1. Safety Leadership for Frontline Supervisor
Implementation Plan and Strategy

2. 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
Worksite Hazard Mgt (WHM)

3. 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)

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.
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.

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
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

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
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

12. 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

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

14. 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

15. 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.

16. 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.

17. 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.

18. 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.

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 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

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
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?

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