1. Safety communication at MPP3 October 2012

2. Some facts & figures (2011) Europe: Focussed and synergistic positioning Outside Europe: Targeted expansion  Sales113 billion euro  Net income (loss)(1,86) billion euro  Investments6,5 billion euro  Sales electricity1.145 TWh  Sales gas1.718 TWh  Households30 million  Employees79.000

3. MPP3 key data Start constructionApril 2008 In operationEnd 2013 Workers on siteApprox. 1,800 Nationalities25-30 Contractor firms800 HPE inductions4,500 LTIFR0 TRIF4.8 Record safe hours5,300,000

4. “I am dedicated to the safety and health of our employees and those that work with and for us. With respect to topics of occupational safety, I expect pragmatic and stringent leadership from the HSE Council. But one thing is clear: Only if everyone chips in -every day- will implementation work.” Klaus-Dieter Maubach (Member Management Board E.ON AG, Head of the HSE Council) Safety support on highest level

5. HSE Performance over time Time Incident rate Technology and standards HSE Management Systems Improved culture Engineering improvements Hardware improvements Safety emphasis E&H Compliance Integrated HSE-MS Reporting Assurance Competence Risk Management Behaviour Visible leadership / personal accountability Shared purpose & belief Aligned performance commitment & external view HSE delivers business value

6. PATHOLOGICAL who cares as long as we’re not caught REACTIVE Safety is important, we do a lot every time we have an accident CALCULATIVE we have systems in place to manage all hazards PROACTIVE we work on the problems that we still find GENERATIVE HSE is how we do business round here Increasing Trust/Accountability Culture Ladder Increasingly informed

7. Culture Ladder PATHOLOGICAL the lawyers/regulator said it was OK of course we have accidents, it’s a dangerous business sack the idiot who had the accident REACTIVE we are serious, but why don’t they do what they’re told? endless discussions to re-classify accidents You have to consider the condition under which we are working GENERATIVE chronic unease safety seen as a profit centre new ideas are welcomed PROACTIVE resources are available to fix things before an accident management is open but still obsessed with statistics procedures are “owned” by the workforce CALCULATIVE we cracked it! lots and lots of audits HSE advisers chasing statistics

8. Focus on Safety Why: up to 1,800 workers on site How: Culture change Example behavior and leadership 90% of incidents due human error Control of primary process Control of quality and logistics No changes = no rush jobs FEL / preparation is 90% of success As part of the primary process Real involvement (certificates, observation rounds, …)

9. 9 “An excellent primary process makes a safety department unnecessary.” Prof. Jop Groeneweg (Leiden University)

10. 10 “An excellent primary process Front End Loading starts with Front End Loading.” Aris Blankenspoor (E.ON)

11. 11 ImplementativeFEL 2.Cost of change is high value (% of overall commitment) 1.Cost of change is low value (% of overall commitment) 1 2 1 2 Front End Loading (FEL)

12. 12  The FEL Project system translates business objectives into project development  Optimal definition of the primary construction process  Continuous improvement and use of “best practices”  To maintain business objective during project execution  Fulfil business demands effective and efficient  Tools with proven and benchmarked results are used to optimize the primary process  An optimized primary process leads to good preparation and zero change  Zero change leads to high safety performance and reduced investment costs! Optimize project results

13. Site wide Communication Dept. Contractor firms Construction mgt./Safety Dept. (Groups of) individuals Construction mgt./Safety Dept. - Safety Summit - Contractor Safety Platform (Award) - Safety Magazine - Safety induction gate - Poster/flyer campaigns - Digital screens/billboards - Celebration milestones (BBQ, gate, …) - Positive recognition (lottery) - Safety alerts - meetings - Kick off meetings - Risk sessions - Biweekly HSE Coordination meetings - Status meetings - Area coordination meetings - Subject coordination meetings - 4-weeks look ahead - Daily/weekly/toolbox meetings - Permit to work process - Safety observation rounds Safety Communication Tools (1)

14. Safety Communication Tools (2) All staff, including secretaries: VCA- VOL PMT: NEBOSH Safety staff: Influencing General: behaviour, respect

15. 15 90% of project success (including safety) is determined by good preparation Each change is a potential risk