Worksite Hazard Management Royal Dutch Shell Worksite Hazard Management Partnering in our relentless pursuit of Goal Zero. UA Onshore

Why Do You STOP WORK OR PAUSE? PAUSE Means That You’re Using Your Brain. Its so simple even Homer can do it. We were all hired for our brains, which are all bigger than Homer’s. Why Do You PAUSE? PAUSE Means That You’re Using Your Brain. 2

Stop work / Pause Shell’s Leaders Commitment to you If you stop the job for a safety reason – we will back you up If You have a safety concern – We will listen and address it promptly We will support the supervisors and crews in Taking Time for Safety Shell Leaders Expectations from You If it is not safe STOP THE JOB we will back you up. If you see a hazard speak up If you do not understand the job or are not sure speak up WE EXPECT YOU TO TAKE TIME FOR SAFETY

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Case For Action People getting injured at an unacceptable frequency. Something more significant is adding up. Incident Investigation “learnings” continue to be “lack of hazard identification” & “didn’t take the time to identify hazards or Pause for Hazard Identification”. “Realizing Goal Zero with a Caring Collaborative, Relentless and Skilled focus on Exposure Reduction. Efforts underway to achieve Goal Zero are supported throughout the line with a culture of intervention and personal responsibility for HSE performance.” Onshore Leadership

WHM – Pause Benefits Pauses Already Exist – nothing new, however, Pause has become complacent, habitual, and less significant Simple – Use of the Hazard Categories No new paperwork Can Be: Scheduled / Planned Spontaneous Enables other Existing Controls / Expectations

PAUSE PROCESS Pause when: Identifying a job Planning a job Getting Safe Work Permit Starting a job Pause when: Something changes: Unexpected events, concurrent activities, weather, people, scope creep, anything unplanned. Does anything get our “Spidey Senses” going? Anything not feel right? Is something more difficult than we planned? Is anything taking longer than we planned? Is anyone getting anxious about getting started or getting finished a part of the task?

PAUSE PROCESS Pause when: Something changes After every coffee or lunch break At natural breaks in the work Pause when: At natural breaks in the work: Is what we are doing changing the hazards? Has anything changed since we last looked? Eg: When millwrights were installing a steam governor on a turbine, there was a small amount of steam wisping out of the piping. When the governor was installed, it concentrated the steam wisp to the point where it actually burnt one of them. Eg: When we finish installing this section of piping, we will pause and look at the hazards of the next section.

Pause discussion Involve everybody Look for what has changed Discuss what each person sees Listen to each other Decide how to control the hazards you find We are all stronger as a group than we are as individuals. We saw that in our group exercise. We help each other when we discuss a situation or job. We use each other’s strengths. Make sure no one is left out. Look first for what has changed in the work site, then go through the pause card hazard icons to jog each other’s memories to spot any new hazards, or to remind yourselves about ones that continue to exist. Ensure all the controls are in place and that they are adequate to prevent the hazards from causing hurt or damage.

Chronic Unease for Leaders Next Steps Chronic Unease for Leaders

Chronic Unease is a pre-occupation with failure … From: “We haven’t had an incident, we are doing so well.” To: “We haven’t had an incident, what are we overlooking and what else do we need to do?”

Be mindful of risks (chronic unease) - actions Know the main hazards in an operation – if you don't - 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 the current situation. Tune into the rhetorical question, the quizzical look from faces, the vague statement(s), or unsure answers.

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