Shell Wells Personal and Process Safety Roadmap 2015 - 2017 (1)

WELLS

PERSONAL AND PROCESS SAFETY

ROADMAP 2015 - 2017

CONTENTS

Foreword 4

Introduction 6

Our Progress in Safety 8

The Way Forward 11

Safety Roadmap 2015 - 2017 12

Dropped Object Prevention 14

Barrier Ownership 16

Emergency Response 17

Contractor Safety Management 18

Actions 2015 20

Leadership Commitment 22

FOREWORD

Colleagues,

In 2014 we completed around 100 million man hours of work at our well locations and continued to make progress in keeping the people that we are responsible for out of harms’ way; maintaining the trend of last five years with a further reduction in our Total Recordable Case Frequency.We also made progress on process safety through delivery of our improvement program although we did see an increase in Barrier Event

Frequency at a global level. All of our achievements in this area are a result of your hard work and safety leadership and for that I would like to thank everybody involved.

This ‘Wells Process and Personal Safety Roadmap 2015 - 2017’ has taken stock of what we have achieved and our underlying performance resulting in a more focused improvement effort, with four key focus areas: Dropped Object Prevention; Barrier Ownership; Emergency Response and Contractor Safety Management.

On personal safety, despite our efforts to prevent dropped objects, we are still not where we need to be. We incur one dropped object every day in our operations and in June one of our contractors was fatally injured as result of a dropped object. In 2015 we will focus on the rigorous implementation of controls for lifting and hoisting activities, especially crane and tubular running operations. On process safety, we still have to ‘finish what we started’ on our emergency response capabilities. This is about having consistent, comprehensive and tested source control plans that are aligned with the countries we work in. Building on our ‘Think Process Safety’ campaign, the next step in developing a process safety culture is about ensuring staff in safety critical roles understand, own and maintain safety critical barriers. Finally, in delivering our business, we rely a lot on contractors, and as such, we will focus on assuring our contractors are meeting their contractual requirements and the requirements of their own management systems and safety programs. I would encourage all of you to reflect on your role as a safety leader and to work with your teams in improving our safety performance in the areas discussed. With a focus on effective implementation on these four themes we will accelerate our progress towards Goal Zero.

Best Regards

Peter Sharpe

INTRODUCTION

The above triangle explains the way we manage safety in Wells:

■

■The Wells HSSE & SP Manual, released in December 2014, sets the foundation

requirements to manage HSSE & SP risk areas in our wells activities. The Wells HSSE & SP Manual describes how Wells will comply with the requirements of the Shell Group HSSE & SP Control Framework.

■

■The Wells Personal & Process Safety Roadmap 2015 - 2017 (this document), describes

the global priority improvement themes to drive more effective implementation in achieving world class safety performance.

■

■Acknowledging that there could be differences in the areas we operate, specific

targeted assistance through Focused Interventions will be developed to respond to specific risk areas.

The Wells Personal and Process Safety Roadmap 2015 - 2017 comprises four strategic themes. These strategic themes and supporting actions have been informed by an analysis of our underlying personal and process safety performance, and addresses the areas of highest risk to Wells. There is focus on fewer priority improvements to enable more effective implementation. It is expected that these efforts will span several years, and the roadmap is reviewed annually to assess the progress being made and to adjust to changes where required.

The actions in 2015 based on this Roadmap represents the safety agenda of the Wells Business Improvement Plan 2015 and the Joint Improvement Plans 2015 that are signed with key contractors.

Figure 1: Managing Safety in Wells

Targeted assistance in specific risk areas

Priority Improvements

to drive effective implementation

Foundation Requirements + Life Saving Rules

Focused Interventions

Personal and Process Safety Roadmap 2015 - 2017

Wells HSSE & SP Manual (Group HSSE & SP Control Framework)

OUR PROGRESS

Over the past 5 years, significant effort has been dedicated to building a culture of compliance and intervention around personal safety.

■

■Total Recordable Case Frequency (TRCF) has substantially

reduced over the last decade, despite a significant growth in our wells activities. As depicted in the chart above, between 2006 to 2014, the Wells TRCF declined from almost 6.0 to 2.2, aligning our TRCF performance closer to the Group.

■

■Hand and Finger injuries make up approximately 50%

of our Lost Time and Recordable Incidents. Although not completely eliminated, the injury trend has improved from wearing mandatory impact resistant gloves and adoption of Hands-Free working practices (ABC Guide to Hands Free Working) on our sites.

■

■On Temporary Pipework, we have made progress in

the implementation of the Temporary Pipework Manual, especially in the use of safety restraints on our pipework, elimination of 2” Fig 602 and 1002 unions from our operations and use of P&ID diagrams for walking the lines.

■

■On Dropped Object Prevention, risk to people has been

reduced through the progress made in implementation and enforcement of Red Zones & No-Go Zones. However, there remains concern with regards to trends in our Dropped Object Incident Frequency (DOIF). Despite the focus over the last five years, we still encounter a dropped object incident almost daily in our operations.

■

■ Tragically, in 2014, one of these dropped objects led

to a fatality. Learning from this incident include the need to address shortcomings in our lifting and hoisting capabilities and in the effective management of our contractors and subcontractors. Gaps in Contractor management has also featured as a common finding in recent LOD2 & LOD3 audits.

■

■ Over the last two years the frequency of dropped objects

has slowly reduced. However, the frequency of High Potential Dropped Object Incidents (RAM 4+ severity potential) has increased significantly compared to 2013. In 2014, we have experienced more than 200 dropped object incidents, of which 90 incidents were high potential and could have resulted in a fatality. (Statistics correct up to end Oct 2014)

■

■ A detailed review of data by hazard type revealed that

incidents related to Dynamic Dropped Objects represent over 75% of our high potential dropped object incidents. Examples: top drive hitting the rig floor, a stand of drill pipe falling across the derrick and hitting and breaking a light resulting in the light falling to the rig floor, lifting and hoisting activities and tubular running operations. As such, a focused improvement effort is required to address this to complement the progress made on preventing static dropped objects. TR C F / FA R RDS FAR 6 5 4 3 2 1 0 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14

TRCF per million working hours

WELLS FAR FAR per 100 million working hours

RDS TRCF WELLS TRCF

N

umber of Dropped Object incidents (Wells-SOV)

Frequently numbers/min hrs YE extrapolated RAM4+ RAM1-3 Total Frequency RAM4+ Frequency

YTD end Oct

400 350 300 250 200 150 100 50 0 16 14 12 10 8 6 4 2 0 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘14

Figure 3: Number of Dropped Object Incidents and Frequency

N

umber of Dropped Object incidents (Wells-SOV) _{Frequently numbers/min hrs}

YE extrapolated RAM4+ RAM1-3 Total Frequency RAM4+ Frequency

YTD end Oct 400 350 300 250 200 150 100 50 0 16 14 12 10 8 6 4 2 0 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘14

PROCESS SAFETY

Wells process safety is about keeping the hydrocarbons in the pipe, the well or the reservoir. Since 2010, we have undertaken a number of significant process safety improvements, as depicted in the bowtie (Figure 4) and we can take stock of some of these improvements.

■

■On People, we have strengthened staff competency

through the implementation of the Round II Diploma for our more experienced staff. Additionally, we developed and rolled out Advanced Well Control programs. We have now assessed the competency of our Technical Authorities (TAs), HSSE Leaders and Front Line Barrier Managers (FLBMs).

■

■On Standards, we have released a number of safety

critical manuals (Pressure Control, Casing & Tubing Design, Cementing and Management-of-Change (MoC) and PSBR11 for Deepwater Well Design among others.

■

■On Equipment, subsea BOP reliability has increased.

We have taken delivery of Shell owned capping stacks, and the industry through Subsea Wells Response Project (SWRP) has also completed delivery of capping stacks.

■

■The use of eWCAT (Electronic Well Control Assurance

Tool) has allowed us to gain transparency on compliance levels to company standards for people, equipment certification and performance and barrier verification. Similarly, eWIMS (Electronic Well Integrity Management Systems) has provided transparency on our wells compliance to preventive and corrective maintenance schedules.

With much of the improvements on the left side of the bowtie now completed or well underway, the focus is now shifting to address:

■

■Maturing the ‘recovery’ barriers on the right-hand side

of the bowtie, to ensure that these too are effective and auditable.

■

■Building a process safety culture where individuals in

the front line know, and maintain safety critical barriers, which we call ‘Barrier Ownership’. ‘Think Process Safety’, launched in 2013, is the first step to help staff and contractors gain an awareness of the ten critical areas that will most directly influence wells process safety. This also involves influencing the industry through OGP, COS, IADC and others.

■

■Our Barrier Event Frequency (BEF) has trended upwards

over the past two years (Figure 5). More than 60 percent of Barrier Events related to Completions and Well Intervention (CWI) activities. Where efforts to create awareness with Think Process Safety had previously prioritised drilling operations (WE), it is imperative that the same awareness and expectations are stepped up on Completions and Wells Interventions (CWI) activities.

INCIDENT Technical and HSE Standards & Procedures Equipment testing, certification Competent Staff Contractor Requirements Right Safety Case Two Barrier Policy

Blowout Contingency Plan Oil Spill Response Plan Cap and Contain Equipment Relief Well Plan Technical Expertise Emergency Response Team KEEP WITHIN CONTROL LIMITS REDUCE LIKELIHOOD CONTROL

& BARRIERS RESPONSE & RECOVERY

MITIGATE CONSEQUENCES PLAN FOR RECOVERY - RE-INSTATE 30 20 27 17 28 37 1,0 1,6 0 0,2 0,4 0,6 0,8 1 1,2 1,4 1,6 1,8 0 10 20 30 40 50 60 70 80 90 BECWI BEDrilling BEF 36% increase on Barrier Event count over 2013

Number of Barrier events Barrier Event Frequency (Number of BE per Million Exposure Hours)

The Way

FORWARD

GOAL ZERO - Incident Free Workplace

This means that there should not be any fatalities, serious injuries or significant process safety incidents in the places where we work.

OUR SAFETY ROADMAP

In order to achieve this vision, a Safety Roadmap 2015 - 2017 has been developed comprising of four strategic themes:

THEME CASE FOR ACTION GOALS FOR 2015 - 2017

DROPPED

OBJECT

PREVENTION

Over the period 2013 - 2014, there has been a significant increase in Actual and High-Potential Near Miss Dropped Object Incidents Frequency, despite joint efforts with contractors

Zero fatalities and recordable cases as a result of dropped objects and a reducing trend in RAM4+ potential dropped objects incident frequency.

BARRIER

OWNERSHIP

Continue to build awareness on process safety culture. Barrier Event Frequency (BEF) has trended upwards over the past two years, with more than 60 percent of Barrier Events related to Completions and Well Intervention (CWI) activities.

Industry leading process safety performance through effective utilization of bowties and

implementation of barrier ownership

EMERGENCY

RESPONSE

When incidents do occur, we must be able to substantially mitigate the consequences. This requires recovery barriers to be well-defined, tested and verified as effective.

Consistent, comprehensive and tested Source Control Plans with visibility of shared resources within Wells and aligned with Country Emergency Response Plans

CONTRACTOR

SAFETY

MANAGEMENT

Jointly put in place sufficient controls for managing the risks in our activities. Learning from recent incidents reveal shortcomings in the effective management of our contractors and subcontractors

Contractors deliver improved HSSE performance (incl. Process Safety) by taking ownership of effective management of HSSE risks.

SAFETY ROADMAP

2015 - 2017

DROPPED OBJECT PREVENTION

Over the period 2013 - 2014, there has been a significant increase in Actual and High-Potential Near Miss Dropped Object Incidents Frequency, despite joint efforts with contractors.

BARRIER OWNERSHIP

Continue to build awareness on process safety culture. Barrier Event Frequency (BEF) has trended upwards over the past two years, with more than 60 percent of Barrier Events related to Completions and Well Intervention (CWI) activities.

EMERGENCY RESPONSE

When incidents do occur, we must be able to substantially mitigate the consequences. This requires recovery barriers to be well-defined, tested and verified as effective.

CONTRACTOR SAFETY MANAGEMENT Jointly put in place sufficient controls for managing the risks in our activities. Learning from recent incidents reveal shortcomings in the effective management of our contractors and subcontractors.

2013

2014

Develop & Implement LOB specific Dropped Object Prevention action plans

Contractors develop own Dropped Object Prevention standards through JSIPs

Focus on static controls through LOD1/2

UA/DW - Develop Wells Emergency Response Master Plan & Response Plans Checklist for

Gap Assessments against PCM

Develop and implement JSIPs with key contractors, joint safety days and Life Saving Rules Refresh

Develop and deploy pilots to Operationalise HSE Case barriers on bowties

Embed 10 TPS ‘Think Process Safety’

2015

2016

2017

Sustain gains on Static Dropped Object Prevention Controls & Red Zone Management

Sustain gains with ‘Think Process Safety’

UI/DW – Continue to build DW Source Control Capability

Improve verification of contractors Dropped Object Prevention Management systems

Drive Contractor Self Verification

Operationalise Bowties through Training & Verification Improve Knowledge of Dynamic Dropped Objects Controls

Strengthening Contract Holder Capability Develop Master Bowties (WE & CWI)

Sustain Gains

on Static

Dropped

Objects

Controls

Improve

Knowledge

on Dynamic

Dropped

Objects (L&H)

Improve

Verification of

Contractors

Management

Systems

DROPPED OBJECT

Prevention

Develop Lifting & Hoisting

Basics Training Train Contract Holders & FLBMs

Include as part of on boarding for new CHs and include as part of FLBM HSSE Assessment

Revise Dropped Object

Prevention Manual Rollout & Embed revised Dropped Object Prevention Manual Sustain Gains with Static Dropped Objects Prevention controls and Red Zones / No-Go Zones

Develop and communicate

ASME network Conduct reviews with at-risk contractors, with help of SMEs

Contractors conduct self assessments against own Dropped Object Prevention and Lifting & Hoisting controls

Joint audits at LOD1 & LOD2 on Dropped Object Prevention Plans – static and dynamic. Where gaps exist, implement gap closure plans

CASE FOR ACTION

A fatality occurred in our operations in 2014. Learning from this incident include the need to address shortcomings in our lifting and hoisting capabilities (part of dynamic dropped object prevention). Dropped Objects remain the highest potential risk area for personal safety in Wells. Over the period 2013 - 2014, there has been a significant increase in Actual and High-Potential Near Miss Dropped Object Incidents Frequency, despite joint efforts with contractors. GOAL

Zero fatalities and recordable cases as a result of dropped objects and a reducing trend in RAM4+ potential dropped objects incident frequency.

FOCUS AREAS

Based on incident causal analysis and in consultation with wells operations teams, the following actions are expected to help lay the foundations to achieve our goal.

■

■ Sustain the gains with effective on-site implementation of

Static controls and Red Zone/No-Go Zone Management. Effective Red Zone Management is key as it ensures that people are not ‘in the line of fire’ when an object falls.

■

■ Improve controls related to Dynamic Dropped Objects:

Lifting and Hoisting, Transporting Objects with Cranes & Trucks, Pipe & Casing running and Derrick Travelling Equipment.

■

■ Improve adherence by Contractors to structurally and

effectively embed DROPS and Lifting and Hoisting controls in their management system and organization capabilities.

Sustain gains

with ‘Think

Process Safety’

Develop

Master

Bowties

Operationalise

Bowties

through

Training and

Verification

BARRIER

Ownership

2015

2016

2017

Develop 1x Integrated Master Bowtie (Rig WE) and tools & training pack

Develop 1x Integrated Master Bowtie (Rig-less CWI) and tools & training pack

Compile Best Practices in Toolkit for introducing ‘Think Process Safety’ to all staff (WE & CWI)

Attend Risk Assessment Master-classes & HEMP100 for Target Audiences

‘Think Process Safety’ Refresh

Train Ops Team & contractors (WE) on use Bowties and safety Cases

Conduct LOD1/2 assurance activities to confirm validity of barriers

CASE FOR ACTION

Over the period 2013 - 2014, there has been an increasing trend in Barrier Event Frequency, with more than 60% of these incidents related to our Completion and Well Intervention (CWI) activities. Where in previous years, process safety awareness efforts primarily focused on drilling activities (WE), a step up is required on the CWI activities.

‘Think Process Safety’ has been used successfully to communicate simple and consistent messages to leaders and front line teams. The next step to building a process safety culture is by making it personal, that is for people in safety critical roles to understand and take ownership of their safety critical activities.

GOAL

Industry leading process safety performance through effective utilisation of bowties and implementation of barrier ownership

FOCUS AREAS ■

■ To sustain the gains made with ‘Think Process Safety’,

communication tool kits will be enhanced.

■

■ Wells Master Bowties will be developed for well control

(initially for 2 cases: drilling with deep-water MODU, and rig-less CWI). The ongoing pilots to operationalise barriers on the bowtie will rollover to the Wells Master Bowties once available.

■

■ Teams will be provided with training on how to use the

bowties and contractors are expected to establish their own internal self-assessment and assurance processes to demonstrate that barriers are implemented and effective.

Build DW

Source Control

Capability

Well Control

Contingency

Plans

Incident Command System

Planning Logistics Source Control

Wells Vessels

Cap &

Shut-in Cap & Flow Well Control Contingency Plans

EMERGENCY

Response

Use Industry DW Master Plan as template to develop UI DW Wells ‘Cap & Shut-in’ and ‘Cap & Flow’ Plans. Link to Country ER Plans.

Develop training for relevant staff on ER Master Plans Deploy training

All LOBs to ensure that a Well Control Contingency Plan in

place and effective. Link to country ER plans Capability Verification through LOD2 & LOD3 assurance activities Develop Source Control Capabilities Assessment Tool Capability Verification through LOD2 & LOD3 _{assurance activities}

CASE FOR ACTION

Increasingly complex wells are being drilled, completed and worked over. Over the period 2013 - 2014, there has been an increasing trend in Barrier Event Frequency. Much improvement has been realised in the barriers for keeping hazards within control. But when incidents do occur, we must be are able

to substantially mitigate the consequences. This requires recovery barriers to be well-defined, tested and verified as effective.

With the adoption of the Incident Command System (ICS) for emergency response by the Shell Group, there is a need to integrate existing plans in Wells with the Center of Expertise for Emergency Response (CEER) and Oil Spill Expertise Center (OSEC).

GOAL

Consistent, comprehensive and tested Source Control Plans with visibility of shared resources within Wells and aligned with Country Emergency Response Plans.

FOCUS AREAS ■

■For Deepwater Operations, define Source Control Master

Plans which comprise of the following elements. Ensure staff are trained and verify capabilities:

■

■Cap & Shut-in Plans ■

■Cap & Flow Plans ■

■Well Control Contingency Plans, as defined in the

Pressure Control Manual

■

■For all Wells Operations, define Well Control Contingency

Plans and ensure that this is linked to Country Emergency Response Plans. Verify capabilities.

2015

2016

2017

Strengthen

Contract

Holder

Capability

Drive

Contractor Self

Verification

CONTRACTOR

Safety Management

Conduct gap analysis of Contractor Management Plans vs Wells HSSE&SP Manual (Control Framework) & CMCP Develop and roll out a Contract Holder/Contract Owner on-boarding pack and/or refresher training program with the aim to define minimum expectations Agree contracts to be

managed by dedicated CHs

Develop & implement plans to close the gaps

Drive contractors to develop and implement their own self-assessment and assurance activities, to complement Shell Wells Assurance process. Demonstrate to Shell.

Conduct joint audits and assessments at LOD1 and LOD2 to verify systems in place

CASE FOR ACTION

We rely on our contractors for the safe delivery of our wells. The right balance needs to be consciously struck between Shell and our contractors to ensure that we have jointly put in place sufficient controls for managing the risks in our activities. Learning from recent incidents reveal shortcomings in the effective management of our contractors and subcontractors. Gaps in Contractor management has also featured as a common finding in recent Line of Defense 2 (LOD2) and Line of Defense 3 (LOD3) audits.

Contract Holders and FLBMs need to be made aware of basic requirements for Contractor Safety Management as defined in the Wells HSSE & SP Manual. This is the primary means of control that should be exerted. We should expect our contractors to take more ownership be held accountable for safe delivery.

GOAL

Contractors deliver improved HSSE performance (incl. Process Safety) by taking ownership of effective management of HSSE risks.

FOCUS AREAS ■

■ Contract Owners and/or Contract Holders (CO/CH)

are responsible for managing contract performance. Strengthening Contract Holder capabilities through dedicated Contract Holders for priority contracts and provision of specific training on minimum requirements will help drive better safety and business performance.

■

■ Ensure that Contractors adhere to their own procedures,

by supporting contractors in developing and implementing their own self-assessment and assurance activities. The effectiveness of such system will be verified via joint audits and assessment.

ACTIONS 2015

No Description Who By When

DO1 ■

■ Develop training pack for Contract Holders and FLBMs to explain minimum

requirements for lifting & hoisting, as defined in Wells HSSE & SP Manual. Ensure that lifting and hoisting roles and responsibilities are defined for Wells staff, including contractor staff.

VP HSE Q2 2015

■

■ Rollout lifting & hoisting training pack to help Contract Holders & FLBMs

understand the minimum Wells HSSE & SP Manual requirements VP LOB 50% YE 2015

DO2 ■

■ Update Dropped Object Prevention Manual and training materials to include

dynamic dropped object prevention controls. Prepare rollout materials. VP HSE Q3 2015

■

■ Rollout and ensure that dynamic controls in revised manual is implemented in

Dropped Object Prevention plans in all LOBs. VP LOB onwardQ4 2015

DO3 ■

■ In conjunction with Lifting and Hoisting Centre of Excellence, develop & publish

Wells Lifting & Hoisting Subject Matter Expert (SME) network VP HSE Q2 2015

■

■ Contract Holders, with support from Lifting and Hoisting SME, to conduct

reviews with ‘at risk’ contractors against minimum requirements for lifting & hoisting (“At risk” defined by FIM 2014YTD total and RAM4+ potential recorded incidents).

VP LOB 50% YE ₂₀₁₅

BARRIER OWNERSHIP

No Description Who By When

BO1

■

■ Enhance tool kit for sharing ‘Think Process Safety’ best practices, including an

induction pack for all Wells staff (WE & CWI) VP HSE Q2 2015

■

■ Use toolkit in developing plans to increase process safety awareness for CWI

activities. Assess effectiveness through Line of Defense 1 (LOD1) and Line of Defense 2 (LOD2) assurance activities.

VP LOB _onwardQ2 2015

BO2

■

■ Develop Well Control Master Bowtie for drilling (DP MODU), and for well

intervention (rig less) activities, including the support tools to operationalise the bowties.  

VP HSE & VP

Discipline Q3 2015

■

■ Communications & awareness training of Contract Holders, Operations teams

(WE and CWI) and contractors on bowties and barrier ownership. VP LOB onwardQ4 2015

BO3

Update Wells training curriculum to include Process Safety subject knowledge:

VP HSE, VP Discipline & VP LOB 25% YE2015 25% YE2015 ■

■ Develop and deploy Risk Assessment Master-class to TA1/TA2/TA3s ■

■ Deploy HEMP100 training for Wells HSSE Critical Leaders & FLBMs ■

EMERGENCY RESPONSE CAPABILITY

No Description Who By When

ER1 Use Industry DW Master Plan as template to develop UI DW Wells ‘Cap & Shut-in’ and ‘Cap & Flow’ Plans. Ensure plans are linked to Country Emergency Response

Plans and Incident Command System Structures. VP LOB Q4 2015

ER2 ■

■Develop virtual emergency response team. PTE Well

Control Q3 2015

■

■Develop training for staff on Emergency Response Master Plans DW PS

Manager Q4 2015

ER3 Develop Source Control Plans Gap Assessment Tool DW PS _Manager Q4 2015

ER4 Verify that Well Control Contingency Plans for all offshore and onshore wells are _{formally approved and effectively communicated to relevant staff.} VP LOB Q4 2015

CONTRACTOR SAFETY MANAGEMENT

No Description Who By When

CM1 _{Transition priority list to recommended levels of contract holder-ship.}Determine list of priority contracts to be managed by dedicated Contract Holders. VP LOB & _{VP CP} Q2 2015

CM2

■

■Establish Contract Holder/Contract Owner on-boarding pack and refresher

training, which defines minimum requirements for Contractor Safety Management as defined in Wells HSSE & SP Manual, as well as Group Contract Management Process.

VP CP &

VP HSE Q2 2015

■

■Rollout on-boarding pack and refreshed training to Contract Holders/Contract

Owners, starting with priority contract list. Conduct gap analysis of Contractor HSSE Plans vs Wells HSSE&SP Manual

VP LOB Q3 2015 onward 25% YE2015

CM3 Coordinated effort to drive contractors to develop and implement their own self-assessment and assurance for high risk activities. Demonstrate to Shell that contractors are following their own procedures.

VP LOB &

LEADERSHIP

Commitment

“We will achieve our goals if each of us as safety leaders takes a personal responsibility for safety and communicating the right expectations to our teams”

EVP WELLS Peter Sharpe VP WELLS DEEPWATER Jeff Wahleithner VP WELLS UNCONVENTIONAL Cindy Taff

VP WELLS INTEGRATED GAS

Davie Stewart VP WELLS OPERATED Martin Vos VP WELLS HSE Ivan Tan VP WELLS NON-OPERATED VENTURES Johan Surewaard

VP WELLS ARCTIC & REGULATORY AFFAIRS

Don Jacobsen

VP WELLS TECHNOLOGY DEPLOYMENT

Jonathan Crane

VP WELLS DISCIPLINE

Sjoerd Brouwer

VP WELLS PERFORMANCE & BUSINESS PLANNING Christian George VP CP WELLS Toby Menard VP HR PT WELLS Jane Farquharson GLOBAL SKILLPOOL MANAGER WELLS Jason Peart ASSOCIATE GENERAL COUNSEL P&T Jim Hine VP FINANCE PT WELLS VP FRONTIER EXPLORATION WELLS

List of Definitions

Static Dropped Object - a solid object, initially at rest, that falls from its original position under its own weight.

Dynamic Dropped Object - a solid object that breaks free from its fastenings due to the applied force from the impact of some other equipment or a moving object.

Line of Defense 1 (LOD1) – site specific assessments to ensure that processes and procedures are in place and effective. Conducted by the teams on site.

Line of Defense 2 (LOD2) – Assurance within the Line-of-Business that a risk-based control framework is in place and effective. Conducted by the Line-of-Business, and in some cases with support from Subject Matter Experts.

Line of Defense 3 (LOD3) – Independent assurance to demonstrate effectiveness of controls.

2015 Edition

This document is classified as Restricted. Access is allowed to Shell personnel, designated Associate Companies and Contractors working on Shell projects who have signed a confidentiality agreement with a Shell Group Company. ‘Shell Personnel’ includes all staff with a personal contract with a Shell Group Company. Issuance of this document is restricted to staff employed by a Shell Group Company. Neither the whole nor any part of this document may be disclosed to Non-Shell Personnel without the prior written consent of the copyright owners.

Copyright Shell Global Solutions International, B.V. 2014.