STR GL Hal Hse SQ 501

HSE/SQ Journey to ZERO
2018 Strategy
1. Leadership
Commitment
2. HMS
6. Verify
Continuous
Performance
Improvement
ZERO
5. Technology 3. Training
and Process and
Improvement Competency
4. Communicate
and Address
Risks
STR-GL-HAL-HSE-SQ-501
Owner: Global HSE/SQ
Revision: 22 Feb 2018
1 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

CONTACT FHOUHALSQ@HALLIBURTON.COM FOR REVISION HISTORY
2018 Strategy
WHO WE ARE, WHAT WE DO

At Halliburton, we collaborate and engineer solutions to maximize asset value for our
customers ― this is our value proposition. Our values are our corporate DNA and our
strategic mainstays are what we do when we’re at our best – they are how we execute our
value proposition.
JOURNEY TO ZERO
At Halliburton, we view the behaviors that drive improvement in the areas of health, safety,
and environment (HSE) and service quality (SQ) as complementary. Our Journey to ZERO
is the Company’s path to achieve ZERO safety incidents, environmental incidents and non-
productive time every day, on every job. We believe this approach aligns our employees,
our customers, and our communities in a concerted effort to realize the goal of ZERO, and
make no compromises in execution.
OVERALL STRATEGIC ALIGNMENT

To ensure alignment of HSE/SQ with the Company’s overarching strategy, Journey to
ZERO weaves together the values of Safety and Reliability as well as the strategic
mainstays of Service Quality Minimums and Continuous Improvement.
2017 HSE/SQ PERFORMANCE

In 2017, Halliburton sustained improvements to our HSE performance and demonstrated
progress in 80% of our product service lines on SQ. We exhibited flat performance in our
Total Recordable Incident Rate, and a slight increase in our Lost Time Incident Rate
compared to our historical best performance in 2016.
These results were obtained while supporting a significant growth in business and on-
boarding over 8,000 new employees during the year. While we are proud of our progress,
we see opportunity to take another step toward ZERO with focus on our top incident casual
STR-GL-HAL-HSE-SQ-501 factors to help all employees go home safe and all customers be pleased with our
performance.

2018 Strategy
2018 STRATEGY
Six elements provide the roadmap for improvement for our Journey to ZERO. These
elements remain consistent each year, while specific deliverables evolve annually.
Our 2018 activities build on prior efforts and address the top performance opportunities from
2017. Each deliverable aims to improve the efficiency and effectiveness of program
execution. The Service Quality Minimums (Design of Service (DOS), Control Points,
Competency, and Incident Investigation; captured in the table below and noted in red) are
embedded within the deliverables. The Journey to ZERO Strategy provides the means by
which we improve execution and measure performance.
The following pages outline each deliverable and provide details on what will be done, how
success will be measured, and who will be accountable. In general, the PSLs drive the SQ
deliverables, while the Regions drive the HSE deliverables.
ELEMENTS 2018 DELIVERABLES
1.1 Communication:
Execute tiered communication to engage all employees
1. Leadership Commitment
1.2 New Employee Orientation (NEO):
Align HSE/SQ New Employee Orientation message
2. Halliburton Management 2.1 Transportation Safety:

System (HMS) Continuous Execute to the Driver Training and Competency
Improvement program; establish driver behavior-based program
3.1 Crew Competency:

3. Training and Competency Verify service delivery employee competence for
assigned job tasks
4. Communicate and Address 4.1 Control Points (includes DOS):

Risks Simplify execution with risk based approach
5.1 Incident Investigation:

Improve identification of incident root cause
5. Technology and Process
5.2 Equipment Maintenance:
Improvement
Execute maintenance activities for critical measuring
devices/equipment
6.1 Self-Verification:
6. Verify Performance
Execute HSE/SQ tiered assurance program
PERFORMANCE MEASURES
HSE and SQ performance targets by PSL and location (country/district/function) are
included in the Operations Dashboard. The Operations Dashboard displays both execution
to the Journey to ZERO Strategy (leading indicators) and actual HSE/SQ metrics compared
to targets (lagging indicators).

2018 Strategy
1.1 Communication: Execute tiered communication

to engage all employees
BACKGROUND
Leadership
 Every Halliburton team member owns Commitment
HSE/SQ. The objective of the tiered
communication program is to provide
Verify HMS Continuous
a consistent message on HSE/SQ Performance Improvement
across all locations, PSLs, and
leadership levels.
ZERO
 A standard template that provides an Technology Training
overview of the HSE/SQ strategy, as and Process and
well as progress toward fulfilling it, is
provided for use in communication.
Communicate
and Address
Risks
WHAT WE WILL DO
 Execute the three-tier communication program, using the standard template, for the
2018 Journey to ZERO strategy through quarterly communications led by:
1. Region and Division VPs communicating with Region and PSL leadership teams.
2. Area, Country, District, and PSL leadership communicating with leadership
teams.
3. Managers and Supervisors communicating with their immediate teams.
HOW WE WILL MEASURE

 Expectation: 100% execution of tiered communications completed as below:
SUPPORTING
1. Actioned by Region/PSL VP; Verified by HSE/SQ Director of Performance.
DOCUMENTS
2. Actioned by Area/Country/District Manager; Verified by Region HSE/SQ Manager.
Management 3. Actioned by local Managers/Supervisors; Verified by Area/Country/District
Responsibility:
ST-GL-HAL-HMS-501
Manager.
Hiring and Training
ST-GL-HAL-HMS-602  Verification: 100% of reviews logged in the Operations Dashboard Minutes of
Initial Communication
Template:
Meetings (MOM) form.
TEM-GL-HAL-HSE-SQ-
501A WHAT IS DIFFERENT FOR 2018
Quarterly Review
Template:  Revised communication template to address feedback and new deliverables
TEM-GL-HAL-HSE-SQ-
501B

2018 Strategy
1.2 New Employee Orientation (NEO): Align

HSE/SQ New Employee Orientation message
BACKGROUND
Leadership
 In 2017, we experienced an increase Commitment
in HSE incidents for employees with
less than 6 months experience. For
2018, we will align our HSE/SQ New Performance Improvement
Employee Orientation (NEO) material
to address top risks.
ZERO
 The message will provide a consistent Technology Training
approach for educating new and Process and
employees on key topics such as Life
Rules, Critical Focus Areas, and Communicate
Halliburton Management System. and Address
Risks
WHAT WE WILL DO
 Review current approach to HSE/SQ message for new hires across Regions; reconcile
core content and material for communication.
 Implement consistent HSE/SQ NEO across all locations, PSLs, and leadership levels to
communicate top operational risks.
HOW WE WILL MEASURE

 Expectation: Identify and align on HSE/SQ NEO content by Mar 31, 2018 - Action by
HSE/SQ PSL & Region Managers; Verified by HSE/SQ Director Performance;
Implement approved content within each location by Sept 30, 2018 – Action by
SUPPORTING
Area/Country/District Manager, Verified by HSE/SQ Region Managers.
DOCUMENTS
HSE/SQ Orientation Slide  Verification: 100% of locations confirmed as using new messaging as logged in the
Deck:
Current Welcome Center
Operations Dashboard Minutes of Meetings (MOM) form.
Document
WHAT IS DIFFERENT FOR 2018

 Introduction of a consistent approach to communicate risks to new employees.

2018 Strategy
2.1 Transportation Safety: Execute to the Driver

Training and Competency program; establish
driver behavior-based program
BACKGROUND
Leadership
 Vehicle incidents are consistently a Commitment
leading cause of work-related injuries
and fatalities for the organization. HMS
Verify
Continuous
 To address driver safety, we have Performance
Improvement
focused on journey management
(2015-16) and driver training and ZERO
competencies (2017). In 2018, we will Technology Training
focus on utilizing our In-Vehicle and Process and
Monitoring Systems (IVMS) to
establish driver performance criteria. Communicate
and Address
Risks
WHAT WE WILL DO
 Continue to measure completion of driver training assignments (Driver Safety Rules4Life
and IDEAL Driver) through Learning Central, and level of competency (IDEAL Driver)
through Documented Competency of Workforce (DCWF) for Halliburton drivers.
 Where IVMS is implemented, define and execute a driver behavior-based program within
each Region that acknowledges positive performance and addresses at-risk conduct.
HOW WE WILL MEASURE

 Expectation: Achieve and maintain driver training and driver DCWF at greater than 95%
for identified population – Action by PSL Country/District Manager, verified by PSL
SUPPORTING
Region Manager.
DOCUMENTS
Driver Training and  Verification: Competency Progress Report – Action by Region HSE/SQ Manager;
Certification: Verified by Global Transportation Safety.
ST-GL-HAL-HSE-0910
IVMS Standard:  Expectation: 100% utilization (subject to country restrictions and IVMS maturity) of
ST-GL-HAL-HSE-0911
Driver Safety Rules4Life IVMS Standard (ST-GL-HAL-HSE-0911) to implement a Regional approach for
Driver Safety Rules4Life establishing driver performance by Jul 01, 2018 – Action by PSL Country/District
(00215754) Manager; Verified by Region HSE/SQ Manager.
IDEAL Driver
IDEAL Driver (00213914)  Verification: Global Land Transportation Safety will verify the regional IVMS program by
CompComm:
Competency Progress audit of the IVMS Standard – Action (adherence to the Standard) by Region HSE/SQ
Report Manager; Verified by Global Transportation Safety.
Revision: 22 Feb 2018  Introduction of formal driver behavior-based program utilizing the updated (Q1) IVMS
Standard.
2018 Strategy
3.1 Crew Competency: Assess and verify service
delivery employee competence for critical job
tasks (SQ Minimum)
BACKGROUND Leadership
Commitment
 Competency is a blend of the
knowledge, skill, behavior, and
experience necessary to perform a Verify HMS Continuous
specific activity. We have previously Performance Improvement
measured job competency, which
are all competencies assigned to a ZERO
specific job role. Technology Training
and Process and
 Crew competence measures the Improvement Competency
competency of a team selected to
perform a specific task/service for a Communicate
PSL. and Address
Risks
WHAT WE WILL DO
 Continue to measure work force job competency through Documented Competency of
Workforce (DCWF) and supervisor participation as raters for assessments.
 Identify a crew competency matrix for critical tasks/services as defined by the PSL and
measure crew competence adoption for identified jobs.
HOW WE WILL MEASURE

 Expectation: Achieve and maintain DCWF at 95% or above at each quarter end for
identified population - Action by PSL Country/District Manager; Verified by PSL Region
Manager.
SUPPORTING  Verification: Competency Progress Report on Operations Dashboard - Action by PSL

DOCUMENTS Country/District Manager; Verified by Global Talent Management.
Resource Provision  Expectation: Each PSL will develop competency matrices for critical tasks/services by
ST-GL-HAL-HMS-601 Jun 30, 2018 - Action by PSL Global Competency Coordinator and HSE/SQ Manager,
Approved by PSL VP.
Hiring, Training and
Competency  Expectation: 75% of jobs with critical tasks/services are scheduled using Crew
ST-GL-HAL-HMS-602
Competence tool by Dec 31, 2018 - Action by PSL Country/District Manager; Verified by
Operations Dashboard PSL Region Manager.
Crew Competence Report
Competency Progress  Verification: Monthly Crew Competence Report on Operations Dashboard - Action by
Report PSL Country/District Manager; Verified by Global Talent Management.
Owner: Global HSE/SQ  Competency program will expand assessment and reporting to crew based competency
Revision: 22 Feb 2018 in addition to job competency.

2018 Strategy
4.1 Control points (Includes DOS): Simplify

execution with risk-based approach (SQ Minimum)
BACKGROUND
 A Control Point is a requirement or Leadership
Commitment
activity that provides assurance the
job purpose will be achieved. Design
of Service (DOS) is a shared Control Verify HMS Continuous
Point for all PSLs while other Control Performance Improvement
Points are PSL specific.
 By continuing to measure execution ZERO
of Control Points, we can verify that Technology Training
and Process and
the most critical activities are being
executed every time we perform
work. Communicate
and Address
 To increase the effectiveness of Risks
Control Points, we will simplify
execution to these processes with
focus on value added activities.
WHAT WE WILL DO
 Continue to measure execution of PSL identified Control Points for every job, verify
measurement through Job Packet Verification (JPV) and audit execution to Control
Points through our Internal Assurance Service (IAS) program.
 Introduce risk based approach, defined by the PSL, to execute and verify Control Points
and remove redundant and unnecessary activities.
HOW WE WILL MEASURE

SUPPORTING  Expectation: 100% compliance of PSL Control Points for every job - Action by PSL
DOCUMENTS District/Country Manager; Verified by PSL HSE/SQ Manager.
Operations Dashboard:  Verification: Monthly Compliance Report sent to Global HSE/SQ - Action by PSL
Job Packet Verification (JPV)
HSE/SQ Manager; Verified by Global HSE/SQ.
HalWorld:  Expectation: Assess and simplify Control Point processes for alignment to job profile by
HMS - Control Points Jun 30, 2018 – Action by PSL HSE/SQ Manager; Approved by PSL VP.
Guidance:  Verification: 1 Job Packet Assessment conducted each month for each district/country -
GD-GL-HAL-HMS-712B Action by PSL District/Country Manager; Verified by PSL Region Manager.
BSD-GL-HAL-HMS-700

 Introduction of a risk based approach to Control Points defined by each PSL.
Owner: Global HSE/SQ  Expand JPV and monthly inspection to include questions to assess risk based approach.

2018 Strategy
5.1 Incident Investigation: Improve identification of

incident root cause (SQ Minimum)
BACKGROUND
 A HSE or SQ incident is deemed Leadership
Significant when it meets criteria Commitment
outlined in ST-GL-HAL-HMS-804.
 Significant Incidents (SI) require a Verify HMS Continuous
TapRoot® investigation and a Performance Improvement
Significant Incident Notification. Non-
SI can now be investigated using 5- ZERO
Why Methodology. Technology Training
and Process and
 All incidents require appropriate root Improvement Competency
cause determination in order to
develop effective corrective actions Communicate
and Address
that prevent recurrence.
Risks
WHAT WE WILL DO
 Identify and investigate SI using the SIR process (with updated template and peer review
approach) and employ the Accountability Model to address “process not followed”.
 Implement and utilize 5-Why Methodology as an option to determine root cause for non-
SI incidents.
 Global HSE/SQ will measure the adherence to the SIR process through leadership
attendance and sign-off of investigation findings, and communicate the applicable
incident findings and lessons to the organization monthly.
HOW WE WILL MEASURE

 Expectation: 90% of SI investigations reviewed and corrective actions closed within 120
days from incident - HSE: Action by District/Country Manager; Verified by Region HSE
SUPPORTING Manager - SQ: Action by PSL District/Country Manager; Verified by Region PSL Mgr.
DOCUMENTS
 Verification: HSE: RHS (or replacement) incident closure status; SQ: Job-related CPI
Halworld:
SIR Criteria
(or replacement) closure status. - HSE: Action by District/Country Manager, SQ: Action
by PSL District/Country Manager; Verified by HSE/SQ Director of Performance.
HSE and SQ Incident
Management:  Expectation: 100% of SI investigation reviews will have required participants per ST-GL-
ST-GL-HAL-HMS-804 HAL-HMS-804 - Action by PSL/Region HSE/SQ Manager; Verified by HSE/SQ Director
of Performance.
PM-GL-HAL-HMS-804
TEM-GL-HAL-HMS-804A  Expectation: Distribute monthly communication to management on SI findings and
lessons learned - Action by HSE/SQ Director of Performance; Verified by HSE/SQ VP.
Accountability Model:
BSD-GL-HAL-HMS-804 WHAT IS DIFFERENT FOR 2018
STR-GL-HAL-HSE-SQ-501  Improved SIR process by revising template, utilizing a facilitator, and instituting a peer
Owner: Global HSE/SQ review to assist in determining root cause.
 Introduced 5-Why Methodology as an option for non-SI incidents.

2018 Strategy
5.2 Equipment Maintenance: Execute activities for

PSL defined certified / calibrated equipment
BACKGROUND
Leadership
 Equipment maintenance is a top Commitment
causal factor for service quality
incidents.
 Executing to our planned Performance Improvement
maintenance program and verifying
our critical measuring devices and
identified certified equipment are in
ZERO
Technology Training
compliance provides assurance that and Process and
tools and equipment are functionally Improvement Competency
ready for the job.
Communicate
and Address
Risks
WHAT WE WILL DO
 Continue to execute to the calibration program for critical measuring devices as initiated
in 2017.
 Identify certified equipment (by PSL) and maintenance requirements for that equipment;
initiate execution for completing maintenance requirements.
 Verify implementation and execution to the maintenance requirements through HSE/SQ
Monthly Inspections and Internal Assurance Program.
HOW WE WILL MEASURE

 Expectation: Each PSL will identify equipment that requires certification by Jun 30,
SUPPORTING 2018 - Action by PSL HSE/SQ Manager; Approved by PSL VP; Achieve 95% registration
DOCUMENTS by Dec 31, 2018 - Action by PSL District/Country Manager; Verified by Region HSE/SQ
Manager.
Calibration Standard:
ST-GL-HAL-HMS-710  Expectation: Each location will execute to the calibration schedule for critical measuring
devices, achieving and maintaining greater than 95% compliance by Mar 31, 2018 –
HalWorld:
Calibration program
Action by PSL District/Country Manager, Verified by HSE/SQ Region Manager.
 Verification: Monthly SAP Compliance Report on Operations Dashboard - Action by
SAP:
SAP compliance Reports PSL District/Country Manager; Verified by PSL HSE/SQ Manager.

 Measurement of calibration program for critical measuring devices will be on compliance
compared to implementation.
Owner: Global HSE/SQ  Introduce measurement of planned inspection activities for certified equipment defined by
Revision: 22 Feb 2018 the PSL.

2018 Strategy
6.1 Self-Verification: Execute HSE/SQ tiered

assurance program
BACKGROUND
Leadership
 The purpose of HSE/SQ Monthly Commitment
Inspections is to assess if we are doing
what we said we would do on
compliance (based on HSE Standards) Verify HMS Continuous
and processes (based on HMS work Performance Improvement
methods).
 HSE/SQ Monthly Inspections are ZERO
conducted by frontline supervisors with Technology Training
the support of HSE/SQ using separate and Process and
question sets. Improvement Competency
Communicate
and Address
Risks
WHAT WE WILL DO
 Simplify the inspection data collection system by adjusting the frequency of repeat
checks.
 Execute HSE/SQ Monthly Inspections for each PSL Country/District per the
inspection schedule.
 Investigate and define action plan for each region’s top three trends (quarterly) from
HSE/SQ Monthly Inspections using either Tap Root® or 5 Why process.
HOW WE WILL MEASURE

 Expectation: 100% of planned inspections completed and 100% of corrective
actions closed within 120 days - HSE: Action by District/Country Manager; Verified
by Region HSE/SQ Manager - SQ: Action by PSL District/Country Manager; Verified
SUPPORTING
by PSL Region Manager.
DOCUMENTS
 Verification: HSE/SQ Operations Dashboard corrective action closure status -
HSE Audits:
Verified by Global HSE/SQ.
ST-GL-HAL-HSE-0101
 Expectation: Document and report action plan for top three trends each quarter -
Management System Action by HSE/SQ Region Managers; Verified by HSE/SQ Director of Performance.
Assurance:
ST-GL-HAL-HMS-802
Operations Dashboard:
Monthly HSE/SQ  Removed redundant inspection checks.
Inspections
 Introduced trend reporting and investigation for top findings in each Region.

2018 Strategy
SUMMARY OF DELIVERABLES: Progress toward the strategy will be
documented in an electronic system accessible on the Operations Dashboard. This
system will be used to measure and evaluate success.
Metric /
Element / Deliverable Due Date / Responsible Support
Target
1.1 Communication: Due: Metric: Reference:

Execute tiered communication Dec 31 Communications ST-GL-HAL-HMS-501
Responsible: complete Follow:
HSE/SQ leadership (tiered) Communication Template
Target: 100% Evidence:
Operations Dashboard
1.2 New Employee Orientation: Due: Metric: Reference:

(1) Identify and align on HSE/SQ NEO (1) Mar 31; (2) Sep 30; (1) Regions aligned; Welcome Center Template
content; (2) Implement messaging Responsible: (2) Regions w/ NEO
(1) HSE/SQ PSL & Region implemented Evidence:
Mgr. Target: 100% Operations Dashboard
2.1 Transportation Safety: Due: Metric: Reference:

(1) Achieve and maintain driver training (1) Monthly (1) DCWF; (2) ST-GL-HAL-HSE-0910, 0911
and driver DCWF; (2) Implement a (2) Jul 01 Approach identified Follow:
Region approach for addressing ST-GL-HAL-HSE-0910, 0911
driver performance Responsible: Target: Evidence:
PSL Country/ District Mgr. (1) > 95%; (2) 100% Competency Progress Report
3.1 Competency: Due: Metric: Reference:

(1) Assess service delivery employees (1) Each quarter end (1) % DCWF ST-GL-HAL-HMS-601
as defined by PSLs (2) Jun 30 (1) % Matrix received ST-GL-HAL-HMS-602
(2) Provide Competence matrix for (3) Dec 31 (2) % jobs (identified Follow:
critical services Responsible: tasks/services) utilizing PSL Specific Process
(3) Utilize Crew Competence for (1) PSL District/ Country Mgr. Crew Competence Evidence:
identified tasks/services (2) PSL GCC and HSE/SQ Target: Crew Competence Report (link to
Mgr.; (3) PSL District/ Country (1) 95% be updated)
Mgr (2) 100%
(3) 75%(month of Dec)
4.1 Control Points: Due: Metric: Reference:

(1) Simplify Control Point processes for (1) Jun 30; (2) Dec 31 (1) Control Points ST-GL-HAL-HMS-706
alignment to job profile; (2) Execute Responsible: approved (2) Jobs Follow:
to PSL processes with compliance (1) PSL HSE/SQ Mgr./; (2) compliant PSL Specific Process
of Control Points for every job PSL District/ Country Mgr. Evidence:
Target: 100% Operations Dashboard
5.1 Incident Investigation: Due: Dec 31 Metric: Reference:

(1) Execute Significant Incident Review (1) Investigations ST-GL-HAL-HMS-804
(SIR) process; (2) Distribute monthly Responsible: closed within 120 days; Follow:
SUPPORTING communication on lessons learned (1) HSE: District/ Country (2) Monthly PM-GL-HAL-HMS-804
DOCUMENTS Mgr.; SQ: PSL District/ Communications Evidence:
Country Mgr. ; (2) HSE/SQ HSE SI Report; SQ SI Report
Director of Performance Target: Monthly Lessons Learned
(1) 90%; (2) 100%
Operations Dashboard
5.2 Equipment Maintenance: Due: Metric: Reference:
Global HMS (1) Execute to calibration schedule for (1) Mar 31 (1) Eq. calibrated; (2) ST-GL-HAL-HMS-710
critical measuring devices (2) (2) Jun 30 Eq. Identified (3) Eq. Follow:
Identify equipment that requires (3) Dec 31 Registered ST-GL-HAL-HMS-710
Global HSE certification; (3) Register equipment Target: Evidence:
identified in SAP Responsible: (1) > 95%; (2) 100%; Operations Dashboard
Guidance for HSE/SQ (1) PSL District/ Country Mgr.; (3) 95% SAP compliance Reports
Strategy Plans (2) PSL HSE/SQ Mgr.; (3) PSL
District/ Country Mgr.
6.1 Self-Verification: Due: (1) Dec 31; (2) Quarterly Metric: (1) % Reference:
(1) Execute HSE/SQ Monthly Responsible: inspections complete ST-GL-HAL-HMS-802
Inspections; (2) Investigate top 3 (1) HSE: District/Country Mgr.; and corrective actions Follow:
STR-GL-HAL-HSE-SQ-501 NCR trends each quarter and close SQ: PSL District/Country Mgr. closed in 120 days; (2) ST-GL-HAL-HMS-802
Owner: Global HSE/SQ corrective actions in 120 days (2) HSE/SQ Region Mgr.. % CAs closed Evidence:
Target: (1) 100%; (2) HSE/SQ Monthly Inspections
Revision: 22 Feb 2018 100% NCR Report


STR GL Hal Hse SQ 501

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HSE/SQ Journey to ZERO

1 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

WHO WE ARE, WHAT WE DO

OVERALL STRATEGIC ALIGNMENT

2017 HSE/SQ PERFORMANCE

2 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

ELEMENTS 2018 DELIVERABLES

2. Halliburton Management 2.1 Transportation Safety:

3.1 Crew Competency:

4. Communicate and Address 4.1 Control Points (includes DOS):

5.1 Incident Investigation:

3 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

1.1 Communication: Execute tiered communication

HOW WE WILL MEASURE

4 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

1.2 New Employee Orientation (NEO): Align

HOW WE WILL MEASURE

WHAT IS DIFFERENT FOR 2018

5 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

2.1 Transportation Safety: Execute to the Driver

HOW WE WILL MEASURE

HOW WE WILL MEASURE

SUPPORTING  Verification: Competency Progress Report on Operations Dashboard - Action by PSL

7 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

4.1 Control points (Includes DOS): Simplify

HOW WE WILL MEASURE

WHAT IS DIFFERENT FOR 2018

8 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

5.1 Incident Investigation: Improve identification of

HOW WE WILL MEASURE

9 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

5.2 Equipment Maintenance: Execute activities for

HOW WE WILL MEASURE

WHAT IS DIFFERENT FOR 2018

10 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

6.1 Self-Verification: Execute HSE/SQ tiered

HOW WE WILL MEASURE

11 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

1.1 Communication: Due: Metric: Reference:

1.2 New Employee Orientation: Due: Metric: Reference:

2.1 Transportation Safety: Due: Metric: Reference:

3.1 Competency: Due: Metric: Reference:

4.1 Control Points: Due: Metric: Reference:

5.1 Incident Investigation: Due: Dec 31 Metric: Reference:

12 PRINTED VERSIONS OF THIS DOCUMENT ARE UNCONTROLLED.

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