July 29, 2 29, 2014 014 Shell Appalachia Wellsboro Campus - - PowerPoint PPT Presentation

1 January 2012 CONFIDENTIAL

Appalachia ia Proje jects T Team Core C Contractor HS HSSE M Meetin ing July 29, 2 29, 2014 014

Shell Appalachia Wellsboro Campus

2 CONFIDENTIAL

AGENDA

Breakfast Introductio ions a and Recognit ition ion – Craig ig a and Ronald Shell Appalachia ia 20 2014 14 Charit ity Golf Tournament results “Goalie of the Month” presentation – Lori i and Martin ina HSSE incidents, “Goal Zero” report and the Q2 Contractor Perceptio ion Survey results – Josh Prit itchard Constructio ion S Sit ite Safety Standardiz izatio ion – Pat and Craig ig Break Success i is in in the Basic ics - Lif ife Savin ing Rules, , BBS, , Short-Servic ice employees, , www.u .uacontractor.c .com external websit ite “Bonded Routes” website and Road Transportation Safety – Cory Kodis ish and Matt Burdic ick Q&A and wrap up - Craig ig

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Appalachia ia Safety C Council il Charit ity G Golf Tournament

Partners in in Progress/Hig Highland Chocolates - Established in 1997, Partners In Progress, Inc. is committed to people with disabilities to develop and implement vocational, residential and social activities to improve the quality of life for all within our communities. Hig Highland Chocolates is owned and operated by Partners In Progress and currently employs 5 Staff Members and 20 individuals with disabilities.

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Shell Appalachia and our contractors raised a total of $50K, after expenses!

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Arnold Yon – Crossfire Brent Mason – Crossfire Benny Byeley – Crossfire Justin Parnell – Crossfire Josh Rush – Crossfire Jeff McCoy – Crossfire

Dan Kohlman – JL Watts Troy Christensen – JL Watts Rich Pequignot – Pequignot Logging

Nominees

CONFIDENTIAL

Rich used his stop work authority to tell Bob Burkett and Josh VanDergrift of Shell about a potentially hazardous road condition. The intersection would have posed a rollover risk for his chip trailer.

Rich Pequignot

Pequignot Logging

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AUDIT FINDINGS

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8/12/2014

Audit it Fin indin ing Your Actio ions Back-Up Alarm Not Workin ing on Earth Movin ing Equip ipment Review the Guidance Letter and Follow Expectations Meet and Greet not establis ished a safe dis istance from the work area. . Impacted by nois ise. Ensure that the meet and greet area is outside a hazardous noise area for the location. Fir irst Aid id Kit its wit ith out o

• f complia

iant it items. Establish an audit procedure to ensure that FA Kits are being checked weekly. This is i is t to b be presented to your Contractor Ho Holder prio ior t to A August 20 20th

th.

GOAL ZERO REPORT

CONFIDENTIAL

GOAL ZERO - NO HARM… NO LEAKS. APP PROJECTS 7-28-14

Total Incidents 2014 2014 Days Since Last E Event

LWC 522 522 RWC 629 629 MTC 1295 1295 FAC 292 292 LOPC 1 69 69 NM NM 1 118 118 PLD 3 53 53 MVI VI 563 563 RTE 301 301 NTC 686 686 UAC 474 474 LSR 227 227

*Data collected from FIM - 01/01/14 through 06/30/14 on 7/1/14

TRCF = 0 LTI = 0

CONFIDENTIAL Unconventional Americas 10 March 2013

Since April 1 through July 27, 2014 Drills – 7 PLD – 3 NM – 1 LOPC – 1 NWR - 1

INCIDENT REVIEW

CONFIDENTIAL Unconventional Americas 11 March 2013

INCIDENT REVIEW

NM - EMPLOYEE SLIPS ON ENV. MATTING DRILL - MAN DOWN GAS RELEASE DRILL – TABLE TOP FALL FROM HEIGHTS LOPC – HYDRAULIC LINE FAILURE PLD – TELEPHONE LINES CUT DURING EXCAVATION DRILL – MUSTER DRILL – MUSTER

CONFIDENTIAL Unconventional Americas 12 March 2013

DRILL – MUSTER PLD – KEEPER PIN DAMAGED WHILE MOVING SKIDS ON TRAILER DRILL – MUSTER DRILL – TABLE TOP HEAT EXHAUSTION PLD – TRUCK DOOR SCRATCHED NWR – CONTRACTOR FELT ILL

INCIDENT REVIEW

CONFIDENTIAL Unconventional Americas 13 March 2013

An excavator was being fueled and serviced by a worker. The worker completed the service, secured the service truck, and walked to another task

• leaving the service vehicle parked beside the excavator. The excavator
• perator re-entered their machine and proceeded to swing the boom to the

left causing the counter weight to contact the headache rack on the parked service truck.

LFI REVIEW

CONFIDENTIAL Unconventional Americas 14 March 2013

LFI REVIEW

CONFIDENTIAL Unconventional Americas 15 March 2013

While attempting to load two pipe racks simultaneously

• nto the low boy trailer, the forklift operator

inadvertently overshot the pin due to minimal height of the bed pin. The spotter was not positioned in a location to see the pin. As a result, one of the pipe racks, weighing approximately 1500lbs fell 3 ft. to the ground. The job was stopped. Due to the stringent exclusionary zones during this type of job task, no one was in the adjacent area.

LFI REVIEW

CONFIDENTIAL Unconventional Americas 16 March 2013

LFI REVIEW

• A contract worker was fatally injured after being struck by a skid

mounted load during truck loading operations at a Groundbirch well site.

• The worker was struck by the load while involved in the loading
• peration.
• The Emergency Response system was activated, Medivac Air

Ambulance was dispatched, but despite receiving medical attention, the worker could not be revived.

PERCEPTION SURVEY REVIEW

CONFIDENTIAL Unconventional Americas 18 March 2013

What is perception?

• Perception is reality
• There are things known and there are things

unknown, and in between are the doors of perception. Aldous Huxley

CONFIDENTIAL

QUESTION REVIEW FROM MANAGEMENT

• 1. My feedback to the craft on incidents and trends that occur on the project is

being shared and received effectively. Favorable Responses

• 2. Goal Zero is achievable. Favorable Responses
• 3. As management, I visibly and actively drive safety from the top down to the
• field. Favorable Responses
• 4. My company’s management is familiar with the safety requirements

contained in the Shell HSSE management procedures. Favorable Responses

• 5. We manage our sub-contractors like we manage our people. Favorable

Responses

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• 6. As leadership in my company, I support my crews in their decisions

related to safety. Favorable Responses

• 7. I find value in our weekly safety meetings. Favorable Responses
• 8. Schedule sometimes takes priority over safety on projects.

Mostly favorable responses with one form as agree.

• 9. I see a continuous improvement in my company’s safety program.

Favorable Responses

• 10. My company provides the needed training to safely perform the job.

Favorable Responses

QUESTION REVIEW FROM MANAGEMENT

CONFIDENTIAL Unconventional Americas 21 March 2013

In Summary (Management):

27% reduction in from last survey Management believe Goal Zero is achievable Managers are open to safety decisions of crews Management believes they manage subs as themselves Weekly safety meetings have value to Contract company Schedule over safety has improved compared to previous surveys Management believe they see safety improvements within their company Management believe they provide the needed safety trainings

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QUESTION REVIEW FROM FIELD PERSONNEL

• 1. Goal Zero is achievable. Favorable Responses
• 2. I am committed to achieving zero incidents. Favorable Responses
• 3. Schedule sometimes takes priority over safety on the project.

Favorable Responses

• 4. Our company’s management is visible and actively participates in the safety
• process. Favorable Responses
• 5. My field manager is fair, firm and consistent when applying safety rules in

the field. Mostly favorable responses, one disagree.

• 6. My field manager seeks opportunities to give positive recognition to crew

members when they meet/exceed expectations. Favorable Responses

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• 7. My management supports me in my decision with safety.

Favorable Responses

• 8. I am familiar with the consequences of violating a life saving rule.

Favorable Responses

• 9. In the past 12 months I use more safe behaviors. Favorable Responses
• 10. I believe I can intervene or stop the job without getting in trouble.

Favorable Responses

QUESTION REVIEW FROM FIELD PERSONNEL

CONFIDENTIAL Unconventional Americas 24 March 2013

In Summary (Field Personnel):

42% reduction from last survey Schedule v. Safety improved Field personnel believe Goal Zero is achievable and are committed to working toward it Field personnel appreciate proper enforcement of safety Field personnel believe their management supports their safety decisions Life Saving Rule violation consequences must be known to all One individual strongly disagreed with the ability of Stop Work Authority

CONFIDENTIAL

How can these survey’s improve your business?

CONSTRUCTION SITE STANDARDISATION PROGRAMME

PTP/U – UPDATE

26 September 2013 Restricted

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THE END IN MIND

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GOAL Z ZERO

Sit ites L LOOK the s same

• Site set-up and facilities

based on standard principles

• Consistent branding

in signage and materials

• More visual

project management

• Teams understand how

to access & use standard materials/tools, developed from best practice

• Formalized learning
• n and between projects

Sit ites K KNOW the same

• Everyone feels

proud of their safety performance and connected to a global community

• Everyone feels able to

intervene

Sit ites F FEEL the same Sit ites D DO the s same

• Hazardous Activity and Safe

Practice standards understood and implemented

• Consistent approach to

construction safety management

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ESTABLISHING A SET OF STANDARD GLOBAL SAFETY REQUIREMENTS ACROSS PROJECTS

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CASE FOR ACTION:

• The same, specific activities are

hurting people, repeatedly (TRC’s and HIPO’s)

• Construction sites across projects are

not consistent in the way they look and the way in which key HSE activities are performed

• Project staff are sometimes not

efficient as they re-invent the wheel/re-learn and spend unnecessary time searching for materials on a specific topic

• Contractors are faced with an

inconsistent approach by different Shell project teams OBJECTIVE OF OUR WORK:

• Eliminate harm by embedding a set
• f standard working practices focused
• n high risk and high frequency

incidents

• Achieve consistent branding across

the Projects business by establishing a consistent approach to site safety management

• Reduce waste and streamline

processes by providing a clear HSE activity roadmap supported by a structured repository of standard materials/ aids to deliver the above

• Improve experience transfer and

learning

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THERE ARE TWO ELEMENTS TO THE PROGRAMME

2.

• 2. Safety Roadmap and Sit

ite S Safety Management G Guid idelin ines

• Focused on achieving greater

consistency in the way we manage safety on sites

• Recommended for all projects to

evaluate the Safety Roadmap to assess which activities will enhance the project’s current site safety management approach

1.

• 1. Ha

Hazardous A Activ ivit ity a and Safe Practic ice Standards

• Focused on achieving safer working

practices for everyone

• Complements the Life-Saving Rules and

builds on the HSSE & SP Control Framework

• Mandatory across Mode 1 and 2 Projects

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• 1. HAZARDOUS ACTIVITY & SAFE PRACTICE STANDARDS

A set of MANDATO TORY RY standards, , applic icable to a all Mode I and M Mode I II sit ites

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Hazardous Activity Standards:

• 1. Confined Space Work
• 2. Excavations
• 3. Heavy Equipment and Vehicle

Operations

• 4. Hot Works
• 5. Lifting and Hoisting
• 6. Safe Isolation of Energy
• 7. Scaffolding and other forms of

access

• 8. Simultaneous Operations
• 9. Working at Height

Safe Practice Standards:

• A. Barricades and Open Holes
• B. Housekeeping

C.Line of Fire D.Personal Protective Equipment (PPE)

• E. Routine Life Tasks

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HAZARDOUS ACTIVITY STANDARDS

• 1. Fall arresting systems must consist of a full body harness, personal Dual SRL or two shock absorbing

lanyards, self-locking snap hooks. You must be trained before installing or using any fall protection equipment.

• 2. 100% tie off is required if outside the protected area. Lanyards must be attached to an anchorage

that can hold 5,000 lbs and be approved as a tie-off point. The tie off point must be above the work activity.

• 3. Identify potential hazards for dropped objects and manage dropped objects using tool lanyards.
• 4. Ensure that the area below is barricaded off with red tape and tags with information about the

hazard, duration of the work and person responsible.

• 5. Ensure a fall protection recovery plan is in place prior to working at height.
• Verify that everyone working at height has been trained to use or install fall protection equipment
• Assign a competent person to carry out inspections of fall protection equipment and ladders before

they are used

• Check that scaffolds, mobile work platforms and equipment for lifting people are in line with

Internationally recognized standards

• Do not allow chain or rope ladders to be used unless all other means of accessing the work are not

possible

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Working at Height

EVERYONE LEADERS

• “

”

EXAMPLE

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THE TEAM’S CURRENT FOCUS

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Quic ick Win ins: :

• Developing materials to support Asset implementation
• Engaging with asset teams with updates and the path forward expectations
• Rollout the Hazardous Activity and Safe Practice Standards across the business, visual

and toolbox information

• Meet with support functions to raise awareness to the CSSS implementation process

(CSMP, CP, etc)

Implementatio ion: :

• Using current tools (ISN, Contractor Portal)for engaging our contractors (mode 1 and

2)

• Robust rollout plans from the asset to be included in the 2014 HSSE plans
• Assurance that we have embedded the process effectively across the business
• Apply for derogations if required in Q4

CONFIDENTIAL

SUC UCCES CESS S IS IS IN IN TH THE BAS ASIC ICS

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July 2013

CONFIDENTIAL

SUCCESS IS IN THE BASICS! 12 Life Saving Rules – Craig Short Service Employee (SSE) policy - Pat Behavior Based Safety (BBS) – Lori External Shell Contractor website - Martina

http://us.uacontractor.com/

34 8/12/2014

http://www.drillingcontractor.org/astronaut-over-time-normalization-of-deviance-will-lead-to-lower-standards-27749

“Normalization of Deviance” – Astronaut Mike Mullane talks about prevention of the “predictable surprise”

CONFIDENTIAL

BACKGROUND – THE 12 LIFE SAVING RULES

They are the core element of Shell’s “Goal Zero” standard.

What is “Goal Zero”?? (last slide)

Introduced in 2009, we looked back 8 previous years and

documented 350+ contract and staff fatalities. This ranked very high among major O&G producers for that period of time.

The majority of the fatalities were direct results of disregard for

processes and procedures already in place. Consequence management for disregard was typically weak.

We looked at the leading risks associated with these fatalities

and landed on12 high risk areas, resulting in the “12 Lifesaving Rules”

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BACKGROUND

We’ll stay the course with the existing 12 LSR’s and they will

not change, nor will the consequences for violating them.

Our “goal” is to move even more to a focus on genuine

“caring” about saving lives vs. the emphasis weighted towards the consequences of non-compliance.

Statistics in 2013 show that more than 30 lives have likely

been saved already by compliance with the 12 Lifesaving Rules and 2013 was Shell’s safest year ever!

If you choose to NOT T follow the rules, , you choose to N NOT w T work for Shell.

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CONFIDENTIAL

What is “Goal Zero”?

We measure Goal Zero by the number of “zero” days. We maintain two Goal Zero counters, one for “no harm” and the

• ther for “no leaks”. At the Group level,

a “zero” day is one when there are: (a) no work-related fatal incidents or other significant incidents impacting employees or contractors at Shell Operated Ventures, (b) no work-related significant environmental incidents

WHAT IS A BEHAVIOR BASED SAFETY PROCESS?

Brie ief Presentatio ion o

• n the BBS Process

Lori Zeafla HSSE Technician

CONFIDENTIAL

WHAT IS A BBS PROCESS

• Behavior-based safety is the application of behavioral psychology to promote

safe behavior in the workplace using employee involvement. It involves initially identifying practices (behaviors) critical to reducing the risk of injury. These practices and behaviors are then compiled into a checklist that employees use to collect data on safe and unsafe practices within the organization. Finally, employee teams analyze data gained from observations to develop action plans that promote continuous improvement in safety. One of the b big iggest challenges in in s safety is is gettin ing p people t to d do what t they are s supposed to d do

CONFIDENTIAL

2013-14 YTD Unconventionals Data (US &

CAN)

This month the focal team identified Personal Protective Equipment as

• ur #1 hazard.

January Observation identifying this concern: TASK: UNLOADING MATERIAL AT 8 PLEX FOR TRANSFORMER WHAT: ONE PERSON DIDN’T HAVE GLOVES WHY: THEY WERE WET AND THEY WEREN’T ABLE TO USE SOLUTION: PROVIDED PERSON WITH NEW PAIR OF GLOVES

Suggested Actio ions provid ided by the BBSM Team

WHAT WHO WHEN

Glove use is a cultural issue. Implement PPE campaign across the Projects group. Begin implementing in crew safety meetings. Shell and Contractor Leadership

JANUARY

Conduct leadership tours highlighting PPE use during the month of February. Site OSR and Supervisors

JANUARY

Conduct BBS observations based around PPE for month of February. BBSM STR

JANUARY

Action Items: Chronic Unease – Revisit what chronic unease means and how it applies to our field work.

Actions Taken: Reviewed with contractor leadership in Safety days in Fresh Start in January 2014. Chronic unease will be reviewed with crews again as we begin to ramp back up.

Shell and Contractor Leadership

DECEMBER

Revisit with crews the need to make sure all buffer zones and spotters are in place before proceeding with work.

Actions Taken: Reviewing Spotter training to ensure all spotter signals compare across the board.

BBSM STR, Site OSR and Supervisors

DECEMBER

Complacency of ongoing hazard recognition - conduct hazard ID walk- through surrounding dropped objects

Actions Taken: Implementing a hazard id walk thru prior to starting work on any location that has the possibility of dropped

• bjects,

BBSM STR

DECEMBER

Barriers are “Low Consciousness of Hazards” and “Knowledge or Training”. 2013: Upper

Extremities: 39.38% of

total incidents:

2014: Upper Extremities: 33% of total incidents:

**Need to increase use of PPE and

• bservations

regarding regular PPE use

EXAMPLE OF TRENDING & ACTION PLANS

CONFIDENTIAL

BBSM IN APPALACHIA

Appalachia uses a contractor management style approach to BBSM

• Contractors develop their own BBS Process
• Shell Construction in Appalachia has a BBS Team to review contractor data.
• Mid Quarter the Shell BBS Team with Contractor Representatives meet and review

trending data.

• At the end of each quarter the BBS Team and Contractor Representatives meet and

review trending data and proposed action plans to address identified failures of behaviors.

• Action plans are shared allowing for cross company learning of what is

successful vs what is not.

• At the end of each quarter, contractors review their data and action plans at the

Core Contractor meetings.

• Observations made by Shell employee’s are tracked in the BBSM Data base. The
• bservation card is then given to the contractor in order for the data to be tracked by

the contractor.

• UACONTRACTOR.COM

BONDED ROUTES WEBSITE

42 July 2014

Use this area for cover image (height 6.5cm, width 8cm) Cory Kodish Shell Appalachia

CONFIDENTIAL

WHERE WE WERE…

— Spring of 2011 Shell Appalachia had 11 rigs running in Tioga County.

July 2014 43

Miscommunication, poor

infrastructure and lack of understanding of the local regulations and surroundings lead to heavy damage to roads in the area.

Damaged roads led to

strained relationships with PA DOT and local municipalities.

CONFIDENTIAL

REACTIVE VS. PROACTIVE

— Due to the overwhelming amount

• f traffic and damage, road

crews were on call 24 hr/day.

July 2014 44

 This created a major safety

hazard for construction crews, Shell related activities and most importantly the public.

CONFIDENTIAL

IDENTIFYING THE ISSUES…

1.

Miscommunication!

2.

Lack of understanding of the possible hazards i.e. School zones, congested areas, tight or blind turns as well as poor existing infrastructure.

3.

Lack of a central location for all contractors across the asset to get up to the minute information on road conditions and routes.

45 July 2014

PROACTIVE APPROACH: GET INFO INTO THE HANDS OF THE CONTRACTORS!

CONFIDENTIAL

Options evaluated by Projects Team and a bonded route is determined (Jeremy or Cory’s group) Jon Snyder procures state bonds (where required)

Bonded Route Publication Process & Website Access Maintenance

Pad site proposed / site added to build schedule Bonds are established and route has been approved Shell Logistics to request additions and deletions to the Road User’s Website access via the Rettew HelpDesk

Shell Actions – Projects & Logistics Rettew Actions

Update Shell Bond List document and upload to Road User’s Website Projects Team to communicate new route info to Rettew HelpDesk, cc Shell Logistics Build formal bonded route in standard Rettew format – upload to Road User’s Website Notify Shell Logistics

• nce website update

with new Bonded Route Notify Shell Logistics

• nce website updated

with new Bond Info Update Shell Access List, generate passwords and distribute to applicable website user Provide monthly report to Shell reflecting current access roster for contractors Jon Snyder communicates new bond info to Rettew HelpDesk, cc Shell Logistics

Shell Logistics Rettew HelpDesk

hugh.knight@shell.com tim.mcmahon@shell.com randy.starcher@shell.com greidel@rettew.com

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THE PROACTIVE APPROACH

— Utilizing UACONTRACTOR.COM

July 2014 47

Click here for Appalachia specific info.

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BONDED ROUTES WEBSITE

48 July 2014

For Bonded Routes: click on this link.

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BONDED ROUTES: LOG IN

July 2014 49

 New Contractors must acquire a Username and Password prior to

accessing the Bonded Routes link.

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APPALACHIA ROAD USERS GUIDE

July 2014 50

 Along with the bonded routes, authorization letter, interactive mapping and road

safety material, we are also posting the traffic plans for the various mobilizations going on throughout the asset.

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APPALACHIA ROAD USERS GUIDE

51 July 2014

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APPROVED ROUTES

52 July 2014

One tip: Any snippet of a string of text is searchable.

 On the pages that are tables (Approved Routes, Intersection assessments, Roadway Videos),

the column headers are clickable. They sort that table alphabetically, A-Z. Clicking it again reverses the sort, Z-A.

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INTERACTIVE MAPPING

53 July 2014

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INTERACTIVE MAPPING

July 2014 54

 Provides detailed information on Road Conditions, School Zones,

Posting and Bonding information etc…

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DOMINION CONNECTOR UPDATE

July 2014 55

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TRAFFIC PLANS AND OPS UPDATES

July 2014 56

Provides Completions Updates, General traffic plans, Road Construction updates and Holiday restrictions.

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“SHARE the ROAD”

Matt Burdick – Road Transport Tech

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Wrap it up……………….

Next Core Contractor meetin ing is is A August 28 28

Contractor Presentation volunteer for September is ???? The “E” in HSSE – Environmental controls in construction HSSE Improvement Plan review Near-miss reporting Actions to take back to your team:

Review the CSSS material and implement use Promote the “Goalie of the Month” program Continually reinforce the 12 Life Saving Rules to your team Use the uacontractor.com website

Don’t forget to sign the roster And last of all, be careful exiting the property and entering Route 6!

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