1. Safety Leadership for Front Line Supervisors (FLS)
Milestones, Updates and Way Forward

2. Outline Current Reality Case for Change FLS Program Objectives
Implementation Strategy
FLS Progress and Way Forward

3. Current Reality
Impact spanner
Multiple fracture when foot slipped into open cavity of a mud pump
Fractured thumb while opening flange bolts
Amputated finger tip while unloading cylinder onto the trolley
Fractured toe when the flange slipped and fell
Injured finger trapped in a rotary belt when it started to spin
Fatality crushed in between frac tanks

4. Safety Leadership for FLS Challenges at the Worksite
Case for Change
Safety Leadership for FLS
Challenges at the Worksite
Increasing number of incidents and near misses caused by ineffective supervision at the worksite. In 2015,
56% of the LTI have Supervision as a cause.(18 out of 32).
74% of H&F LTIs have Inadequate Supervision as underlying cause
The high turnover of workers at the station supplied by the contractors which leads to competency issues onsite.
The lack of intervention at the worksite due to seniority, fear to speak up and language barrier.
The lack of engagement with the workforce to understand people’s behavior for non-compliance.
The lack of commitment in creating a motivating environment to the workforce.
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.

5. 2016 FLS Train-the-Trainer Workshop (UWD)17
UWD Facilitators Trained and Certified

6. 2016 FLS Workshops 19 404 FLS Workshops Delivered
UWD Personnel Trained

7. 2016 FLS Workshops

8. Project Benefits
A structured program focusing on Front Line Supervisors.
Modules built around the 6 Safety Leadership responsibilities.
Designed as an “Accelerative Learning” workshop.
Case studies, Group activities, Individual works are designed based on current IRCs, near misses, etc..
In-house FLS program customized to business scope and needs.
Engaging with Team Leaders, breaking down organization barriers and a new approach to safety coaching/conversations.
Sustainability program involving supervisors, team leads, managers.
Cost savings for in-house FLS workshop 10 Batches vs. SOU ($304K)

9. Way Forward
Continue to deliver FLS workshop as per 2016 HSE plan. Target of 295 supervisors by end 2016.
Engage with Team Leads, WE, FSOs and Field Coaches to monitor progress of Personal Action Plan (PAP) and coach if necessary.
Conduct health check onsite and seek feedback from the workforce.
“Stay on the course”. In 2017, we seek support/direction in
developing a sustainability scheme for FLS in UWD, including contractors.

10. PDO FLS Critical Success Factor
Include in 2017 Corporate HSE Business Plan and Directorate HSE Plan
Form a Project team (Champion, Corporate HSE, HSE TL, Dept/Project Heads)
Customize FLS program and modules to the Directorate current reality and vision
Set a criteria for Front Line Leaders to deliver the elements of FLS
Monitor via FLS Dashboard and present at the Leadership Team.
Focus on two (2) areas of underlying causes.
Develop a follow-through engagement sessions to sustain the values of FLS
Commitment from Team Leads to monitor FLS Personal Action Plans.

11. Featured in Al Fahal - May edition
Milestones
FLS website launched
Featured in Al Fahal - May edition

12. Thank You

13. 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

14. Personal Action Plan (PAP) Tracking Process
Discuss Personal Action Plan (PAP) with WE, SWE (e.g. opportunities and possible obstacles).
Implement the PAP. Practice and Apply.
Monitor and discuss progress of PAP. Conduct coaching when necessary.
Line Manager to monitor the progress and closeout of PAP.
Monitor HSE performance leading and lagging indicators
Supervisors
Supervisors
Field Coaches
1st week shift rotation
Immediately after discussion with WE, SWE
Monthly visits to the unit
Delivery Team Lead
SWE, WE, Delivery Team Lead
Mid year / Final year review