Shell en contractors werken samen aan de veiligheidscultuur

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• Shell en contractors werken samen aan de
  veiligheidscultuur
• NVDO seminar 6 april 2009

Annemarie van der Rest Manager health, safety
environmental affairs Shell Nederland B.V.
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Onderwerpen

• Inleiding Shell
• Wat houdt ons s nachts wakker
• Managing HSSE
• Cultuur
• Voorbeeld bouw NTC Amsterdam
• Conclusies

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Corporate Affairs
Exec Committee
EP
DOWN
GP
TRAD
SGSI
Supporting Processes
Country organisation
SN
Operating Companies
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What keeps us awake
Food poisoning
Exxon Valdez
Erika
Toulouse
Enschede
Piper Alpha
Brent Spar
Longford
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The Cost of Accidents at Work
INSURED COSTS . Covering injury, ill health,
damage.
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UNINSURED COSTS (at least 10x higher) . Product
and material damage . Plant and building damage .
Tool and equipment damage . Legal costs .
Expenditure on emergency supplies . Clearing
site . Production delays . Overtime working and
temporary labour . Investigation time .
Supervisors time diverted . Clerical effort .
Fines . Loss of expertise / experience
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Health Safety Executive
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Why Manage HSE

• Business Case
• Meet the law
• Reduce risk
• Save costs
• Attract resources
• Enhance reputation
• Support share price

• External Expectations
• Duty of care
• Adhere to internationally agreed principles
• Reporting continuous performance improvement

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HSE in Business Principles
5. Health, Safety, Security and the
Environment Shell companies have a systematic
approach to health, safety, security and the
environment in order to achieve continuous
performance improvement. To this end Shell
companies manage these matters as critical
business activities, set standards and targets
for improvement, and measure, appraise and report
performance externally. We continually look for
ways to reduce the environmental impact of our
operations, products and services.
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RISK PROCESS Hazards and Effects Management
WHAT CAN GO WRONG?
WHAT ARE THE IMPACTS?
HOW LIKELY IS IT?
UNDERSTANDING RISK
MANAGING RISK
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Group Risk Assessment Matrix
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Risk analysis and control, the bow-tie model
CONSEQUENCES
HAZARD
SCENARIO lines
Crashed car
THREAT lines
BARRIERS
RECOVERY MEASURES
(preventative measures, maintaining integrity)
(reactive measures, emergency activities)
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Hazard management incident prevention
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Making safety management a success

• Leadership
• Workforce (and contractor) involvement, seek
  contribution and ownership
• Time and competent resources
• Involvement of main contractors
• Overcome cultural resistance, resistance to
  change
• ISO certification
• Communication, repeat the goals to (new) staff
• Complicated systems/kiss and accessibility

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Why do people not comply

• Expectations the rules have to be bent to get
  the work done
• Powerfulness the ability and experience to do
  the job without rules
• Opportunity short cuts, doing things better
• Planning unprepared, conflicting goals
• Personal norms

Culture
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Safety Culture Ladder
Increasingly informed
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The Dynamics of Safety Culture
Injuries
Management Commitment Condition of
Employment Discipline Rules Supervisory
Control Value for People
Personal Commitment Self-Managing Self-Discipline
Self-Responsibility Personal Goals Care for Self
Team Building Team Commitment Development in
Team Help Others Conform Value for Each
Other Team Goals
Time
Dependent
Independent
Interdependent
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Safety record 2005- 2006
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(No Transcript)
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Safety record 2005 - 2008
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Conclusies

• Elke Business en Function binnen Shell heeft een
  HSSE-MS, risico management is het hart van het
  systeem.
• HSSE-MS is slechts een deel van het verhaal,
  aandacht voor mensen en cultuur is essentieel.
• In Shell zijn er pockets of excellence, zonder de
  inzet van contractors geen goede prestatie
• Actief denken over veiligheid van een project
  begint voor de tender
• whats in it for me helpt op alle niveaus
• Het leren van fouten begint met een open cultuur
• Leiders maken het verschil