1. Dear User, This presentation has been designed for you by the Hearts and Minds Support Team This presentation provides a guideline for conducting an Improving Supervision workshop It has been supplied with speaker notes and has been checked for correctness and relevance Please note that all the examples have been chosen to support people from all industries Feel free to replace them with your own examples and/or add any slides and exercises you may find useful We hope you will find it useful Best regards, The Hearts and Minds Support Team

2. Copyright SIEP B.V.

3. Improving Supervision

5. WHAT? A simple tool that helps to identify non-technical problems in supervision and suggests ways to manage them WHY? Good supervision can prevent incidents from happening HOW? By improving Supervisors’ non-technical skills

6. What makes a good Supervisor? A good supervisor is excellent (Super) at performing the job, in a safe way and has a foresight (Vision) to manage unexpected events.

7. Discussion Discuss in groups: What is your experience as a supervisor? What goes well? What do you find difficult? Any tips?

8. The Swiss Cheese Model and Supervision

9. HSE Performance over time Time Incident rate Technology and standards HSE Management Systems Improved culture Engineering improvements Hardware improvements Safety emphasis E&H Compliance Integrated HSE-MS Reporting Assurance Competence Risk Management Behaviour Visible leadership / personal accountability Shared purpose & belief Aligned performance commitment & external view HSE delivers business value

10. The Plan – Do – Review – Feedback process

11. Team Leadership Involve the team Ask for current issues and new ideas Be a role model Give feedback Admit to errors Concentrate on the problem not a person Concentrate on common goals Discuss the differences

12. Communication Be honest, sincere, open to feedback and new ideas Give clear instructions and check understanding Set clear expectations: one to one conversations agreeing on the HSSE behaviours reviewing Explain the purpose Do not: delay bad news try to make the bad news sound better raise false expectations. Show interest

13. Motivation and Trust Provide freedom to work and experiment (within the approved safety regulations) Encourage good performance Show concern Be consistent

14. Work Related Behaviour Always stay calm When intervening: Coach the individual and the bystanders When needed: Provide on-the-job training/coaching

15. Job Planning Plan-Do-Review-and-Feedback Be prepared for rule breaking Be proactive Always have a “Plan B”

16. Day to Day Personal Planning Keep a work tasks diary Think of solutions Analyse the gaps Spend time with your team Reserve time for unplanned tasks Hand over the tasks

17. Responding to Technical Problems Be proactive Use problems for coaching Coach your team on how to recognise the problems Choose your moment to step in

18. Action, Evaluation, Improvement Do It and Review It ACTION Monitor the performance Do NOT compromise on safety Search for solutions that maintain and improve safety and production levels Ask for comments EVALUATION AND IMPROVEMENT Ask your team: How did it go? What needs to be improved? How are we going to improve it?

19. A Fatal Accident Activity: Fabricating a T-Piece A Co-worker saw the un-safe situation and felt not authorised to intervene. In result, a hazard of unstable T-Piece was not recognised. As there was no proper rest place provided for the workers, a worker took shelter in covered work area. Another problem here was the fact that the former improvement recommendations from BSP supervisors have not been implemented. Would supervision have helped to prevent this incident? Use Local Examples

20. Seismic team supervisor was killed by a falling tree. Even thought cutting of the tree was not in the agreed plan the worker has decided to carry out an action in order to reduce the next days job load. There was no proper JHA A child was killed in RTA. After initial investigation it appeared that vehicle as well as the driver were not up to HSE standards. The driver was a new employee to the department. The project Engineer had very limited control over this equipment and operator. Use Local Examples

21. Identifying the appropriate leadership style for your crew Teaching - Patronising Telling - YellingParticipating – “Do it all” Delegating – Abdicating

22. Identifying the appropriate leadership style for your crew Crew CompetenceLOWHIGH Crew Motivation HIGH LOW Teaching TellingParticipating Delegating

23. Do supervisor’s styles match their crew’s needs? Using a table, for each aspect of Supervision, circle the description that best represents your current style Do you have a consistent style? What do you need to change: Your style? Your skills? Both? My Crew

24. Identifying the appropriate leadership style for your crew My Crew Style Exercise Using a table, choose your preferred leadership style Consider: Why do different people need different leadership styles? How high is the level of motivation and competence in your team? Which leadership style would fit your team best?

25. What are you good at? What could you improve? Skill Exercise What would you like to improve? Choose the worksheet corresponding to the aspect of supervision you want to work on Read the descriptions which correspond to each sub-element Where are you now? Where would like to be?

26. Action Plan What aspect of Supervision do you need to improve? What are you going to do? When will it be done? Who and when will review it? Is your Action Plan SMART: Specific? Measurable? Achievable? Realistic? Time based?

27. Questions