1. Status: Draft Esbjerg HSE Conference Yngve Tvedt Offshore Installation Manager. Project Manager Compliance and Leadership Program EPN Statoil

2. Status: Draft Snøhvit budget overrunStatfjord A shaftMongstad Cat.cracker Conclusion: Our level of precision varies too much Ronny Larsen, VP CHSE Statoil Background

3. Status: Draft Challenge: Our level of precision varies too much The purpose of the Management System is to: Handle risk, increase learning ability and strengthen leadership skills. The purpose of the Compliance and Ledership Program is to: Handle risk, increase learning ability and strengthen leadership skills. SFA gasleak Horton Kollsnes Condensate leak Snøhvit Mongstad cracker Industry lead Ronny Larsen, VP CHSE Statoil

4. Status: Draft 4 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING Planning Execution Evaluation

5. Status: Draft Our management system Our Management System outlines how we manage and improve our business based on a performance- and value- driven culture. Commitment and compliance to our management system is a requirement. Our management system has three main objectives 1.To incorporate our values, and people and leadership principles in everything we do 2.To ensure we comply with formal external and internal requirements 3.To drive business performance through high quality decision making, fast and precise execution, and continuous learning Learning Control Leadership

6. Status: Draft Work processes Day-to-day leadership Performance Interaction COURAGEOUS OPEN HANDS-ON CARING Control + Learning Compliance in practice Leadership

7. Status: Draft Safe and effective operations A- standard pattern of behavior Methods: -Leadership -Training -Guidance Possibilities

8. Status: Draft 8 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING Planning Execution Evaluation

9. Status: Draft 9 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING To identify and understand the risks are the input to control the activity

10. Status: Draft 10 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING Requirements and Method are the company’s collective knowledge

11. Status: Draft 11 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING Team assessment is the individual’s and the team’s knowledge

12. Status: Draft 12 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING To stop and think when small changes occur is critical to avoid losses

13. Status: Draft 13 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING A Learning Organization is looking for improvements by evaluating any activity

14. Status: Draft A- standard for our performances - We create a common understanding of the task - We define the desired outcome and end result - We identify and understand the risks - We find the requirements in the Governing system – DocMap and APOS - We show an understanding of the requirements and the intentions behind - We find the method in the Governing system - We show an understanding of Statoil’s best method - We ensure that the method is satisfactory to control all the risks - We check out if other elements should be considered to control the risks - We execute as planned and continuously evaluate the risks involved - When small changes occur – we stop, think and check the method again - When the task is done – we evaluate and transfer learning and experience Activity Requirements Method Team Assessment Execute Learn & Improve

15. Status: Draft ”The left side” of the model: An action pattern which describes how we plan, execute and evaluate an activity or job when we are at our best The action pattern describes a whole where already known methods and concepts, as compliance, risk assessment, FJS, ÅSS (Open Safety Conversation), ”Ta To”, “kameratsjekk”, risk evaluation, EJS, transfer of experience etc. are incorporated The action pattern is called an A- standard because it describes how we perform when we are at our best (and get the ”A” grade)

16. Status: Draft What drives high performance? Emphasize performance strengths Focus: Up-front loading Performance weaknesses Personality strengths Specific outcomes of formal review Specific suggestions for doing the job better Specific skills and behaviors needed in the future Long-term career prospects Personality weaknesses Change in Performance 0.0 Source: Corporate Leadership Council Maximum impact on employee Performance Focu: What went wrong? Ronny Larsen CHSE Ken Blanchard: Helping People Win at Work http://www.youtube.com/watch?v=Y0oKtQ29gvc

17. Status: Draft Leadership… …is how anyone enables others to plan, execute and evaluate a task in the best possible way ”Enabling leadership” is the following: ”Communicate what an A- standard is through words and acts, and then coach and guide the individual so he or she can accomplish an A. A leader should never give up before every subordinate have accomplished an A”

18. Status: Draft 18 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING What I say What I do How I follow up

19. Status: Draft 19 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING Communicate the A- standard to the team and the effects of acting it

20. Status: Draft 20 Work processes Day-to-day Leadership Control line Communicator Role model Coach Enable line Performance Interaction Compliance in practice Learn & improve Activity Identify risks Requirements To be accomplished Method How Team Assessment Add Execute Continuously risk evaluation COURAGEOUS OPEN HANDS-ON CARING Act the A- standard on own tasks and show this to the team

21. Status: Draft A- standard for our leadership Communicator Role Model Coach We communicate the A- standard for our performances to all employees We are clear on purpose and goals for the work we do We highlight the effects when we deliver according to our standards – For the individual, team, company and society We motivate for focused efforts to reach the desired outcome We ensure overview of critical tasks and communicate requirements We communicate and execute consequences of not performing up to A- standard We communicate on all arenas that we live as we speak when we do our work We live up to the standard of an ”enabling leadership” of helping others to perform We coach and guide our subordinated to make them reflect on their level of performance in relation to the A- standard of performance We adjust our coaching to the personal mastery of the individual We encourage the individual through positive feedback on the work performed

22. Status: Draft Coach team and Individuals Debrief leader ship 6 5 4 Inital procedure, : Day 1: Observe team, one spesific activity, note devations against defined A-standard Day 2: Coach team, one spesific activity, meeting with leader team and fasilitator Day 3: Coach team, one spesific activity, meeting with leader team and fasilitator Day 4: Coach team, one spesific activity, meeting with leader team and fasilitator Planned activity training: Based on risk evaluation, select activities to train all relevant people at Operational Training Centre Establish plans for work process training in the period 2010 – 2013 Follow-up through Operationg model: Ambition to Action + People@Statoil Program steps Ronny Larsen CHSE Observe team in action (identify variations)