2015 RETAIL HSSE STRATEGY

“Empowering the Frontline”

Downstream-One
Retail

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 THIS YEAR THE TRAGIC INCIDENTS HAVE
HIGHLIGHTED THAT WORK IS STILL
REQUIRED
Ukraine Malaysia South Africa
Site employee Third party fatality Contractor
fatality fatality

LACK OF COMPETENCE OF FRONT LINE

• Inconsistent
WORKERS induction training for new site supervisors
• Insufficient training provided to workers to manage specific risks being faced, e.g.
hot works, product discharge
NON-COMPLIANCE / INEFFECTIVE APPLICATION OF END-TO-END
•ASSURANCE PROCESSES
Front line supervisors did not apply assurance processes correctly, e.g. Talk not Tick,
Permit to Work, Management of change
• Management assurance processes not applied effectively, e.g. supplier accreditation

POOR SAFETY CULTURE & LAX ATTITUDE

• Failure of colleagues
TOWARDS RISKSto intervene when unsafe acts were proposed and executed
• Learning from Incidents (e.g. Oman incident) not shared with front line workers
and used to mitigate identified risks
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 BUILDING ON THIS YEAR’S HSSE STRATEGY,
THE RLT HAS ENDORSED THE WAY FORWARD
2015 GOAL ZERO PRIORITIES

IMPROVE HSSE competence at the front line

 Define the minimum standards
1  Build front line competence bit-by-bit
 Leverage mechanisms that are already in place – MAKE THEM WORK
BETTER

GET the assurance that supervisors and front line staff are
operating safely
2  Make assurance come alive – make it something people want to do
 Use local initiatives to make this happen
 Get local teams to define what “good” looks like and then self assess to close
gaps
BUILD
Be able to predict
safety where the
culture at next
siteincident
throughis coming
thefrom
site manager /
3 site supervisor 3
 The site manager /site supervisor has greatest influence on workers’ safety
mindset

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 IMPROVE HSSE COMPETENCE AT THE FRONT
1
LINE – THE KNOWLEDGE THAT EVERYONE
MUST HAVE
We KNOW and FOLLOW the rules, We KEEP ourselves and
others safe
les
p Our minimum training and
a m
competence requirements…
Ex
 We are working with a valid
Safety Passport
 We have completed specific
training programmes before
performing specific tasks
(LPG/CNG, Working at Height,
excavations etc…)

 We have knowledge about the

right Goal Zero behaviours and
we are responsible to intervene
with each other
L2 working session
1) What are our biggest risks and what are the actions to mitigate those risks?
2) What are the minimum competence requirements for each of the roles in managing thes
3) How do we assure that each worker has been properly trained to carry out his/her 4role?
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 GET THE ASSURANCE THAT SUPERVISORS
2
AND FRONT LINE STAFF ARE OPERATING
SITES SAFELY
I am ACCOUNTABLE for the safe operation of the activities!

 I provide evidence that I coach my work

crew by using quality Tool box talks,
Learning from Incidents and Near Misses
and Potential Incidents to bring HSSE to
life

 I have evidence that my work crew is

trained and equipped to mitigate risks.
I’m accountable to ensure each worker
has a valid Safety Passport and all
equipment and PPE has appropriate
certification
L2 working session
 I provide evidence that everyone 1) How can we assure that supervisors
understands the job specific risks of the and front line staff are operating sites safel
job, the actions required for them to and that the operational procedures and
processes defined are robust ?
reduce this risk and when to stop the job
to review / update the risk assessment
due to change in circumstances
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 BUILDING SAFETY CULTURE AT SITE
3
THROUGH THE L3 SUPERVISOR

I build a Goal Zero safety culture by CREATING the right SAFETY

CONDITIONS at site

les
p
a m
Ex
 I am always assessing the risks of
my site’s operations
 I am proactively managing these
risks
 I am engaging my work crew
about the risks and providing
them with the right training and
competences

L2 working session
1) What does success look like for us for each of these 3 objectives?
2) What actions do we need to take to achieve success?
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6
 2
CONTRACTOR MANAGEMENT SAFETY
AND LOPC ASSURANCE FOR
ENGINEERING PARTNERS

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Accountability for Contractor Management - Safety and
LOPC Assurance
 Objectives
 Clarify Shell expectations for Market Teams and Partners on assurance.
 Outline the L2’s own plans of how they meet Shell HSSE requirements of L2’s
managing the L3’s
 Identify the key control points that the Shell Markets and the Shell Global teams
must regularly check to get the adequate Contractor Management Safety and
LOPC Assurance system in place.
 Integrate HSSE Assurance into Global, Market and Partners’ GPAs

 The L2’s own internal governance requires them to -

 Appoint L3’s through an accreditation process which meets the Shell Group
policy and procedure requirements
 Ensure Shell’s global policies, technical design standards, HSSE permit to Work
Management Procedure, processes and tools are used throughout.
 Review critical documents, licences and designs.
 Work activities are planned and agreed prior to commencement
 Site activities are executed according to plans, designs, procedures. With critical
touch points witnessed and signed off.
 Reports are made on performance, non compliance and incidents
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 Audits are conducted to ensure compliance and share best practice

Accountability for Contractor Management - Safety and
LOPC Assurance
Expectations Expectations
Expectations from L2
from Market from Global
Partners
Process Activity teams teams
FM PM Shell Market Shell Global
Frequency
C C team team
Contracto Accreditation of
r new L3 New Contractor
contractors
Appointm Yes, according to Risk
Through HSSE
ent Management
New Contractor
Assessment in
joint audit on L2
System Audit Market
Site Performance
New Contractor
Audit
Standards Compliance to Yes, during Design
Global Design Activity / Project Risk Assessment Spot check
Standard (GDS) Microsoft Word
Document (DRA)
Group Control Monthly Reporting Spot check
Activity / Project
Framework Adobe Acrobat
Document
Annual Checks BAL process
Monthly & Annual
Critical Equipment Spot check
Activity / Project Checks
Inspection BAL process
Commissioning
Regular Contractor office
Yes, according to Risk
Review As Scheduled Assessment in No action
audit
Market
LCSC Quarterly Visible leadership Attend 1 per year
Annual / Agreement to L2’s Alignment with
HSSE
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Shell Downstream Inc. 9
Microsoft Excel
Worksheet
Scheduled Annual Plan HSSE LII Forum
 Accountability for Contractor Management - Safety and
LOPC Assurance
Expectations Expectations
Expectations from
from Market from Global
L2 Partners
Process Activity teams teams
FM PM Frequenc Shell Market Shell Global
C C y team team
Yes, according to
Design Design Risk Assessment Project Risk Assessment in Spot checks
Market
Pre- Construction Readiness
Project
Construct Plan / HSSE Plan
ion Identify Contractors High
Meeting Risk Activity and
Schedule
L3 contractors on site ..
who / where / what / Project
Minimum once per
when
month.
Location of utility Attend once per
More according to
services, excavations, quarter
Risk Assessment in
and lifting plans Market
Competent Site
Supervisor, Safety Co-
Project
ordinator and Permit
Holder appointment
Neighbour impact from
traffic, noise, working Project
hours
CopyrightSupport
of Shell Downstream
Line ofInc.
Defence As 10
Review high audit
Global Yes
2 + 3 audits Scheduled findings
 Accountability for Contractor Management Safety and
LOPC Assurance
Expectations Expectations
Expectations from L2
from Market from Global
Proce Partners
Activity teams teams
ss
PM Frequen Shell Market Shell Global
FMC
C cy team team
Site Ensure all Shell Ensure all Shell
Activity /
Activi Safety Passports for all staff staff have Global have
Project
passport passport
ty
Ensure correct
Activity /
competencies are carrying
Project
out tasks
Quality PTW documents Activity /
(WCF, JHA, Permit) in place Project
PTWs with competent Activity /
Permit Issuer & Holder Project Quarterly full site
audit – site Attend full site
Supervises high risk work Activity / selection linked to audit twice a year
activity while on site Project the risk tracker
Ensure Tool Box Talks (TBTs)
and Last Minute Risk Activity /
Assessment (LMRA) are Project
carried out
Carry out site inspection
Project
checklist
Carries out Site inspection Activity /
1 per quarter 1 per quarter
Talk Not Tick (TnT) Project
EnsureofSafety
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Activity / After each After each
Alerts/Learning from
Project incident incident
 WHAT’S THE FUTURE LOOKS LIKE – MOVING
FROM THE GOOD TO THE GREAT
The ‘GREAT’
Enhance safety leadership
and HSSE competences at
2016 the Front Line
• L3 supervisors are VISIBLE
SAFETY LEADERS – they lead
HSSE communications and
intervene

• Contractor workers increase

their HSSE competence on the
job experiences and from
The ‘GOOD’ coaching, having effective
Empowering Front Line by training plans in place and using
“perfecting the minimum” HSSE tools
• The L3 supervisor create the
right safety condition at site

• Front Line have the right HSSE

knowledge and skills to manage
the risks properly. They know
the barriers and controls and
are equipped to act on weak
signals 2015
• The people at the front line “Do
the Right Thing” because they
understand the risks and know
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how to keep themselves and 12
others safe