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DROPS Forum – Dubai 29 th Nov 2010

DROPS Asia – Successes & Challenges Lee Hogan Head of QHSE – Seadrill DROPS Asia Chairman. DROPS Forum – Dubai 29 th Nov 2010. DROPS Asia inaugural forum & training held in Oct 2009 in Kuala Lumpur. Steering Committee formed Oct 2009.

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DROPS Forum – Dubai 29 th Nov 2010

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  1. DROPS Asia – Successes & Challenges Lee Hogan Head of QHSE – Seadrill DROPS Asia Chairman DROPS Forum – Dubai 29th Nov 2010

  2. DROPS Asia inaugural forum & training held in Oct 2009 in Kuala Lumpur. • Steering Committee formed Oct 2009. • 3 Successful DROPS Asia Forums held. • Growing interest from Industry. DROPS Asia History

  3. Three successful DROPS forums held:- • Kuala Lumpur – Oct 2009 (>50 attendees) • Kuala Lumpur – March 2010 (>50 attendees) • Brunei – Oct 2010 (Together with BSP & Brunei Network) • (~ 180 attendees) • Further forums being planned in:- • Vietnam • Thailand • Singapore • Plus further throughout Asia Pacific. • Forums aimed to provide practical guidance for the prevention of DROPS Incidents. • Positive feedback from attendees. DROPS Asia Successes

  4. DROPS Asia Successes

  5. Lacking commitment from some Industry Members • DROPS Incidents still occurring & unacceptable level of “tolerance” regarding DROPS incidents from some Industry members. • Despite all of our hard work and efforts with DROPS we are only as good as the “weakest link in the chain” • Industry needs to come together to successfully eliminate DROPS Incidents. DROPS Asia Challenges

  6. “Way forward” Way forward

  7. DROPS Members

  8. INTERDEPENDENT SAFETY CULTURE Natural Instincts • Rules Culture • Do as we say and you will be safe • Zero as a vision Supervision • People Culture • You are responsible for your safety • Zero as a target Injury Rate • Team Culture • We look after each other’s safety • Zero as an expectation Self Team • Management commitment and driven • Governed by rules and regulations • More reactive than proactive • Selective communication of objectives • Use of control/discipline prevalent • Turf-type atmosphere • Process and complexity of the operation are well understood • Personal commitment to safety • Individuals can self-manage • Most improvements are procedure-based • Individuals share logic and ideas • Cooperation within and across team • Peer’s keeper • Organisational pride • Management is comfortable leading or allowing others to lead • Team is fully engaged in goal setting and improvements Dependent Independent Interdependent Bradley Curve - copyright DuPont deNemours “Interdependent Safety Culture”

  9. Questions

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