2018 SAFETY DAY 21 FEBRUARY 2018 Safety Leadership

2018 SAFETY DAY 21 FEBRUARY 2018

Safety Leadership SAFETY DAY 2018

Safety First

Safety Day Journey 2007 Safety Awareness Cheese Concept 2015 The Basics Intervene 2016 The Basics Respect 2017 Incident Reporting 2018 Safety Leadership

MD Video 2017 Safety Performance Agenda 2018 Focus Projects Leadership “I am A Leader. I Care” Case Study 1 & 2

PDO Managing Director: Safety Day Message Click video icons to start: Internal Link External Link 66

2017 Safety Performance • Achieved a record 0. 20 Lost Time Injury Frequency (LTIF) a best ever in PDO history. • Achieved a record 0. 72 Total Recordable Case Frequency (TRCF) a best ever in PDO history. • More than 40% reduction in severe Motor Vehicle Incidents (MVIs) as a result of the excellent Journey Management Control Center. • More than 500 mln km driven since last fatal road incident. • Results are overshadowed by the tragic work-related death in Bahja-Rima in August and 46 LTIs.

Some of 2018 focus projects • IHTIMAM, PDO’s in-house Behaviour-Based Safety programme that was piloted in 2017 • Gradual roll-out in 2018 to PDO staff and contractors • Full steam ahead with the Front Line Supervisor programme within Well Engineering. • FLS Handbook coming soon • Reflective learning approach e. g. Mr. Musleh/LTI Databook (coming soon) • Fully functioning integrated Journey Management Control Centre, a landmark and centre of excellence in Oman and probably the region; functionalities are expanding to include e-journey management • Framingham Test as part of medical check-up.

Safety Leadership Discussion / Video q. Form up in groups and define Safety Leadership. q. Leadership: a choice or a position? ! Why?

Safety Leadership video Click video icons to start: Internal Link External Link 10 10

Case Study 1 A company decides to visit a contractor operational site to conduct an ad hoc audit with only 4 days notice (2 days weekend). The company was informed by the contractor that the staff required to support this audit were not available as the key people were currently on leave outside of Oman and asked if this could be delayed. The company insists that the contractor make someone available for the audit. The contractor’s Operations Manager contacts an engineer who is on leave and requests that he returns from his vacation immediately to keep the company happy. The contractor engineer travels for over 9 hours back to Oman, takes 5 hours sleep before being asked to drive over 300 km to the audit site. While driving the engineer loses concentration due to fatigue, losing control of his vehicle. This results in a rollover. Fortunately, the engineer suffered no major injuries and lived to see another day. In your group, answer the following question: • Using the leadership attributes, how could this incident be prevented? • Choose one attribute that would have prevented the incident. Which one could it be? Why?

Case Study 2 A contractor only conducts partial upgrades to the Rigs Top Drive System (TDS) and does not include the fail-safe and interlock system. The communication systems between the driller cabin and the team working on the rig floor were out of order & not maintained despite the personnel knowing they were not working. The assistant driller was allowed to operate the brake alone without supervision, while the Chief Mechanic, Tool Pusher & Derrickman were all standing in the red/no-go zone without isolating the TDS. When the assistant driller released the brake the elevator link arms swung around hitting all 3 personnel resulting in fatal injuries of the Chief Mechanic. Despite several major incidents in the past on the rig floor the contractor failed to ensure its leanings were adequately shared and understood. In your group, comment on the following statements by indicating using the leadership attributes: • The contractor alone is fully responsible for the incident? • The failure in the communication systems should have been rectified by the rig manager/supervisor before commencing any work? • It is the Assistant Driller’s mistake that created this incident? • Previous learnings were not shared therefore the team working at the rig site are not responsible?

Safety Day Actions At the end agree on actions/suggestions to improve Safety Leadership within your teams. Take photos of your session and upload via the Safety Day Page contractors can send their photos through their respective Contract Holder (CHs) to upload. Remind everyone to complete the Online Survey from the Safety Day Page

Back up slides

Case study 2 references • A top drive is a big motor system which is hoisted in a derrick or mast of a drilling rig. • A top drive is a modern rotating system which has been popular for many drilling contractors and oil operators. Top drives can be used on all types of rigs, from truckmounted rigs to offshore rigs.

PDO Leadership video Internal Link External Link

IHTIMAM is PDO’s Behaviour-Based Safety System that was developed in house. It prides itself on being the result of a joint effort of PDO employees and its contractors. The new system has been implemented in 6 locations in Dalma, Carrillion Alawi and PDO Insourcing since January 2017. PDO is looking to expand implementation to OSD, OND and XD as well as PDO Offices in 2018. Focused The IHTIMAM observation cards are focused on the at-risk behaviours associated with the work activities being done. Customized The system is completely customized to suit the organisation and size of the company. IHTIMAM is a lean BBS system. It is simple, focused and measures what we want rather than what we don’t want as part of our safety performance. Data Analysis The IHTIMAM database is customized and available online to all employees and contractors. Reports are pre-designed to provide a pro-active approach to data analysis. Safety Culture IHTIMAM is aimed at improving safety culture, It is not just an observation process limited at behaviours, but a method to creating a safer working environment. Everyone is Involved IHTIMAM focuses on everyone in the organisation and has 4 training programmes. Safety leadership is a major topic in IHTIMAM as our leaders deliver the message and set the vision for our organisation.

I continuously engage, listen and coach others RESPECT ENGAGEMENT COLLABORATION ENGAGEMENT PERFORMANCE As a Leader in PDO, I …: • Treat staff development as a core business and my personal responsibility • “Go see” my team, spend time at their workplace and understand their work • Listen carefully to staff and colleagues, and learn from them • Help my team solve problems for themselves • Coach my staff and colleagues at every opportunity • Meet regularly with my team to share updates about the business.

I treat everyone fairly and respectfully RESPECT ENGAGEMENT COLLABORATION RESPECT PERFORMANCE As a Leader in PDO, I …: • Am humble and respectful of others, regardless of seniority or background • Treat others consistently, fairly and without favouritism • Am honest and transparent about the decisions I make • See diversity and differences as strengths, and value everyone’s contribution • Give honest feedback and don’t shy away from difficult conversations • Am open about my own gaps and learning needs, and work to address them.

I work proactively across boundaries and build partnerships RESPECT ENGAGEMENT COLLABORATION PERFORMANCE As a Leader in PDO, I …: • Prioritise value to ‘One PDO’ over personal or team gain • Understand the needs of other stakeholders, and agree win-win solutions • Listen to contractors and treat them as partners in delivering the business • Work across organisation boundaries and do not see these as obstacles • Build strong and effective teams, delivering results through co-operation • Am an effective team player myself, supporting my colleagues at all times.

I prioritise delivery and continuous improvement, and act as a Lean role model RESPECT ENGAGEMENT COLLABORATION PERFORMANCE As a Leader in PDO, I …: • Understand business value and explain my team's role in creating it • Draw a clear link between corporate priorities and my team’s goals • Make my intent clear and set stretch targets • Empower my staff to make the right decisions at their level • Make performance visible; recognise success and address underperformance • Treat continuous improvement as daily business.