This presentation was given by Simon Seaton, Chief Operating Officer for Sodexo’s Western Region Remote Sites organization, on 19th June 2013, at the Aberdeen Exhibition and Conference Centre for the Piper 25 conference. Main topics addressed were: - Why don’t we achieve Zero? - What is behind Quality of Life? - How can we improve Quality of Life to impact performance? More about Sodexo offshore globally Sodexo’s 5000 employees working offshore deliver services that improve the Quality of Life of crews on more than 500 offshore units around the globe. We perform these services at any location and at any stage, from Asian shipyards to country of operation. Based on more than 40 years of experience with offshore clients, we offer a range of innovative services including Well Track and efficiency@sea, a solution to refurbish living quarters without disruption to operations. More about Simon Seaton Simon Seaton is Chief Operating Officer for Sodexo’s Western Region Remote Sites organization, supervising offshore operations in Europe (primarily Scotland, Norway and The Netherlands) and the United States (Gulf of Mexico, California and Alaska) that uphold the highest health and safety standards, drive the development of the Group’s service offer and delivery and provide industry-leading support and opportunities for its clients, consumers and employees.

1. REMOTE SITES
Improving Performance Through
Understanding and Addressing
Quality of Life Offshore
Simon SEATON, COO Sodexo Remote Sites
19th June 2013
Aberdeen Exhibition and Conference Centre

2. 1. Why don’t we achieve Zero?
AGENDA
2–
2. What is behind Quality of Life?
3. How can we improve Quality of
Life to impact performance?
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

3. 1
3–
Why don’t we
achieve Zero?
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

4. Introduction
Goal : incident-free business
4–
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

5. A lot of progress made since Piper Alpha disaster
Regulations
PPE
Thanks to
huge investment in…
Process
Training
Sophisticated
technological equipment
and infrastructures
5–
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

6. 3 years rolling average injury rate offshore
April 1995 - March 2012, United Kingdom
Source: http://www.hse.gov.uk/
6–
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

7. How do we explain this plateau?
People are at stake
Human rather than technical
failures now represent the
greatest threat to complex and
potentially hazardous systems.
HUMAN BEHAVIORS
Source: Understanding adverse events: human factors.
James Reason, Department of Psychology, University of Manchester, UK.
7–
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

8. Existing research on health and stress
“Stress prevention in the offshore
oil and gas exploration and
production industry”
University of Manchester Institute of Science and
Technology (1996)
“Psychosocial aspects of work
and health in the North Sea oil
and gas industry”
Summaries of reports published by University of
Oxford (1996-2001)
“Health and wellbeing in the
offshore environment:
the management of personal health”
By Kathryn Mearns and Lorraine Hope of Industrial
Psychology Research Centre, University of
Aberdeen (2005)
8–
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

9. University of Manchester study (1996)
Stress Prevention in the Offshore Oil and Gas exploration and production
industry study highlighted the following factors as major contributors to
stress on offshore facilities:
Lack of privacy
Unpleasant working
conditions due to noise,
vibration and cold
Unhealthy diet offshore
Disturbance in living
accommodation due to vibration
and noise from machinery, noise from
other people, heat and cold
No quiet room to unwind
in when finished a shift
Deterioration in
catering investment
STRESS
Inadequate leisure
facilities to occupy free time
Sharing living and
sleeping accommodation
Concern about job related
diseases and disorders
Lack of leisure areas
for non-smokers
Source: study conducted by Dr. Valerie, J. Sutherland and Prof. Cary L. Cooper,
of the University of Manchester Institute of Science and Technology
9–
Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

10. Impact of age
Satisfaction Level
CATERING
Less than 45 yo
INTERNET
LEISURE
88%
63%
73%
73%
78%
Healthy options : 83%
More than 45 yo
93%
Healthy options : 89%
Source: Sodexo Offshore customer satisfaction survey summer 2012 – 7,877 respondents
10 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

11. Shell Pearl GTL onshore example (SPE 151765, 2012)
Link established between wellness
initiatives and productivity and safety
Implementing a Worker Welfare
program (nutrition, quality of
accommodations, psychological
support, communication, recreation…) does
have an
impact and contributes towards better
project performance,
specifically:
HSSE
Productivity
Quality
60% reduction in TRCF
50% - 60% higher
workforce productivity
67% less leaks during
commissioning
11 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

12. 2
What is behind
Quality of Life?
12 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

13. Let’s prove Wellness and Wellbeing impact performance offshore
In 2008, Sodexo launched a specific study with
01
02
03
Define the concept of
Wellness and Wellbeing
Examine how Wellness
and Wellbeing are
developed within
organizations.
Show how they impact
employee and
organizational
performance
Determine what impact
employees’ Wellness
and Wellbeing have
on the performance
of offshore workerss
13 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

14. The conclusions
Wellness and Wellbeing
in the offshore environment
by Dr Kathryn Mearns Industrial Psychology Research
Centre, University of Aberdeen (2008)
However, the largest reduction in body fat is obtained
when exercise programmes are also combined with
dietary programmes focused on low-fat healthy
eating.
43% indicated that they were too tired after work to
use the gym and 25% indicated that they disliked
working out in gyms.
Respondents identified heavy smoking while
offshore, fatigue due to shift work and stress about
work as the factors most affecting their health in the
offshore environment.”
If leaders are not committed to promoting health
and well-being amongst their employees, it is very
unlikely that anything will happen.
14 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

15. Wellness and Wellbeing don’t mean the same for everyone
@
As Quality of Life experts, how can we more
accurately understand the Quality of Life needs
on a given rig or platform, so that we can
answer them better and consequently improve
performance on this unit?
15 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

16. GfK study on behaviors, needs and expectations
In order to make it more tangible, Sodexo asked a market research
institute to conduct a worldwide survey in 2009.
conducted a deep analysis of the Remote Sites population in
terms of behaviours, needs and expectations:
A qualitative phase to
explore site residents’
different profiles and
deepen understanding
of their behaviour
65 face-to-face interviews
A quantitative phase
to confirm typologies
of residents
929 self-administrated questionnaires
16 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

17. Why are professionals attracted to Remote Sites operations?
Personal lifetime Project
• Reduce duration of professional activity
• Finance a project
Advantageous Compensation
• Premium base salary & bonus
• Complementary Life
Management of Career path
• Promotion/needed of
on board services
Financial
Family
Family
Responsibilities
• Access to more comfortable
•
living conditions
Enhanced self-projected image
as “bread earner”
Professional
Personal
career development
• Career Change
Experience the Unusual
• Complex mission
• Travel/Adventure
• Geography/Climate
Particular Personal Situations
• Escape Family Hardship
• Obtain Autonomy
17 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

18. Five factors influence life offshore
LACK OF
PRIVACY
ISOLATION
LOSS OF
INTEREST
LOSS OF SPACE
& TIME MARKERS
Health
Motivation
Stress
Impact
performance
Engagement
MONOTONY
18 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON
Safety
Productivity
Absenteeism

19. How to organize the employee attitudinal
and behavioral patterns?
Experience
(Living Here and Now)
On-site life is an activity fully integrated to
the existence of individuals and they make
the most of it,… everyday
Individual
Collective
Rather introspective attitude
towards life onsite, prioritizing withdrawal
and privacy
Rather extroverted attitude
towards life on-site, looking
for social interactions and
opportunities to participate
into community activities
Mission (Focus on Future)
Personal Investment
On-site life represents “episodes” in between
rotations, or periods that will be over “soon”
to favour career evolution or personal projects
19 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

20. Six families were identified
Experience (Living Here and Now)
Socializers
Adventurers
Detached
Individual
Collective
Optimizers
Project Driven
Family-Centric
Mission (Focus on Future)
20 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

21. Each family has specific behaviors and needs
Adventurers
Their life is closely related to Remote
Sites, moving regularly from one to
another, looking for better wages. They
organize their life around their job
activities, living live one rotation at a
time
Family-centric
Main focus on family: need to keep
close contact with their relatives.
Working on Remote Sites is seen more
as a constraint than a personal life
choice
Detached
Detached
Their life on Remote Sites is not
perceived positively. They consider
their job as a constraint, they
sometimes feel trapped into this rather
inconvenient position, they tend to go
with the flow in an impassionate
manner
Project-driven
Strong focus on their life after site
experience on a new professional
challenge or/and a personal business
venture
21 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON
Socializers
Socializers
Solidly identify themselves with the
site and develop a strong feeling of
belonging and community
Optimizers
Make the most of their experience
blending involvement in the site and
mid-long term projects

22. 3
How can we
improve Quality of
Life to impact
performance?
22 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

23. Personix™
Adventurers
Family-Centric
Detached
Project Driven
Socializers
Optimizers
Site
Tool
Results
How to decode
employees’ expectations?
Personix™ structures site
populations in consistent
attitudinal groups
An organized output which
provides guidance for offer
solution design
23 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

24. How is Personix™ built?
Regression and correlation calculations
based on almost 1,000 questionnaires collected
from the GfK survey made it possible to have a
quick and simple process to identify the
behaviors and attitudes of employees on a site.
The audit is based on a
survey of 22 questions
conducted by Sodexo
representative with the
client’s project manager
or HR manager (only one
person) and covering
4 different topics:
Site
characteristics
People
People as
employees
Life on-site
24 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

25. A 5-step process
05
01
A survey is conducted to measure
satisfaction with the new offer.
A 22-question PersonixTM survey is conducted
on the remote site by the Sodexo representative
with the client’s Project Manager or
HR manager
2
04
Following client approval, this offer is
implemented on site.
years after
implementation
The cycle begins again to
ensure continuous
improvement of our
consumer behavior
knowledge.
03
Sodexo then presents the results and their
interpretation to the client representative, and
proposes a customized offer that best fits the
employees needs revealed by the survey.
25 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON
02
Based on the findings, the PersonixTM tool maps
the remote site’s residents into 6 families.

26. Our services improve Quality of Life on a daily basis
Heli Admin
Waste
Management
Reception services
Technical FM
MANAGEMENT
OF
Entertainment
CATERING
HOUSEKEEPING
LAUNDRY
QHSE
Project
management
Logistics
Pest control
Fitness
26 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

27. Our latest innovations for long term strategic impact
Absenteeism
People
Healthcare
costs
Turnover
Safety
Impact
Process
Infrastructure
& equipment
performance
Employer image
Engagement
Productivity
Business
continuity
Sodexo designs, manages and delivers a unique value proposition to ensure Quality of Life offshore
27 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

28. Well Track video teaser
28 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

29. Download Sodexo’s W Factor!
Discover how Quality of Life is crucial in attracting, retaining and
motivating talents in the Oil & Gas offshore industry.
Play and see how good you do!
http://www.the-w-factor.com
29 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

30. Questions
& Answers
30 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON

31. Thank you
31 – Improving Performance Through Understanding and Addressing Quality of Life Offshore - June 2013 - Simon SEATON