Safety Leadership for Frontline Supervisor

1. Safety Leadership for Frontline Supervisor Implementation Plan and Strategy

2. Safety Leadership Model Senior Leadership Chronic Unease Leadership Engagements 2013 “Chronic Unease for Leaders” (Based on the AIPSM Integrity Leadership programme) (Led by Senior Leaders) Middle Mgrs (from EC-2, Asset Mgrs,to Dept Heads or equivalents) 2016-2017 “Safety Leadership for Frontline Supervisors” (including Chronic Unease element) (Led by Middle Managers) Frontline Supervisors (staff & contractors) Worksite Hazard Mgt (WHM) 2017-2018 Frontline staff & contractors (operators, maintenance contractors, etc)

3. FLS Tasks at a Glance

4. Safety Leadership for Frontline Supervisor Program Challenges at the Worksite Safety Leadership for FLS • Increasing number of incidents and near misses caused by ineffective supervision at the worksite. • The high turnover of workers on the rigs which leads to competency issues onsite. • Young and inexperience DSVs on a Safety critical position with little knowledge on HSE MS. • Repeated incidents and issues around whether we really learn from incidents. • Too many HSE initiatives not focusing on high impact and high value HSE programs. • The level and quality of “Risk Assessment” based on JSA, MS, TRIC need to be improved. • Simplification and transparency of procedures and specifications.  • To increase Supervisors’ knowledge of the safety leadership responsibilities with emphasis on Behavourial Safety. • Along with practice and coaching that follows the workshop, supervisors are able to fulfill each of the performance requirements. • Nine (9) modules built around the six (6) Safety Leadership Responsibilities that promote safe behaviour among staff. • Sessions include relationship building, inquiry and listening skills, intervention practice, job planning, preparation and understanding personal contributions to safety. • Participants are energised to have a recognized role in achieving Goal Zero. • Enjoy a unique opportunity to engage with Leaders, breaking down organization barriers and a new approach to safety conversations. Our Plan • Incorporate in 2016 Corporate HSE Business Plan and share with Well Engineering HSE TL. • To launch the “Safety Leadership program for Frontline Supervisors “ in Well Engineering. • Customize the Safety Leadership program aligned with PDO current realities and vision. • Conduct train-the-trainer FLS facilitator workshop for Leaders in Well Engineering. • Develop safety leadership attributes, description and performance criteria. • Develop follow-through engagement sessions to sustain the values of FLS.

5. Safety Leadership for Frontline Supervisor Program 6. Manage Rule Breaking 5. Help Staff Want to Behave Safely 4. Use Different Styles 3. Communicate Constantly 2. Assess Risks 1. Recognize What Drives Behaviour 5

6. FLS Safety Leadership Attributes 4 Expectations : 1. Be mindful of Safety risks. 2. Demonstrate visible & felt safety leadership through measurable actions. 3. Motivate, coach & develop personnel in effective safety management. 4. Hold individuals accountable for their safety behaviours & performance.

7. FLS Safety Leadership Responsibilities • Recognise what drives behaviour so that you can intervene reasonably & consistently. • Assess risks & plan to prevent them. • Provide clear standards & instructions – communicate constantly about safety! • Assign competent people to jobs & use the appropriate leadership style to develop them. • Help people want to work safely by creating a motivating environment. • Manage rule breaking.

8. Implementation Plan and Strategy 2015 Nov Dec Scope the work Review existing practices at the rigs and hoists Interview critical personnel i.e. DSV, RM, Driller, Roustabout, etc.. Detailed work Customize the FLS package for PDO Prepare business case and present to UWZ, MSE1, MSEM Prepare list of personnel who will be part of the program (i.e. Trainers, Coaches, Supervisors) Plan and Strategy Identify Safety Leadership Attributes for Frontline Supervisors (e.g. attributes, description, performance criteria) Finalize Implementation Plan Communication Develop FLS performance self assessment checklist (pre- and post assessment) Finalize Team composition (Risk Owner, Sponsor, Activity Lead, Team members Finalize FLS package customized to Well Engineering Prepare the FLS Guideline Define criteria and identify FLS Facilitators – endorse nominations by UWD Prepare FLS Workshop and Coaching calendar Prepare WHM -FLS web home page Map out Location/Areas, DSVs, HSVs, Approach of FLS delivery

9. Implementation Plan and Strategy J F M A M J J A S O N D 2016 FLS Workshop Logistics and Delivery Deliver FLS TTT program to the Activity Team FLS Coaching Delivery Produce handouts, posters, booklets, action plan, etc... Coach DSVs completed FLS workshop Pause and Check Pre- self assessment FLS performance checklist Post-self assessment FLS performance checklist Present to MSESM and UWD the FLS mid year milestones and challenges Gaps generated Revalidation and coaching of DSV HSE competence Reward and Recognition Conduct FLS Workshops Deliver FLS TTT program to identified PDO FLS trainers Set-up recognition criteria for FLS Review and Re-evaluate strategy Run Gaps analysis of the first 6 months of implementation Reward Outstanding FLS and Team Lead for the year

10. Proposed Long Term Plan Long Term/Strategic Plan • Introduce a program to intensify the campaign for hands and fingers through FLS (e.g. FLS Saving LIFE, Weak Signals, Chronic Unease). • Include Safety Leadership Attributes in Supervisors’ annual Performance Contract and mid-year/yearly Review. • Setting KPI for Supervisors, e.g. Near Miss reporting, No. of Intervention, etc… • Conduct Level 2 (internal audit, health checks) audits

11. Proposed Training Approach Facilitators and Managers who will attend the FLS TtT session Candidate for the FLS Workshop

12. Setting Priorities for Success FLS Workshop in Q1 Coaching in Q2 FLS Workshop in Q3 Coaching in Q4 Est 6 sessions in Q1, Est 6 sessions in Q3 (Q2 and Q4 coaching assessment) Total of 180 Supervisors by end of 2016

13. Facilitator’s Train-the-Trainer Workshop

14. FLS Delivery Matrix

15. Safety Leadership Attributes Include pictures of demonstration safety leadership behaviours.

16. Safety Leadership Attributes Include pictures of demonstration safety leadership behaviours.

17. Safety Leadership Attributes Include pictures of demonstration safety leadership behaviours.

18. Safety Leadership Attributes Include pictures of demonstration safety leadership behaviours.

19. Outline of the Presentation • Safety Leadership Model • FLS Tasks at a Glance – pre, during, post workshop • Being a Good Safety Leader • Expectations vs. Responsibilities • “Safety Leadership for FLS” Program • Implementation Plan and Strategy

20. Reflection • What went well • Great feedback from the participants • Leaders demonstrated visible commitment to HSE • Driven by the top management • New ways of communicating HSE • Clear expectations during and after the workshop • Customized modules with Well Engineering HSE themes, scenarios and videos • Circle of Leaders • What can we improve • More updated scenarios and videos • Materials and handouts to mirror the changes from the presentation • Some relevant activities were done in a rush due to time constraint • Feedback session with the facilitators • Stringent approach in monitoring and closing PAP • Pre-activity before the workshop

21. Outline of the Presentation • Start of with ‘What went well’ and ‘What can we improve’ slide • FLS phase I for Contractors • Methodology and approach • 1-day workshop with relevant modules 4-5-6 • Facilitated by PDO and Contractor • Design package with current incidents and nearmiss, scenarios onsite, CCTV videos • Target group for FLS (e.g. TP, NTP, RM, DS) • Coaching and tracking of action plans by Contractor and PDO • FLS phase II for PDO Supervisors • Online system questionnaire to fill in by the supervisors • Methodology and approach • Partnership with DSV/TP –module 3, 4 and 6 • Facilitated by PDO (DTL, HSE) and Contractor (DS, HSEA) • Design package with current incidents, scenarios onsite, CCTV videos • Deliver onsite and participation of the crew • How can we get bottom up feedback to check if FLS is visible onsite and making any difference? • Design online feedback and FLS flowchart to close the loop (e.g. HSE Lead competence gaps closure) • Setting up for Success – A quarterly milestones for FLS

22. FLS as evidence to close ‘HSE Lead’ gap