Safety Leadership for Frontline Supervisor Implementation Plan and Strategy

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

FLS Tasks at a Glance 4+ Weeks Before 3 - 2 Weeks Before 1 Week Before During 1 Week After 2-3 Weeks After 4+ Weeks After Line Sponsor and Corporate HSE discuss programme and candidate selection with UWD LT ; Line Sponsor and Corporate HSE present the programme in HSE Forums. Facilitators send out pre-class assignment to participants. Facilitators complete preparation tasks (e.g. Participant’s guide, Posters, Syndicate works). Managers prepare to support Participants. Line Sponsor collaborates with Facilitators to ensure everything will be ready for workshop. Participants complete pre-class assignment (Pre-assessment serves as baseline). Managers meet with Participants to “set the stage.” Line Sponsor reminds participants to complete pre-class assignment (3 days before). Participants actively participate in the workshop and develop action plans that they will share with their managers. Facilitators conduct workshop; observe and coach participants. Managers support participants. Facilitators communicate their feedback on participants’ action plans. Participants discuss action plans with their Managers. Managers meet with Participants. Participants continue implementing their action plans. Managers and Coaches start observing participants applying what they learned and coach/give feedback. Line Sponsor and Corporate HSE communicates with Participants’ Managers to: 1) remind Managers to support Participants’ efforts to apply what they learned and 2) provide additional information when requested. Participants update their action plans. Managers and Coaches continue observing participants applying what they learned and coaching/giving feedback. Line Sponsor and Corporate HSE follows up with Participants to ask how they have applied what they learned and any positive results they have seen. Reports to management. 6 months after, Managers and Participants revisit number of incidents and the link to the new knowledge Participants acquired (baseline determined before workshop). Current Reality (incidents related to supervision, learning ladder for supervisors, coaches onsite, gaps of the supervisors)

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. Be mindful of Safety risks. Demonstrate visible & felt safety leadership through measurable actions. Motivate, coach & develop personnel in effective safety management. Hold individuals accountable for their safety behaviours & performance.

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

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.

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.

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

Implementation Plan and Strategy 2016 J F M A S O N D 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 Review and Re-evaluate strategy Set-up recognition criteria for FLS Run Gaps analysis of the first 6 months of implementation Reward Outstanding FLS and Team Lead for the year

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

Proposed Training Approach Management – Opening/Closing Leaders - Facilitator HSE Support MSEM UWD UWO UWH UWC UWI UWN UWOD UWOX MSE13 UWZ UWZ2 UWZ5 FSO Facilitators and Managers who will attend the FLS TtT session RIGS HOISTS Drilling Supervisors (PDO) Candidate for the FLS Workshop

Setting Priorities for Success RIGS HOISTS CONTRACTORS FLS Workshop in Q1 Coaching in Q2 RIGS HOISTS CONTRACTORS 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

Facilitator’s Train-the-Trainer Workshop Management Leaders HSE Support MSEM UWH MSE13 UWC UWOD UWZ Advisers UWO UWOX FSO

FLS Delivery Matrix 1 2 3 4 5 6 7 8 9 10 11 12 Code Date 1 Facilitator – Mgmt/Leader 2 Facilitator - HSE Support Rig No./Hoist No. PDO Supervisors Contractor Supervisors Training Venue Gaps FLS Coach 1 Jan 2016 2 3 Feb 2016 4 5 Mar 2016 6 7 Jul 2016 8 9 Aug 2016 10 11 Sept 2016 12

Safety Leadership Attributes DESCRIPTION SAFETY LEADERHSIP BEHAVIOURS LEAD BY EXAMPLE Inspire by personal integrity, transparency and humility. Lead from an overarching sense of personal purpose and bring meaning to work. Balance authentic expression with curiosity to learn. Resilient under pressure, strengthened by adversity. Communicate your vision of “zero harm”: Be authentic.   Get involved in worksite visits, HSSE meetings and toolbox talks. Don’t just show up. Plan what to say and do which shows your commitment. Lead by example: Do not take shortcuts. Challenge decisions which could have an impact on HSE. Seek feedback and take visible steps to improve your HSE leadership. Include pictures of demonstration safety leadership behaviours. Demonstrate visible and felt HSSE leadership through measurable actions. Communicate your vision of how PDO HSE Commitment and Policy and Goal Zero will be realised in your area of control and what you expect from your team to make this vision a reality. Plan and make worksite visits to engage with your staff and contractors about HSE. Lead or actively participate in team HSE meetings, Management Reviews, audits, incident investigations, HSE programmes and campaigns. Lead by example by intervening during day-to-day activities whenever you feel that HSE requirements are not being met, including challenging business decisions. Seek feedback on how others perceive your HSE leadership.

Safety Leadership Attributes DESCRIPTION SAFETY LEADERHSIP REQUIREMENTS FOCUS Set direction and capture opportunities to generate sustainable value. Be active in external environment for new perspectives and opportunities. Adapt the business to changing contexts, courageously take appropriate risk and innovate. Uncompromising on safety, ethics and compliance Act to differentiate PDO’s reputation in society Demonstrate wariness/chronic unease.   Know the main hazards in an operation. If you don't know, ask. Engage with those doing the work: ‘What could go wrong, and what controls are in place to prevent it?’ Welcome bad news: ‘What do you not want to tell me?’ and react appropriately. Watch traffic light reporting: Challenge the greens and support the reds. Be on the lookout for weak signals that people are concerned with. Tune into the rhetorical question, the quizzical look from faces, the vague statement(s), or unsure expression/statement. Include pictures of demonstration safety leadership behaviours.

Safety Leadership Attributes DESCRIPTION SAFETY LEADERHSIP REQUIREMENTS ENGAGEMENT Create competitive advantage through strong partnerships. Build win-win solutions for customers. Collaborate across boundaries at pace, embrace diversity and cultures. Influence without formal authority. Engage, influence and align joint venture and contracting partners around the importance of HSE leadership.   Work with the key stakeholders to identify areas to improve HSE performance and agree on an improvement action plan. Closely monitor and follow up on the progress of the action plan holding stakeholders to account for their HSSE performance. Include pictures of demonstration safety leadership behaviours.

Safety Leadership Attributes DESCRIPTION SAFETY LEADERHSIP REQUIREMENTS Lead delivery of extraordinary business outcomes. Empower teams and hold them accountable. Focus on delivering commercial results for the Enterprise. Passionately invest in people to build performance for today and tomorrow. Set a high standard for professional and operational excellence in execution Provide constructive feedback to your team: Recognise those who exceed expectations. Include HSSE behaviours and performance in decisions about performance rewards, recruitment, staff development and promotions. Act as a role model for HSSE and encourage your team to do the same. Develop your own HSSE competence and that of your team.    Be clear on what you expect and hold individuals to account versus those expectations. ABC: Recognise and reward the ‘right behaviours’, sanction the ‘wrong behaviours’. Insist on follow-up. Do not just focus on the sharp end: But hold to account those who create the conditions. Include pictures of demonstration safety leadership behaviours.

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

Reflection What went well What can we improve 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 Run in parallel

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 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 Will run in parallel What we need from UWD - UWZ focal point to support the development of package and access to the videos. - Need a smarter way for the follow through. What we need from MSEM?

FLS as evidence to close ‘HSE Lead’ gap