Helicopter seating restrictions

Helicopter Operations at high Sea States

• No real change from the current situation• Side floating helicopters are several years away

Emergency exit size limitations

• Methodology and impact still to be determined

Each requirement will become legally enforceable through the publication of CAA Operational Directives.

• These will apply to all UK registered aircraft around the world, and to all aircraft operating in the UKCS, regardless of their State of Registration

THE ROLE OF HSSGA new helicopter offshore safety forum has been established to drive forward the actions and recommendations from CAP 1145

The role of HSSG will be to communicate and facilitate these issues, and those of the Joint Operators Review (JOR)

For example;

• Passenger sizing relative to emergency exits. How will this be achieved? It cannot be decided at the check-in desk.

• Allocation of Cat A EBS. This needs to be managed across the UKCS, not just on a company-by-company basis

HSSG will work with OGUK, the helicopter operators and the CAA to determine how best to proceed.

KEN ROBERTSON & STEVE BULLOCKCO-CHAIRS OF STEP CHANGE IN SAFETY

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

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

• Asset integrity will be effectively managed across our industry

• Our workforce will be fully engaged in health and safety

• 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

OUR ACHIEVEMENTS

CHALLENGES

Delivery Model – Does the current structure set us up for

success?

Participation – At all levels, Leadership Team,

Steering Groups and Workgroups

Membership – Who is missing…?

who is not playing their part?

Constitution – Sets out clear expectations of members

of Step Change and also leadership team.

CHALLENGE QUESTION

How effective are WE as Step Change in Safety in meeting our objectives ?

1. Very Effective

2. Quite Effective

3. Not Sure

4. Not Effective

5. Ineffective

38% 38%

13%

0%

13%

1 2 3 4 5

2014 KEY ACTIVITIES• focus on sharing, understanding and learning

lessons identified from previous incidents and good practice

• continue to drive a 50% HCR reduction from 2013 – 2016

• continue to be proactive with helicopter transport safety focusing on what’s important - deliver safe flight operations, mitigate consequences and continue to communicate and engage our workforce on and offshore.

• apply the learnings from the past two years

2014 KEY ACTIVITIES• actively engage the review of the MIST and other

standards, develop a common industry competence framework,

• confront safety critical task competence and address the question of safety leadership in a major accident hazard environment.

• focus on sustainability, delivering and integrating the online human factors self-assessment tool

WORKFORCE ENGAGEMENT SUPPORT TEAM

• continue to develop WEST and align the agendas (legacy WIG & WEG)

• develop the toolkit, increasing value proposition to employers,

• support the role of ESRs

• Develop and deliver effectivecommunications channels

CHALLENGE QUESTION

As a member of Step Change in Safety how engaged am I as a member?

1. Engaged as a Contributor

2. Engaged as a Consumer

3. Don’t Know

4. Not Connected

50%

13% 13%

25%

1 2 3 4

GEOFF HOLMES – CO-CHAIR ASSET INTEGRITY STEERING GROUP

ON THE COURT OR IN THE STANDS!!

49%reduction target in HCRs by March 2013

WHAT’S WORKED WELL

2009/2010

2010/2011

2011/2012

2012/2013

187

166

131

95

Minor SignificantMajor TargetTotal

KEY FINDINGS ON THE INDUSTRY’S APPROACH

• The Health and Safety Executive (HSE)

HCRs Reduction focus

• HCR Plans

• Practical workforce engagement tools

• Cross-industry sharing

CASE STUDY

Claymore Platform was shutdown for a circa 6 months.

We purchased Forward Looking Infra-red (FLIR) Camera to implement

proactive inspections, during the start up, to identify any fugitive releases.

The following systems were surveyed as they were brought online:• Fuel Gas • Gas Lift • Well Bay • Oil Separation • Gas Compression

19 fugitive releases were found in total during the inspections

NORWEGIAN CLASSIFICATION(2012/2013 COMPARISON)

A1 - D

egra

datio

n of

valve

seat

ing

A3 - L

oss o

f Bol

t Ten

sioni

ng

A4 - F

atig

ue

A6 - E

xtern

al C

orro

sion

A8 - O

ther

A9 - D

egra

datio

n of

per

m/te

mp.

hos

es

B2 - I

ncor

rect

fittin

g fla

nges

/bol

ts du

ring

mai

nt.

B6 - M

alop

erat

ion

of te

mp.

hos

es

B7 - I

ncor

rect

insta

llatio

n of

smal

l bor

e tu

bing

C2 - M

alop

erat

ion

of va

lves d

urin

g m

anua

l ope

ratio

n

D1 - O

verp

ress

ure

F2 - I

mpa

ct fro

m b

umpi

ng/co

llisio

n0

2

4

6

20132012

INDUSTRY PERFORMANCE(YEAR TO DATE)

09/10 10/11 11/12 12/13 13/14

187

168

133

95

112(p)

Total No. of RIDDOR HCRs112 RIDDOR reportable releases on our sites to date.

Figures for the same period  (1 April - 7 Mar) last year for comparison

• 90 HCRs reported• 112 (p) HCRs reported

85 have been reviewed and classified

• 1 Major (9)• 27 Significant (35)• 57 Minor (51)

Sign….!

CHALLENGE QUESTION

Is the current target the correct target?

1. Yes

2. No

No44%

Yes56%

CHALLENGE QUESTION

As a member of Step Change in Safety do you feel accountable for OUR target?

1. Yes

2. No

3. What target…!?Yes70%

No30%

CHALLENGE QUESTION

Do you feel you are Playing Your Part to achieving the target?

1. Yes, at the table driving

2. Yes, using the guidance

3. I’d like to play my part but don’t know how to

4. No, not my problem

1 2 3 4

41% 41%

18%

0%

CHALLENGE QUESTION

Do you think you could do more?

1. Yes, we could share good practice & lessons identified

2. Yes, we could learn from others

3. Yes, we could be more effective in our engagement

4. All of the above

5. Don’t know

6. No, we’re happy with what we are doing

“Identify the 3 main things you will do in your business to drive a 50% reduction in HCRs in the next 3 years”.

• I will ensure that we share lessons identified across our assets and across industry and work

• I will seek out and support the 3 main improvements across each of my assets and business areas

• I will continue to lead the industry's collaborative effort to reduce unplanned hydrocarbon releases through learning lessons.

Geoff Holmes

CEO – Talisman Sinopec Energy UK

PANEL SESSIONChaired by Steve Bullock, Co-Chair of Step Change in Safety

This morning’s panellists are …

Tim Glasspool, Co-Chair of the Helicopter Safety Steering Group

Ken Robertson, Co-Chair of Step Change in Safety

Geoff Holmes, Co-Chair of the Asset Integrity Steering Group

KEN ROBERTSON & STEVE BULLOCKCO-CHAIRS OF STEP CHANGE IN SAFETY

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

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

• Asset integrity will be effectively managed across our industry

• Our workforce will be fully engaged in health and safety

• 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

TUESDAY 11 MARCH 2014

#PLAYYOURPART