1. 2018 SAFETY DAY
21 FEBRUARY 2018

2. Safety Leadership SAFETY DAY 2018 welcome note
Start with Safety note. (emergency exit procedure).
Ensure everyone is signed In.
Switch off all mobile phone or put it on silent.

3. Safety First Start with the Safety Induction
In case of an emergency, please use the exit doors located at ….
The Assembly Point(s) are located at …
If you want to use the bathrooms, they are located at … for gents/ladies.
Please put your phones on silent and disconnect from social media during the session.

4. Safety Awareness Cheese Concept
Safety Day Journey
2007
2015
2016
2017
2018
2018 marks 11 years of Safety Days
Quiz: what was the Safety Day theme for 2015? What does it mean? 2016?? 2017??
Quiz: For this year we launched with three posters, why?! (because safety leadership is everyone’s responsibility)
Quiz: PDO Golden Rules are?? Comply – Intervene – Respect
Safety Awareness Cheese Concept
The Basics Intervene
The Basics Respect
Incident
Reporting
Safety
Leadership 4

5. Agenda MD Video 2017 Safety Performance 2018 Focus Projects
Leadership “I am A Leader. I Care”
Case Study 1 & 2
- Go through the agenda and set the expectation 5

6. Click video icons to start:
PDO Managing Director:
Safety Day Message
Click video icons to start:
Internal Link
External Link
NOTES: The actual total number of LTIs for 2017 was 46; during the filming of the video the total number was 45.
Summarise the key messages from the Video?
Note them down in a board as actions for the team.
Quote “… for me its about leadership not the MD not the MDC, all of us together at every level of the organisation.
It starts with the leadership framework.”
“… performance is achieved only through respect, collaboration and engagement.”
“I need you to lead by example, don’t ever underestimate to the impact you can have in intervention. Not only making sure that everything around you is safe, but also everyone around you is also safe.”
Alternative option to run/download the videos:
Internally – PDO Users: S: Drive (S:\2018 Safety Day) 
Externally – Internet Users (contractors)
Right-click on link then choose 'Save target as' to download: PDO MD Message video 6

7. 2017 Safety Performance
Achieved a record 0.20 Lost Time Injury Frequency (LTIF) a best ever in PDO history.
Achieved a record 0.72 Total Recordable Case Frequency (TRCF) a best ever in PDO history.
More than 40% reduction in severe Motor Vehicle Incidents (MVIs) as a result of the excellent Journey Management Control Centre.
More than 500 mln km driven since last fatal road incident.
- Define LTIF what does it mean?
- Define TRCF what does it mean?
2017 LTIF target 0.22
2017 TRCF target 0.93
Quiz: What is our LTIF target for 2018?
2018 LTIF target 0.20
Definitions:
LTIF (Lost Time Injury Frequency) The Lost Time Injury Frequency is the number of Lost Time Injuries per million man-hours worked during the period
TRCF (Total Reportable Case Frequency) The Total Reportable Case Frequency is the number of Total Reportable Cases per million Exposure Hours worked during the period
More definitions:
Total Recordable Cases (TRC)- Total Recordable Cases are the sum of Fatalities, Permanent Total Disabilities, Permanent Partial Disabilities, Lost Workday Cases, Restricted Work Cases and Medical Treatment Cases. Sometimes referred to as Total Recordable Cases.
Lost Time Injury (LTI) are the sum of Fatalities, Permanent Total Disabilities, and Lost Workday Cases. N.B. If, in a single Incident 20 people receive lost time injuries, then it is accounted for corporate reporting purposes as 20 LTI's (not 1 LTI).
Fatality (FAT)- A fatality is a classification of a death resulting from a Work Injury, or Occupational Illness, regardless of the time intervening between injury/illness and death. Note: the number quoted in this pyramid does not include third party fatalities.
Unsafe Act - Is an action by a person which could have led to an injury, damage or harm, but did not result in any on this occasion.
Unsafe Condition- Is a condition of a worksite which could have led to an injury, damage or harm, but which did not result in any on this occasion
Near Miss - It is an unplanned event that did not result in injury, illness, or damage to assets, the environment or Company reputation – but had the potential to do so if some circumstance of the event were different.
Incident With Consequence - an unplanned and undesired event or chain of events that has resulted in injury or illness, damage to assets, the environment, company reputation, and/or consequential business loss.
AIPS Incident/ Near Miss - A process safety event is an incident that resulted in, or could potentially have resulted in an unplanned or uncontrolled release of:
Combustible liquids (e.g. MEG, TEG, diesel, lube oil, hydraulic oil, etc.);
Flammable liquids (e.g. crude oil, methanol, IPA, etc.);
Flammable gas (e.g. natural gas, butane, pentane, etc.); or
Toxic chemicals (e.g. H2S, SO2, mercury, etc.); or
Non-toxic and non-flammable materials (e.g. steam, nitrogen, compressed CO2 or compressed air) that result in actual consequences.
Reference
Results are overshadowed by the tragic work-related death in Bahja-Rima in August and 46 LTIs. 7

8. Some of 2018 focus projects
IHTIMAM, PDO’s in-house Behaviour-Based Safety programme that was piloted in 2017
Gradual roll-out in 2018 to PDO staff and contractors
Full steam ahead with the Front Line Supervisor programme within Well Engineering.
FLS Handbook coming soon
Reflective learning approach e.g. Mr. Musleh/LTI Databook (coming soon)
- Each directorate/Department should be aware of the focus projects that are rolled out in 2018.
- Directorate/Department can contact HSE Communications MSE5 to coordinate a knowledge sharing session on the focus projects.
Front Line Supervisors (FLS): The Safety Leadership for Front Line Supervisors (FLS) was introduced in 2016 with the objective of improving supervisors’ knowledge of the Safety Leadership responsibilities. In 2017, the FLS program was leveled up and it is continuing in 2018.
Framingham Test Cardiovascular Risk Calculator (CVD):
An online free tool to predict the possibility of having heart problems; recommended to all staff.
It is continued from previous years and will be more embedded in the medical checkups.
LINK:
Fully functioning integrated Journey Management Control Centre, a landmark and centre of excellence in Oman and probably the region; functionalities are expanding to include e- journey management
Framingham Test as part of medical check-up. 8

9. Safety Leadership Discussion / Video
Form up in groups and define Safety Leadership.
Leadership: a choice or a position?! Why?
The aim of this exercise is to gauge the awareness level of what it means to be a Safety Leader.
Leadership is a choice and a position, you choose to act safely because you care for your self and the welfare of your colleagues. If you are a supervisor or a manager than you are directly responsible for the safety of your team, hence in both scenarios the employee and the manger should be “leaders” in HSE. 9

10. Click video icons to start:
Safety Leadership video
Click video icons to start:
Internal Link
External Link
Alternative option to run/download the videos:
Internally – PDO Users: S: Drive (S:\2018 Safety Day) 
Externally – Internet Users (contractors):
Right-click on link then choose 'Save target as' to download: Safety Leadership video  10

11. Case Study 1
A company decides to visit a contractor operational site to conduct an ad hoc audit with only 4 days notice (2 days weekend). The company was informed by the contractor that the staff required to support this audit were not available as the key people were currently on leave outside of Oman and asked if this could be delayed. The company insists that the contractor make someone available for the audit. The contractor’s Operations Manager contacts an engineer who is on leave and requests that he returns from his vacation immediately to keep the company happy. The contractor engineer travels for over 9 hours back to Oman, takes 5 hours sleep before being asked to drive over 300km to the audit site. While driving the engineer loses concentration due to fatigue, losing control of his vehicle. This results in a rollover. Fortunately, the engineer suffered no major injuries and lived to see another day.
This case is not uncommon, when PDO asks something of its contractors and subcontractors most are so keen to keep PDO happy that they will put their own staff at risk.  In this case they were fortunate that no-one was hurt or worse. This could have very easily have become a work related fatality!!
[If necessary, you may print the Case Study, and provide a copy for each group.]
In your group, answer the following question:
Using the leadership attributes, how could this incident be prevented?
Choose one attribute that would have prevented the incident. Which one could it be? Why? 11

12. Case Study 2
A contractor only conducts partial upgrades to the Rigs Top Drive System (TDS) and does not include the fail-safe and interlock system. The communication systems between the driller cabin and the team working on the rig floor were out of order & not maintained despite the personnel knowing they were not working. The assistant driller was allowed to operate the brake alone without supervision, while the Chief Mechanic, Tool Pusher & Derrickman were all standing in the red/no-go zone without isolating the TDS. When the assistant driller released the brake the elevator link arms swung around hitting all 3 personnel resulting in fatal injuries of the Chief Mechanic. Despite several major incidents in the past on the rig floor the contractor failed to ensure its leanrings were adequately shared and understood.
In your group, comment on the following statements by indicating using the leadership attributes:
The contractor alone is fully responsible for the incident?
The failure in the communication systems should have been rectified by the rig manager/supervisor before commencing any work?
It is the Assistant Driller’s mistake that created this incident?
Previous learnings were not shared therefore the team working at the rig site are not responsible?
The case demonstrates that Safety Leadership is everyone’s responsibility.
Incidents usually happen due to failure in Safety Leadership from various people within the organization.
Bullet 1: Yes the contractor is responsible for the incident legally, but ethically the company is also liable as they have a Safety Leadership obligation to ensure the welfare of all the people working at their site.
Bullet 2: Yes, Supervisors / team leaders are directly responsible for their team, but the workers at site should have also intervened by stopping the work or leaving the work site until it is safe to resume work again.
Bullet 3: The Assistant Driller is partially accountable, but all the workers at the site are responsible.
Bullet 4: The worksite was not safe to work, all the workers were aware of this, but continued to work regardless. They are all responsible.
[If necessary, you may print the Case Study, and provide a copy for each group.] 12

13. Safety Day Actions
At the end agree on actions/suggestions to improve Safety Leadership within your teams. Take photos of your session and upload via the Safety Day Page - contractors can send their photos through their respective Contract Holder (CHs) to upload. Remind everyone to complete the Online Survey from the Safety Day Page*
* Contractors outside PDO Network can access the Safety Day Page from: 13

14. Back up slides

15. Case study 2 references Back up slide
A top drive is a big motor system which is hoisted in a derrick or mast of a drilling rig.
A top drive is a modern rotating system which has been popular for many drilling contractors and oil operators. Top drives can be used on all types of rigs, from truck- mounted rigs to offshore rigs.

16. PDO Leadership video Internal Link Back up slide
Form up in a groups and define leadership according to PDO leadership Pyramid
Give an example within your department/Directorate how each element is currently implemented and how can you use these elements to enhance safety within your department/directorate.
5min
NOTE: Video is not published yet on the public internet.

17. Back up slide
IHTIMAM is PDO’s Behaviour-Based Safety System that was developed in house. It prides itself on being the result of a joint effort of PDO employees and its contractors.
The new system has been implemented in 6 locations in Dalma, Carrillion Alawi and PDO Insourcing since January 2017.
PDO is looking to expand implementation to OSD, OND and XD as well as PDO Offices in 2018.
IHTIMAM focuses on everyone in the organisation and has 4 training programmes.
Safety leadership is a major topic in IHTIMAM as our leaders deliver the message and set the vision for our organisation.
Everyone is Involved
IHTIMAM is aimed at improving safety culture, It is not just an observation process limited at behaviours, but a method to creating a safer working environment.
Safety Culture
The IHTIMAM database is customized and available online to all employees and contractors. Reports are pre-designed to provide a pro-active approach to data analysis.
Data Analysis
The IHTIMAM observation cards are focused on the at-risk behaviours associated with the work activities being done.
Focused
The system is completely customized to suit the organisation and size of the company.
Customized
IHTIMAM is a Lean BBS system. It is simple, focused and measures what we want rather than what we don’t want as part of our safety performance.

18. FLS 1 Road Map 6. Manage Rule Breaking
Back up slide
FLS 1 Road Map
6. Manage Rule Breaking
1. Recognise What Drives Behaviour
3. Communicate Constantly
4. Use Different Styles
5. Help Staff Want to Behave Safely
2. Assess Risks
History and benefits:
The increasing number of incidents caused by ineffective supervision and/or lack of supervision within PDO has become a normal trend. Over thousands of supervisors in the field have the first opportunity to intervene, to spot hazards, and to recognize weak signals - all these and more could have prevented injuries and incidents.
The Safety Leadership for Front Line Supervisors (FLS) was introduced in 2016 with the objective of improving supervisors’ knowledge of the Safety Leadership responsibilities. In 2017, the FLS program was leveled up and it is continuing in 2018.
While continuing FLS-1 with UWD and its contractors, FLS-2 was designed LOCALLY from scratch where the focus has shifted to making the leadership behaviors VISIBLE onsite through Chronic Unease mindset.
The FLS-2 modules were developed close to the real issues on the ground which made the exercises and activities more practical and valuable to their learning.
Both FLS-1 and FLS-2 workshops have gained significant traction and we called them the FLS Academy.
A total of 35 UWD facilitators (PDO and contractors) were trained and certified.
To date, Over 1000 frontline supervisors have benefited from the FLS academy.
The successful implementation of FLS academy in collaboration with Well Engineering showed the level of support and commitment from both parties in driving Goal Zero to the business.
The benefits of the FLS academy were clearly recognized in both monetary and non-monetary values. Examples:
• Significantly contributed to the improvement in UWD HSE performance in 2017 (compared with last two years data), reduction of: 30 % in TRCF, 40% in High Potential incidents, and 15% in LTIF; improvement of 65% in Nearmis reporting, 2 years LTI free Completion and Well Intervention (CWI) and 1 year LTI free logistics.
• Cost and time saving for a similar workshop if it will be run by an external training provider.
• Leaders who have taken the responsibility of facilitating the workshop have become visible and role models of making the change.
• FLS has become a permanent agenda in the leadership meetings and Drilling Supervisors' progression interview assessment.
• The knowledge and skills of FLS facilitation are retained by the local nationals and not by external training providers.
• FLS academy has gained a big traction and there is a pull from other directorates to join the academy. In 2018, it will be expanded to CPDM projects and it will be enhanced with the introduction of FLS-3 and FLM (Frontline Management) program

19. I continuously engage, listen and coach others
Back up slide
I continuously engage, listen and coach others
ENGAGEMENT
RESPECT
ENGAGEMENT
COLLABORATION
PERFORMANCE
As a Leader in PDO, I …:
Treat staff development as a core business and my personal responsibility
“Go see” my team, spend time at their workplace and understand their work
Listen carefully to staff and colleagues, and learn from them
Help my team solve problems for themselves
Coach my staff and colleagues at every opportunity
Meet regularly with my team to share updates about the business.

20. I treat everyone fairly and respectfully
Back up slide
I treat everyone fairly and respectfully
RESPECT
RESPECT
ENGAGEMENT
PERFORMANCE
COLLABORATION
As a Leader in PDO, I …:
Am humble and respectful of others, regardless of seniority or background
Treat others consistently, fairly and without favouritism
Am honest and transparent about the decisions I make
See diversity and differences as strengths, and value everyone’s contribution
Give honest feedback and don’t shy away from difficult conversations
Am open about my own gaps and learning needs, and work to address them.

21. I work proactively across boundaries and build partnerships
Back up slide
I work proactively across boundaries and build partnerships
COLLABORATION
RESPECT
ENGAGEMENT
COLLABORATION
PERFORMANCE
As a Leader in PDO, I …:
Prioritise value to ‘One PDO’ over personal or team gain
Understand the needs of other stakeholders, and agree win-win solutions
Listen to contractors and treat them as partners in delivering the business
Work across organisation boundaries and do not see these as obstacles
Build strong and effective teams, delivering results through co-operation
Am an effective team player myself, supporting my colleagues at all times.

22. Back up slide
I prioritise delivery and continuous improvement, and act as a Lean role model
RESPECT
PERFORMANCE
ENGAGEMENT
COLLABORATION
PERFORMANCE
As a Leader in PDO, I …:
Understand business value and explain my team's role in creating it
Draw a clear link between corporate priorities and my team’s goals
Make my intent clear and set stretch targets
Empower my staff to make the right decisions at their level
Make performance visible; recognise success and address underperformance
Treat continuous improvement as daily business.