A-A Half-Day Training - Leaders

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Assist & Assure

Safety Leadership in Wells
Assist & Assure Training for Leaders

Technical Authorities and HSSE Critical Leaders – ½-day material
Global A&A Team

Standard Material
Royal Dutch Shell A&A Training for Leaders March 2018 1

Safety Briefing
Alarms
Emergency Exits / Escape Routes
Muster Point
Any drills planned?
Any other concerns?

Agenda Agenda Item
Leadership Message
Personal Introductions
Introduction to Assist and Assure
Safety Conversations
Transition to Work
Safe Work Process
Goal Zero Supervision
Assurance
Leadership Expectations and Moving Forward

Leadership Message
Royal Dutch Shell March 2018 4

Introductions
“The Power of Questions”

Why do we ask questions?
 Engagement – switch on people’s brains

 It is a competency test
 Control the conversation

Assist & Assure
a way of working that focuses on well-site safety
leadership and safety conversations

Assist & Assure
A proven safety program that is being rolled out globally in Wells and that is specific in its elements and
engagement approach.
3 Points to Take Away

1. It is NOT one’s own interpretation of the words “Assist” and “Assure,” or the words on a
prompt card.
2. It consists of 4 elements focused on engagement of personnel and embedment of the safety

agenda – 70% Assist (coaching), 30% Assure (assessment)
3. It requires everyone’s participation – Vice President to front line.
Engage: understand, ask about, and practice the program.

Why?
HSSE Performance had stalled.
Management visits conducted The Assist and Assure

programme was developed
in early 2013 highlighted that
key Wells HSE agenda items Training
around Personal and Process A&A Coaches

safety were not embedded at
Daily Support
the worksite.

Assist & Assure Success
70% assistance in implementation, 30% assurance of compliance
 TRCF  40%  HIPO Drops Frequency  30%

 (first time <1.0, first time < Group, 3x < Global Wells)  Barrier Event Frequency  33%
 Drops Frequency  25%
observed change at worksite in crews

compliance and understanding
40% reduction in TRCF
portfolio
change and
1
BG
integration
TRCF
Implemented
IG Wells
Assist & Assure
BSP Wells
0
2011 2012 2013 2014 2015 2016 2017 2018

QGC Success
Queensland Australia – Coal Seam Gas Operation
 Work Scope: 15 workover hoists and 2 drilling rigs
 A&A implemented from August 2016 (after 9 recordable incidents in 12
months period)
 4 coaches (2 per hitch moving between units ~4 days at one rig at a time)
– staffed by contract ex-drilling contractor staff
 Due to success of program – A&A expanding to operations
Assist & Assure

Engagement through open questions:
1 New Arrivals:
Site Induction
Pre-tour Handover Toolbox Talk
“We run our meetings in a certain way.”

Transition to
Work
active thinking, attention, focus on safety
risk areas, and learning.
Work “Starting work is NOT step number 1,”

ASSIST
2 Safely
(Step 7
but rather the ‘last’ step in a series that
insure work is ready to start. Each step is
Process) a causal factor in accidents.
Proactive engagement at the work site -
3 Goal Zero before, during and after jobs. Praise the

Supervision positive, correct the negative. Focus on
new people and key risks.
ASSURE
Identify gaps in key focus areas/risks.

4 Assurance Find the opportunities before the incident.
“Feed the Assist”

Fundamentals: Influencing Behaviors
and Safety Conversations
Engagement through questions – influencing in a manner
that balances praise and correction and forms the
foundation of safety leadership.

Influencing Behaviour
Behaviour is controlled by Feedback Loops…..
Leaders/Managers/Supervisors must understand Ask/Tell and Praise/Correct
Behaviour Praise or Ask or Effect? Behaviour repeats

Correct? Tell? or stops?
Wanted behaviour Praise Tell Feel good Repeats
Unwanted behaviour Correct Ask Think/Learn Stops
Praise Wanted Behaviour (Tell)

Correct Unwanted Behaviour (Ask)
Neuroscience suggests that our brains are wired to scan for threats far more than support:
one negative comment therefore caries far more weight (influence) than a positive…
Correcting a negative through a question minimizes the threat, ensuring positive praise occurs
further improves the balance!
This needs to be done every single day to build the Safety Culture.
How do you do this……??.....Safety Conversations!

Royal Dutch Shell
“Safety Conversation” March 2018 15
Safety Conversations
Practice makes perfect…

 Observe and Identify the safety subject
 Assess the potential consequences and plan your approach
Don’t forget to praise
 Control the situation – make it safe
the positive!
 Hold your safety conversation:
 Make a Connection - Introduce yourself, ask some easy Q’s
 Be Attentive – listen to their answers
 Understand by asking questions – What are they doing? What can go wrong? How can you get hurt?
 Praise something (tell them)
 Correct something, if needed (ask them): discuss the Options – What can be done to prevent it?
 Gain a Commitment – say thank you (everyone happy ☺)
 Verify that the commitment has been honored

Asking Questions?
Useful types of questions:
There are different types of questions, use the appropriate type. Open questions are generally more
engaging and informative.
 Open Questions – to open up a subject, get people talking, gather views and opinion
Examples: “What…”, “How….”, “Tell me about…”
 Closed Questions – for a yes or no answer, to home in on facts, to control the reply
Examples: “Do you…”, “How many…”, “What is…”
 Probing Questions – to dig deeper into a response, to ask for clarification
Examples: “Tell me more about…”, “Why…”
Questions to be avoided
 Leading Questions – contain the expected answer, put words in people’s mouths
Examples: “I assume”. “Do you think…”
 Multiple questions – a string of questions together
Example: “What were the main things, which was most important and which do you think we could most improve”
box to be seen.
command.
Element #1: Transition to Work

Engagement through open questions: active thinking,
attention, focus on safety risk areas, and learning.

Transition to Work: Key Elements
New /
Interim
Pre-tour Handover ToolboxTalk
Arrivals to
Site

Practice Exercise – Toolbox Talk
Role Play
 Pick a Supervisor
 Supervisor conducts a Toolbox Talk / Pre-Job Safety Meeting
 The rest of the group are the crew

Confined Space Entry
Work Instruction
1. Ventilate tank for 24 hours before start
2. Fill in a PTW
3. Mobilize People and Equipment to site
4. Conduct TBT
5. Set up equipment (including ER)
6. Conduct Gas Test (then every 30 min)
7. Put on all required PPE
8. Enter tank
9. Clean tank (rotate every 30 min)
10. Finish task
11. Exit tank
12. Clean Up
13. AAR

Toolbox Talk Evaluation
Did your Supervisor:

 Describe the job in simple terms (3 steps)?
 Ask Questions of Everyone (Hazards &
Controls, R&Rs, New to job)?
 Ask Focus Areas?
 Review Task Specific Safety Alert?
 Ask why would you stop the job (intervene)?
2 points for each question

What is the % score?

Summary
Remember, a TOOLBOX TALK is an opportunity to… New /

Interim
…ask open questions Arrivals to
Pre-tour Handover ToolboxTalk
Site
…address the focus areas and embed the safety agenda
…raise awareness of risk through a safety story or alert
TRANSITION TO WORK is about a structured approach to meetings in order to:
SET THE SAFETY CULTURE from the start: site induction through toolbox talk
demonstrate CARE through inclusion and engagement of team members
generate conversations about DILEMMAS
address RISK NORMALIZATION

Element #2: Safe Work Process
“Starting work is NOT step number 1,” but rather the
‘last’ step in a series that insure work is ready to start.
Each step is a causal factor in accidents.

Step 7 – A way of working
Starting Work is NOT Step #1: Step 7 is designed to:

 Check if personnel are working safely (pause the job and have a
safety conversation)
 Think through non-routine work
 Address individuals/teams who turn up after the transition to work
– are they ready to work?
 Provide a leading indicator measure of behavior/leadership
performance
All supervisors should hold STEP 7 safety conversations everyday.

Learn from the safety conversation before an incident not the
investigation afterwards (the questions are the same)!
NO EXTRA PAPER WORK, NO CONFLICT WITH EXISTING SYSTEMS.

Practice Exercise – Step 7
1. supervisor rotates one table

2. supervisor conducts a “Step 7” safety conversation with the group
3. group limits answers based on their prior toolbox talk conversation
4. supervisor scores the group on their ‘Safe Work Process’

Step 7 Evaluation
Did the working team have a good:

 Plan - known & followed? (2)
 Communicate (TBT)? (2)
 Equipment Check? (2)
 Area Preparation? (2)
 Control of Energy? (2)
 Final Check? (2)
Score out of 12
What is the Step 7% ?

Element #3: Goal Zero Supervision
Leadership through proactive engagement at the work
site - before, during and after jobs. Praise the positive,
correct the negative. A strong focus on the competence
and clarity to achieve GOAL ZERO performance.

Goal Zero Supervision = Great Safety Leadership
Building capability through engagement

to continuously beat the performance
record…
A great example of empowerment to drive

engagement and great performance
(by David Marquette)

Key Elements
COMPETENCE &C
How do you know it’s safe?
LARITY
 Are roles understood?  Is the job objective understood?

 Are the plans in place?  Is the safety agenda (focus areas) clear?
 Is everything prepared?  What can we improve?
 What should we replicate?
COACH NEW Checkback to ensure understanding…

TEAM MEMBERS

Goal Zero Supervision Onshore – Supporting the Front Line
What is your own role as a Safety Leader and as a Coach? Safety Culture Points
 Informed with relevant data
How do you create a strong Safety Culture? and analysis
 Confident in reporting
How can you make the programme inclusive?
 Learning through feedback
 Flexible to manage change
 Clear expectations and

consequences of behavior
Adapted from IOGP

WHAT MAKES A GREAT
SAFETY SUPERVISOR?
sets the
expectation; questions /
promotes the checks back
culture
shows enthusiasm for

safety, leads by intent
writes clear
handovers; “Walks the Line”
leads by
example Stops the Job -
Intervenes
praises the positive /
engages corrects the negative
everyone
encourages
feedback
SUPERVISION BEFORE,
Royal Dutch Shell DURING, & AFTER THE JOB March 2018 33
Element #4: Assure
Identify gaps in key focus areas/risks. Find the
opportunities before the incident. “Feed the Assist”

#4: Assure
“It’s a chance to identify opportunities for improved safety in work execution to avoid an
incident, and provides a leading indicator of HSE performance.”
The objective should not be to register a top score or “green” on all

elements, but rather identify gaps for prioritization of improvement focus

Observation (evidence of
Barrier Assessment Score
compliance and gaps)
Management Has a Lifting and Hoisting Management System consistent with the requirements of OGP 376 – Lifting and Hoisting Safety
System Recommended Practice been formally established?
Lift Planning Are lifting and hoisting operations classified (routine, non-routine simple, or non routine complex) with appropriate controls
established for each classification of lift and documented/authorized via a lift plan?
10 Questions Are the 10 Questions for a Safe Lift or equivalent used during the toolbox talk prior to starting lifting operations and
for a safe lift repeated at crew change?
Competency Have competency requirements for all persons involved in planning, equipment inspection and maintenance, and lift
execution been established, and are persons conducting the lift fully competent?
Control Is one person in the lift team designated as the person in charge of the operation with the following responsibilities: 1)
review the lift plan, 2) ensure the required controls are in place and executed per plan, and 3) ensure all persons on the lift
team are competent and understand their assigned roles?
Control Are controls effectively implemented that keep all non-authorized personnel clear of overhead loads and areas of potential
impact?
Control Are dedicated banksmen identified for each lifting and hoisting operation and are effective visual or radio communications
established, tested and understood?
Equipment Is all lifting and hoisting equipment and gear fit for its intended purpose and operating conditions, designed and
manufactured to a recognized industry standard, and fitted with appropriate safety devices that are not over-ridden?
Equipment Is all lifting and hoisting accessory integrity established, maintained and supported by a detailed equipment register?
Equipment Is all lifting equipment visually examined before each use and the integrity and stability of each load verified before lifting?
Lifting of Is lifting of personnel only done when: 1) other options are not available, 2) according to an approved specific personnel
Personnel lift plan, and 3) provisions for secondary fall prevention, independent of the lifting equipment, have been included?

Assurance: What will you do with the data?
 How do you react to green?

 How do you react to red?
 What long term trends are you looking for?
 What does good look like?
 How do you communicate results with your peers and team?

Tips for Success in Assurance
 Assist is the goal – gap identification should improve

assistance towards goal zero performance.
 It’s a JOINT effort – make sure the contractor is  Keep it simple – avoid having 50 questions in one
involved and agrees with the assessment…they will be topic, instead focus on the key risks relevant to goal
the ones closing the gap in most cases. zero performance.
 Measure the behaviours too – score the elements of

“Assist:” Transition-to-Work, Step 7, and Goal Zero  Pick a topic; don’t try to review the entire rose plot in
Supervision; they help everyone know how they can one go, pick one for leadership review on your next
improve. visit.

box to be seen.
command.
Leadership Support
It’s critical that leadership in the office, from VP to team
lead, take ownership of the Assist & Assure program in
general, and the HSE agenda focus areas in particular.

Everyone has a role:
Business Leadership: Ensure Shell and contractor leadership

teams have simple, clear, and joint accountability for driving
improvement: a JSIP.
Contract Leadership: Drive accountability in both Shell and the contractor through the contract
management team. Support with a contract management plan that directly reflects actions
against the JSIP.
Team Leads: Encourage the coaching and assessment fundamental to A&A through a regular
conversation addressing challenges. Include the coach and contractor leadership.
Site Visits: Intervene – praise the positive, correct the negative. Ask someone what their role is for
the day; have a Step 7 conversation.

Assist & Assure
✓ Well-site coaching of safety leadership is

critical to top safety performance.
✓ Assurance highlights the performance
gaps, but coaching builds the capability
required to close the gaps.
✓ Coaching demonstrates the care necessary
for engaging the full well-site team.
✓ Coaching changes behaviors and enables
conversations on dilemmas and risk
normalization.

Assist & Assure: Moving Forward
Main Points Again

1. A&A translates leadership training into daily practice through a specific approach: “We run our
meetings in a certain way.”
2. 4 Elements contribute to 70% Assistance, 30% Assurance: preparing for a high risk environment
through Transition to Work, working safely through the Step 7 Process, practicing Goal Zero
Supervision through engagement at different times: before, during, and after jobs.
3. Your participation is vital! Support the program by: understanding of the principles and 4
elements, clear safety agendas (JSIPs and contract management plans), and asking about the
program and practicing a Step 7 conversation at the work site.
Engage: understand, ask about, and practice the program.

A-A Half-Day Training - Leaders

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Please note: These default picture boxes

have a hole cut in them to allow for the title

Assist & Assure

Assist & Assure Training for Leaders

Global A&A Team

Royal Dutch Shell A&A Training for Leaders March 2018 1

Emergency Exits / Escape Routes

Any drills planned?

Any other concerns?

Royal Dutch Shell A&A Training for Leaders March 2018 2

Introduction to Assist and Assure

Safe Work Process

Goal Zero Supervision

Leadership Expectations and Moving Forward

Royal Dutch Shell A&A Training for Leaders March 2018 3

Royal Dutch Shell March 2018 4

Royal Dutch Shell March 2018 5

 Engagement – switch on people’s brains

Royal Dutch Shell March 2018 6

Royal Dutch Shell A&A Training for Leaders March 2018 7

3 Points to Take Away

2. It consists of 4 elements focused on engagement of personnel and embedment of the safety

3. It requires everyone’s participation – Vice President to front line.

Engage: understand, ask about, and practice the program.

Royal Dutch Shell A&A Training for Leaders March 2018 8

HSSE Performance had stalled.

Management visits conducted The Assist and Assure

around Personal and Process A&A Coaches

Royal Dutch Shell March 2018 9

 TRCF  40%  HIPO Drops Frequency  30%

observed change at worksite in crews

Royal Dutch Shell A&A Training for Leaders March 2018 10

Assist & Assure

Royal Dutch Shell A&A Training for Leaders March 2018 11

“We run our meetings in a certain way.”

Work “Starting work is NOT step number 1,”

Proactive engagement at the work site -

3 Goal Zero before, during and after jobs. Praise the

Identify gaps in key focus areas/risks.

Royal Dutch Shell A&A Training for Leaders March 2018 12

Royal Dutch Shell A&A Training for Leaders March 2018 13

Behaviour Praise or Ask or Effect? Behaviour repeats

Wanted behaviour Praise Tell Feel good Repeats

Unwanted behaviour Correct Ask Think/Learn Stops

Praise Wanted Behaviour (Tell)

How do you do this……??.....Safety Conversations!

Practice makes perfect…

Royal Dutch Shell A&A Training for Leaders March 2018 16

Element #1: Transition to Work

Royal Dutch Shell March 2018 19

“We run our meetings in a certain way.”

Royal Dutch Shell March 2018 20

Royal Dutch Shell March 2018 21

Royal Dutch Shell March 2018 22

Did your Supervisor:

2 points for each question

Royal Dutch Shell March 2018 23

Remember, a TOOLBOX TALK is an opportunity to… New /

TRANSITION TO WORK is about a structured approach to meetings in order to:

demonstrate CARE through inclusion and engagement of team members

generate conversations about DILEMMAS

address RISK NORMALIZATION

Royal Dutch Shell March 2018 25