1

Alignment

2

Objectives

Understanding of the project importance

Building a common HSE culture

Setting targets

Creating ownership and personal Action Plans

Attendance

No. of workshops/attendants: 30+/750

No. of managers/Contract Holders: 80

No. of Contractors: 18

No. of Shell VPs: 8

Building the culture

3

Contractor alignment workshop to build The HSE Culture

Shell and Contractor on boarding workshops:

• Line managers & Contract Holders

• Shell and Contractor Supervisors

• Contractor Crews

Integrated Team workshops for Logistics

3rd Party Service Contractor crews

Leader in innovation Floating LNG Game-changer World First

FLNG Design : 700mmSCF/d Dry Gas, 40k bpd condensate

Lifespan of 25 years.

Designed to tap stranded gas

Global FLNG opportunities

480m long / 74m wide

600,000 tonnes when loaded

6x heavier than Nimitz class aircraft carrier

FLOATING LNG FACILITY, largest floating structure

Palta Prelude Campaign preps

5

Australian Safety performance lags….

We want to be acknowledged as Australian industry’s safety

leader

Source: NOPSA

Tell me about .......... • Australia • You

Safework Australia

Australia’s safety versus others

APPEA vs OGP

NOPSEMA statistics

Procedures not followed

Poor management systems

Design specifications incorrect

Procedures wrong

Inadequate training/understanding

NOPSEMA Root causes

• Which is the largest incident contributor? • Rank them all

Our HSE Culture

Exercise - What behaviours do we expect of each other

Everyone • will stop work activities if I believe

there may be an uncontrolled risk to

people and environment.

• understand my responsibilities and

will notify my supervisor if I don’t

understand job requirements.

• only undertake tasks for which I am

competent and only use equipment

for which I am trained.

• will use the safety systems (JSA,

work instructions, STOP, PTW etc.)

to the required standard.

• am able to describe and apply my

Safety Case HSE critical tasks.

• will comply with the Life Saving

Rules

Crewmates • ??? • ??? • ??? • ??? • ???

Supervisors • ??? • ??? • ??? • ??? • ???

Managers • ??? • ??? • ??? • ??? • ???

Supporting behaviours of Supervisors Respect – treat people the way you would like to be

treated

Honesty

Discuss the job with work team

Be realistic in job time frames to do jobs right the first time

Support workers choice to stop the job

Be open minded - not judgemental

Show genuine care for people by understanding staff: Moods / personalities

Problems at home

Ask questions

Be supportive

No harassment or discrimination

Be competent as a Supervisor

Open door policy – be approachable

Experience and knowledge passed down – shared

Comply – policies, rules, regulations – never tolerate people cutting corners

Intervene – stop the job, explain changes

Support the team

Give the time to complete the task in the safest way

Job oversight

Direction of task

Communication – filter

Level headed

Task oriented

Understand Safety Case

Enforce high standards of housekeeping

Morale boosting pre-starts

Understand what each task entails

Understand laws and regulations

Be able to mediate situations with different personalities

Pass on information as soon as they receive it – don’t let rumours start

Flow of information – eliminate ‘need to know’ mentality

Programme

18

Technical training Behavioural trainingPalta & Prelude: Project Overview and Expectations Shell VP engagementShell: Vision, Values & Culture HSE: Hearts & MindsRisks & Barriers - Well control Bram: a life changing experienceLife Saving Rules & Golden Rules Individual and group decision making

Process Safety Everyone Is A Leader

Environment Experiential activity

Drops Experiential activity

Palta Prelude Wells Risk mitigations Safety Tools

Hazardous materials Safety Conversations and Observation Process

Temporary pipework Team Action Planning

Health (incl. Fatigue management) Conclusions & “Where to from here”

Lifting & Hoisting/supply management

Different programmes for different audiences

Executive coaching

Feedback

From: Far Spirit - Bridge [mailto:Farspirit.bridge@farstadship.com] Sent: Thursday, 20 September 2012 12:00 PM Subject: Far Spirit - SDA Induction initiatives

Gentlemen,

I was often quizzed during the 2 day induction on the merits of having the induction and whether its going to be useful.

Well, a week into our swing after the induction, I can report that I can already see a whole lot of positives. For one, none of us have attended such an interaction with the Charterers before. What the induction did was clear any doubts whatsoever on what is required of us as a service provider and, more critically, the Charterers are going to back us up in putting safety to the forefront. I think it is an excellent initiative to include complete team and not only the management core group.

What this brought to this swing is a breath of fresh air. Proactive Safety and the change in the mindset is evident. I have seen 2 x Stop-Jobs already. Safety Observation Cards has brought out a hidden aspect in everyone’s mindset where everything is seen in the light of safety evaluation (5 issued). It has been voiced very clearly to me by the boys that they do need to spruce up and they will. The pledges are posted at key locations. In concise, a welcome positive change in the basic attitude of the thinking grain.

I must congratulate SDA, FSIP and especially Hans, on this initiative which is bearing fruit.

Best regards,

Ken Chaddha

Master, m.v. FAR SPIRIT 19

This is now my 3rd engagement with Farstad following the Contract kick-off meeting and 2 days at The Vines, and I am humbled by the respect that they have shown towards Shell. Thank you guys for that, I appreciate it... Schochy Michael Schoch Vice-President Production

Conclusion

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