1. ANNUAL PLANNING DAY

2. SAFETY MOMENT DAVE DICKSON

3. 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

4. A CONTINUOUS JOURNEY OF IMPROVEMENT

5. BUT A CHALLENGING AND BUSY YEAR

6. 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

7. 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

8. 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

9. KEN ROBERTSON

10. LEADERSHIP SIMPLICITY ENGAGEMENT IMPLEMENTATIO N

11. REGULATORY CONTEXT TONY HETHERINGTON

12. WORKFORCE CONTEXT ESR - TU

13. INDUSTRY CONTEXT IAN SHARP / STEVE BULLOCK

14. 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?

15. 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

16. SIMPLICITY ENGAGEMEN T SUSTAINABILI TY

17. BREAK

18. ASSET INTEGRITY ALAN JOHNSTONE / ALAN CHESTERMAN

19. ASSET INTEGRITY Reducing hydrocarbons by 50% over a 3 year period Sharing and Learning Developing MAHM Capabilities HCR Improvement

20. COMPETENCE & HUMAN FACTORS MARTIN RUNE PEDERSEN / DAVE STEWART

21. COMPETENCE AND HUMAN FACTORS

22. Prioritised Plan Steering Group (16) World Café (55) Perspectives Event (250)

23. WORKFORCE ENGAGEMENT IAN SHARP / JAKE MOLLOY

24. WORKFORCE ENGAGEMENT

25. HELICOPTER SAFETY DAVE DICKSON / TIM GLASSPOOL

26. HELICOPTER SAFETY

27. BUDGET / TRANSITION LES LINKLATER / ROD BUCHAN

28. LUNCH

29. ROUND TABLE #1

30. WHAT ARE THE OPPORTUNITIES HERE? WHAT ARE THE CHALLENGES?

31. ROUND TABLE #2

32. WHAT ARE OUR PRIORITIES? WHAT DO WE NEED TO DO TO ACCOMPLISH THIS?

33. TABLE FEEDBACK

34. CLOSE / NEXT STEPS IAN SHARP / STEVE BULLOCK