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Worksite Hazard Management

Royal Dutch Shell. Worksite Hazard Management. Partnering in our relentless pursuit of Goal Zero. UA Onshore. Why Do You STOP WORK OR PAUSE?. PAUSE Means That You’re Using Your Brain. 2. Stop work / Pause. Shell’s Leaders Commitment to you

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Worksite Hazard Management

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  1. Royal Dutch Shell Worksite Hazard Management Partnering in our relentless pursuit of Goal Zero. UA Onshore

  2. Why Do You STOP WORK OR PAUSE? • PAUSE Means That You’re Using Your Brain. 2

  3. Stop work / Pause • Shell’s Leaders Commitment to you • If you stop the job for a safety reason – we will back you up • If You have a safety concern – We will listen and address it promptly • We will support the supervisors and crews in Taking Time for Safety • Shell Leaders Expectations from You • If it is not safe STOP THE JOB we will back you up. • If you see a hazard speak up • If you do not understand the job or are not sure speak up • WE EXPECT YOU TO TAKE TIME FOR SAFETY

  4. Take the time ..\..\..\..\..\..\..\Desktop\EN_825565Wells.wmv

  5. Case For Action • People getting injured at an unacceptable frequency. Something more significant is adding up. • Incident Investigation “learnings” continue to be “lack of hazard identification” & “didn’t take the time to identify hazards or Pause for Hazard Identification”. • “Realizing Goal Zero with a Caring Collaborative, Relentless and Skilled focus on Exposure Reduction. Efforts underway to achieve Goal Zero are supported throughout the line with a culture of intervention and personal responsibility for HSE performance.” Onshore Leadership

  6. WHM – Pause Benefits • Pauses Already Exist – nothing new, however, Pause has become complacent, habitual, and less significant • Simple – Use of the Hazard Categories • No new paperwork • Can Be: • Scheduled / Planned • Spontaneous • Enables other Existing Controls / Expectations

  7. PAUSE PROCESS Pause when: • Identifying a job • Planning a job • Getting Safe Work Permit • Starting a job

  8. PAUSE PROCESS • Pause when: • Something changes • After every coffee or lunch break • At natural breaks in the work

  9. Pause discussion • Involve everybody • Look for what has changed • Discuss what each person sees • Listen to each other • Decide how to control the hazards you find

  10. Next Steps • Chronic Unease for Leaders

  11. Chronic Unease is a pre-occupation with failure … From: “We haven’t had an incident, we are doing so well.” To: “We haven’t had an incident, what are we overlooking and what else do we need to do?”

  12. Be mindful of risks (chronic unease) - actions • Know the main hazards in an operation – if you don't - ask • Engage with those doing the work – “what could go wrong, and what controls are in place to prevent it?” • Welcome bad news – “what do you not want to tell me” - and react appropriately • Watch traffic light reporting – challenge the greens and support the reds • Be on the lookout for weak signals that people are concerned with the current situation. Tune into the rhetorical question, the quizzical look from faces, the vague statement(s), or unsure answers.

  13. WORKSITE HAZARD MANAGEMENT TOOLS 2010

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