PART 2 ELEMENTS OF THE HSE MANAGEMENT SYSTEM

Leadership and Commitment
CHAPTER 1 1/5

The HSE United Football Club promotes a strong culture of commitment to the Club, with its values of success and fair play. Before each game, players, the Team Manager and Football Club management stand as one to sing the Club’s song. Players’ and fans’ commitment to the club is reinforced by this, and other visible displays of leadership, including the Football Club management’s involvement in providing funds to buy players and support for the targets set by the Team Manager.

1.0 INTRODUCTION
In order for PDO’s HSE Management System to be implemented successfully, senior management must be fully committed to HSE and adopt a visible leadership role. A culture of proactive HSE management will be promoted if staff and contractors believe senior management to be driving sound HSE performance. This belief will be developed and enhanced by visible leadership that starts at senior management level and cascades down to supervisor level and includes leading by example. Proactive target setting that involves consultation with staff and contractors and is driven by individual and team performance appraisal. Informed involvement through personally overseeing the development of the HSE Management System, reviewing implementation at site level and in allocating appropriate resources to meet targets.

1.1

This Chapter
This chapter addresses the top-down commitment and management actions necessary for the success of PDO’s HSE Management System.

HSE - MANAGEMENT SYSTEM MANUAL Embedding HSE into our business

REV 4.0

CP 122

communicating HSE expectations with employees.MANAGEMENT SYSTEM MANUAL Embedding HSE into our business . to demonstrate leadership and commitment. high priority HSE areas. demonstrating commitment to implementing the HSE-MS. follow up actions and undertaking training? 1.0 HSE . They do this through setting a personal example.0 ELEMENTS OF HSE LEADERSHIP AND COMMITMENT Visibility Target Setting Informed Involvement Culture Senior management should provide strong and visible leadership to promote a culture in which all employees share a commitment to HSE. . discussing and reviewing progress against specific HSE targets and demonstrating personal participation in HSE activities.Target Setting . Safety and Environmental Management Systems (EP 95-0100) requires: . SHELL INTERNATIONAL EXPLORATION AND PRODUCTION (SIEP) HSE Manual: Health.PART 2 ELEMENTS OF THE HSE MANAGEMENT SYSTEM 2/5 CHAPTER 1 1.Top/Senior management shall be proactive in target setting.3 Background – HSE Leadership and Commitment PDO BUSINESS POLICIES require a systematic approach to HSE management. 2. Visible management commitment demonstrated through structured HSE meetings and site visits is one of the critical success factors for ensuring that Policy objectives are met (PL 38 Health Safety and Environmental Protection).Visibility .Company Culture . for the Company and for your own annual appraisal? How would you describe the “company culture” of PDO? How does company culture contribute towards achieving a commitment to HSE? How has your line management demonstrated their involvement in activities such as resource allocation.Top/senior management of each company shall provide strong and visible leadership to promote a culture in which all employees share a commitment to HSE.Top/senior management shall show informed involvement in HSE issues. CP 122 REV 4. They are to be seen as providing a leading role towards constant improvement through leadership and action planning. .2 THE ROUGH GUIDE HSE Leadership and Commitment – The Rough Guide LEADERSHIP AND COMMITMENT . ROYAL DUTCH /SHELL GROUP Group Procedure for an HSE Management System requires that management and supervision shall be regarded as fully committed to HSE by all staff and contractors.Informed Involvement How do management demonstrate their leadership to HSE issues? Are you committed to improving PDO’s HSE performance? Does your senior management provide a strong and visible commitment to HSE? Are you involved in setting both ‘result’ and ‘improvement’ targets for HSE.

Senior managers can demonstrate this by: Jointly developing and discussing with their managers. q Recognising achievement. an HSE Plan and inclusion of HSE issues in strategic planning. q Ensuring staff have HSE ‘result’ and ‘activity’ targets in their appraisals. q Developing. participating in the review of HSE indicators. Senior management should demonstrate informed involvement in HSE issues. In addition. q Providing immediate and visible response and involvement in the case of an incident or any other disruption to normal business. 2. q q 2. They do this through reviewing the progress in the development and content of the HSE Management System. training. reward and recognition schemes. In addition to personally participating in HSE activities (e. q PDO’s commitment to HSE is further demonstrated by: Maintaining external certification of its HSE Management System to ISO 14001. q HSE . q Seeking internal and external views on HSE. conferences and audits). Both PDO employees and contractors should be involved in creating and maintaining this supportive culture.g. providing immediate and visible involvement in incidents and in setting targets. employees and contractors HSE ‘result’ and ‘activity’ improvement targets and indicators. they should be fully aware of the high priority areas for improving PDO’s HSE Management System and are personally involved in improvements arising from formal management reviews of the HSE Management System. q Participating in the review of performance against all HSE plans and targets. q Communicating the importance of HSE considerations in business decisions and in communication with stakeholders. PDO seeks to create and sustain a Company culture in which all employees share a commitment to HSE. making resources available to meet HSE targets and undertaking relevant HSE training. q Setting minimum expectations in HSE Specifications. annually.MANAGEMENT SYSTEM MANUAL Embedding HSE into our business REV 4. senior management can set a personal example in day to day work by: Putting HSE matters high on the agenda of meetings.2 Target Setting PDO’s senior management should be proactive in target setting.Leadership and Commitment CHAPTER 1 3/5 Senior management should be proactive in target setting. industry/contractor workshops. ensuring staff have HSE targets in their appraisals. Communicating its HSE expectations to employees and contractors.0 CP 122 . They do this through developing and discussing improvement targets.1 Visibility PDO’s senior management should provide strong and visible leadership to promote a culture in which all employees share a commitment to HSE.

q Allocating appropriate resources and expertise to meet HSE targets (e. . RESPONSIBILITY Managing Director.Conduct workplace HSE inspections personally.0 HSE .Develop pro-active HSE targets underpinned by activity plans. Asset Managers CP 122 REV 4. q Undertaking relevant training themselves.. .PART 2 ELEMENTS OF THE HSE MANAGEMENT SYSTEM 4/5 2/5 CHAPTER 1 2. .Prepare HSE letter of assurance supported by a completed HSE Management System Self-Assessment Questionnaire annually. q Participation and involvement at all levels in the development and implementation of PDO’s HSE Management System. skills and training).4 Informed Involvement To demonstrate leadership and commitment.Promote HSE issues in company communications. particularly in relation to legal compliance and stakeholder issues. technology. 1’ priority” should become a core value. operate and maintain the HSE Management System. Senior managers can achieve this by: Reviewing the progress both in the development and content of PDO’s HSE Management System. q Being personally involved in the improvement efforts arising from the formal senior management ‘review’ of PDO’s HSE Management System.MANAGEMENT SYSTEM MANUAL Embedding HSE into our business . q Empowerment to stop unsafe work.g. PDO’s senior management should show informed involvement in HSE issues. q Being fully aware of PDO’s high priority areas for improvements identified in the HSE Management System. finance. This culture supports: The slogan “HSE as a ‘No. visible leadership and commitment to HSE management Senior managers shall: . q The acceptance of individual responsibility and accountability for HSE performance.Allocate adequate resources to develop. q q 2. manpower. q The motivation to improve individual. .3 Company Culture PDO seeks to create and sustain a Company culture in which all employees share a commitment to HSE. team and Company HSE performance. . q 3 PROCEDURES FOR HSE LEADERSHIP AND COMMITMENT ACTION Provide strong. q Being fully aware of the status of follow up actions. Directors.Regularly attend and chair HSE meetings. A belief in PDO’s desire to continuously improve HSE performance.

August 1999 EP 95-0100 Rev 1. Jan 2001 Other Requirements HSE .0 CP 122 REFERENCE DOCUMENTS .Leadership and Commitment CHAPTER 1 5/5 3/5 4.MANAGEMENT SYSTEM MANUAL Embedding HSE into our business REV 4. which may be used for more information: PDO Policies PDO Codes of Practice PDO HSE Procedures PDO HSE Specifications PDO HSE Guidelines Other PDO Documents Shell Group Documents Health Safety and Environmental Protection PL 38 Group HSE Management System: Appendix 3 “Group Procedure for an HSE Management System” HSE Manual: Health Safety and Environmental Management Systems Shell HSE Advisers Panel.0 REFERENCE DOCUMENTS Reference documents used in the writing of this Chapter.

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