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Maritime Safety Conference
Summary Slides- 2016 Conference Series
Care for People
Cautionary Note The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control, by having either a majority of the voting rights or the right to exercise a controlling influence. The companies in which Shell has significant influence but not control are referred to as “associated companies” or “associates” and companies in which Shell has joint control are referred to as “jointly controlled entities”. In this presentation, associates and jointly controlled entities are also referred to as “equity-accounted investments”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest. This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’, ‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’, ‘‘goals’’, ‘‘should’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including potential litigation and regulatory measures as a result of climate changes; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended 31 December, 2014 (available at www.shell.com/investor and www.sec.gov ). These factors also should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation 29 February, 2016. Neither Royal Dutch Shell nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation. There can be no assurance that dividend payments will match or exceed those set out in this presentation in the future, or that they will be made at all. We use certain terms in this presentation, such as discovery potential, that the United States Securities and Exchange Commission (SEC) guidelines strictly prohibit us from including in filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov. You can also obtain this form from the SEC by calling 1-800-SEC-0330.
Agenda
Day 1
Care for People
What does Care for People Mean?
Resilience Leads to Good Safety
Experiencing Resilience
Social Hour
followed by Dinner @ 18:00
Day 2
Leadership, Learning and Behaviors
Implementing the 3 Actions
Measuring Success
Improving our Focus on Learning and
Behavior
Shared Goal, Shared Focus Areas… Care for People
Your Feedback…
What are the personal behaviors and/or values that contribute to good safety performance?
CARE FOR PEOPLE- RESILIENCE
Five dead in explosion whilst
tanker alongside
DRILLING
BARGE FIRE
CLAIMS 21
LIVES
Major Oil Transfer Facility
Explosion Leaves Two Dead
and One Critically Injured
Oil Rig Spill
One of Worlds
Worst
Environmental
Disasters
OIL PIPELINE SPILLS 21K GALLONS
At least One dead after Tanker
collides with Barge
Maritime Industry Headlines
SHARED GOAL
Zero Incident Industry
AGREED ACTIONS TO DATE
Lead
ersh
ip V
isits
Refle
ctiv
e Le
arni
ng
Lear
ning
Eng
agem
ent T
ool
Zero Incident Industry
INTEGRATE WHAT’S ALREADY DONE - RESILIENCE
Lead
ersh
ip V
isits
Refle
ctiv
e Le
arni
ng
Lear
ning
Eng
agem
ent T
ool
Zero Incident Industry
Care for People - Resilience
WHAT IS RESILIENCE?
?
RESILIENCE
The ability to bounce back and learn from
adversity
THE RESILIENCE MODULES
Keep Things
in Perspective
Change is Part
of Living
Take Decisive Action
Take Care of Yourself
What is
Resilience? Modules have a practical and
thought provoking element
Modules are:
For natural teams, or not...
Experiential Peer Learning/Sharing
Light and Easy
Encouraged to change & personalise
Paper based
DRIVE RESILIENCE – DRIVE ENGAGEMENT
45
50
55
60
65
70
0 1 2 3 4
ENGAGEMENT vs MODULES Im
prov
ing
Enga
gem
ent S
core
Number of Modules Completed
16
WHY CARE - ENGAGEMENT AND SAFETY
ENGAGEMENT AND RATIO OF INCIDENTS PER EXPOSURE HOUR
PROMOTE THE MODULES, IMPROVE RESILIENCE
DRIVE ENGAGEMENT
SAFETY AND PRODUCTIVITY AS AN OUTCOME
0
1
2
3
4
5
6
7
Improving Engagement Score Ratio
of I
ncid
ents
per
Exp
osur
e H
our
EXPERIENCING RESILIENCE
Use this area for cover image (height 6.5cm, width 8cm)
Care for People
Healthy High Performance
Experiencing Resilience
• Why building Resilience is important
• Experiencing a Resilience module
• Resilience pilot in the Shell fleet
• Implementing Resilience
The Resilience Modules
Keep Things
in Perspective
Change is Part
of Living
Take Decisive Action
Take Care of Yourself
What is
Resilience? Modules have a practical and
thought provoking element
Modules are:
For natural teams, or not...
Experiential Peer Learning/Sharing
Light and Easy
Encouraged to change & personalise
Paper based
Implementing Resilience: Care for People
1. Positive intent 2. Structured framework 3. No “experts” required 4. Flexible + Scalable 5. Global reach
TAKE DECISIVE ACTION
Implementing Resilience: Resilience Package
ONE BOOKLET CONTAINS 2 PARTS:
Facilitators Guide
Participants Guide
Implementing Resilience: The Resilience Modules
Keep Things
in Perspective
Change is Part
of Living
Take Decisive Action
Take Care of Yourself
What is
Resilience?
RESILIENCE = GREATER ENGAGEMENT = SAFER VESSELS
5 Modules
Any order
1 per month
Linked to behavioural safety
Relevant examples and context
Qualitative Feedback From Shell Managed Vessels
Shell Managed Vessels: Resilience Pilot
• Shell tested Resilience Modules in 2015
• In association with Shell Health / Trinity College Dublin
• 20 vessels
• No “train the trainer” needed
• Enthusiastic facilitator is one of the crew
• Informal, small teams
• 30 minutes time max
• Adapted modules for use onboard
• We will be rolling it out across all 50 ships in 2016
Shell Managed Vessels: Resilience Experience
“Lively Discussions”
RESILIENCE = GREATER ENGAGEMENT = SAFER VESSELS
“Wonderful experience… good to be appreciating
one another”
“Helps to highlight that
stress is different for different
people”
“When you talk about it it’s easier to
move on “
“Demonstrates Care for People”
“Increases Socialisation”
“Builds empowerment”
“Builds Community” “A happy ship is a safe ship”
Implementing Resilience: Keys to Success
What are the keys to success for rolling out the Resilience
program on your vessels?
• Reflections
• Feedback to the room
Implementing Resilience: Keys to Success (Sample of results)
Keys to Success
• Campaigns in office and on vessels • Show genuine interest • Embraced by management • Keep it simple because it is simple • Champion results • Build on positives and successes • Make it relevant
• Leadership engagement • Be humble and encourage
participation • Understand it yourself • Clear expectations • Simple material • Appoint an ambassador • Sustain it / Communicate
continuously
Day 2
Welcome
Implementing Resilience: Next Steps 1. Read the Resilience Pack you received yesterday
o It includes everything you need for vessel staff to deliver the modules
o A Facilitator’s Guide and a Participants Guide
2. Identify and select a facilitator(s) on board
o Enthusiastic and can deliver the modules after reading the guide
o Provide context and explain the facilitator role
3. Ask the Facilitator(s) to deliver the modules
o 5 modules can be covered within a 5 month period;
o Complete all 5 modules by year end
4. Feed back what is learnt using the feedback form
5. All the material and feedback form are available on our “Partners in Safety” website: http://hsse.shell.com/business-and-country/maritime-hsse-site.html
6. For technical support contact: [email protected]
Safety improvement results from the conversation on board
Progress and Performance Feedback
Commitment to Implementation
Our Journey So Far… 2012 - 2016
4th Annual Maritime Safety Conference Singapore London Houston Rotterdam
20/21 Jan 2016
10/11 Feb 2016
24/25 Feb 2016
09/10 Mar 2016
Delivery of 5 modules over
5 months; with feedback
Co-Created & Agreed
Resilience
Visible Leadership
Reflective Learning
Learning from Incidents
Support Implementation:
Forum to develop and support the Regional delivery process
Establish feedback channel and communication platform
Proactive checking for progress
Identify learning from incidents to share
4 mid-point workshops
25 Focus Group meetings Globally in 2015
Focus Groups
Singapore
Focus Group
London
Focus Group
Rotterdam
Focus Group
Houston
Focus Group
Leadership Visits 2015 - Global
0
100
200
300
400
500
600
Dec-14 Jan-15 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Vess
el V
isits
Singapore
Rotterdam
London
Houston
Summary CEO and Senior Leader Visits
(Percent Performed by CEO) 4817 (34%)
Companies with at least “one” documented visit 374
Companies with 12 documented visits 143
Number of Shell and SIRE Verification Visits 1274
Maritime Safety – Working as Partners LEARNING ENGAGEMENT TOOL
4817 CEO & Senior Visits 2 Reflective Learning
LEADERSHIP SAFETY VISITS REFLECTIVE LEARNING
Simple & targeted
Engagement and discussion
Quarterly
Plan ahead & engage staff
Provide feedback & action steps
Monthly visits
Focused on behaviours
Entire staff involved
Bi-annual
PICTURE FROM THE VIDEO
Reaching all levels of the crew in easy to understand formats
High quality CEO & senior leader visits
Reflective learning to embed procedural compliance
3 Learning Engagement Tools
What’s Next?
LEARNING ENGAGEMENT TOOL • Falling Into the Water
REFLECTIVE LEARNING • Navigation
RESILIENCE • 5 Modules in 5 months
LEADERSHIP VISITS • Continuing and Improving
FOCUS GROUPS • 100% of the community
implementing in full
What “EXACTLY” Are The 3 Actions
3 Agreed Actions
Leadership Visits
Learning Engagement
Tool (LET)
Reflective Learning
One theme delivered every 6 months • An engagement session for vessel management ashore & on-board teams • Led by someone trained in Reflective Learning • Held ashore or on board • Sharing experiences in groups of 10 to 30
One tool delivered every 3 months • An engagement session for vessel crews • Facilitated by a Supervisor • Held on board your vessels • Sharing experiences in small groups of up to 5 people
Agreed Actions
One visit per month by a Senior Leader • 12 visits per annum • Of which 4 by the CEO • Can include any of your operated fleet of vessels, regardless of whether it
is currently on Shell charter
Contacts:
FAQ document located on the “Partners In Safety” website
http://hsse.shell.com/business-and-country/maritime-hsse-site.html
Follow up with your Focus Group
Email [email protected]
Remaining Questions?
What are the BLOCKERS and how do we get by them
Finding Solutions
Blockers
Visible and Felt Leadership – CEO Leaders are Visiting and it is high quality
1. How do we consistently achieve 12 visits per year?
2. How do we get CEO/Senior Leaders commitment to a minimum number of visits?
3. How do we better prepare non-seafarer leaders to have more effective visits?
4. How do we create a mind-set where visits are a natural part of doing business?
5. How do we demonstrate value from visits?
Blockers
Reflective Learning engagement sessions to discuss high risk activities
1. How do we show value for the investment and effort?
2. How do we make enough resources available to keep it sustainable?
3. How do we make available sufficient numbers of properly trained facilitators?
4. How do we incorporate the Reflective Learning concept into similar Partner initiatives?
5. How do we involve everyone on board?
Blockers
Learning from incidents reach the intended audience (Learning Engagement Tool)
1. How do we get widespread commitment to implement the LET flipchart on board vessels?
2. How do we improve hands-on use of the LET flipchart?
3. How do we get involvement of everyone on board, given crew change/movements?
4. How do we incorporate the LET concept into similar Partner initiatives?
5. How do we make the LET more easily accessible by crews?
Leadership Visits- How do we demonstrate value from visits? Measure improvement through survey / feedback forms
Number of suggestions and feedback received
Communicate afterwards and follow up. Plus gauge from others
Raise awareness and demonstrate transparent data (KPI)
Reflective Learning- How do we involve everyone on board? Identify energetic / competent / inspiring trainers
Create appropriately sized groups- engage at all levels
Roll out against a plan- Make the time, include reflection time
Use as part of reinforcing safety culture
Learning Engagement Tool- How do we get involvement of everyone on board, given crew change/movements?
Discuss during seminars and pre-boarding engagements, and part of shore staff vessel visits
Make it part of company procedures, safety meetings
Identify the champions
Monitor through checks- Use KPIs
Focus on the engagement / conversation
Finding Solutions to the Blockers (Sample of results)
Moving from Implementation to Measuring Success
Example Key Performance Indicators
Leadership Visits:
Number of leadership visits (CEO and Senior Leaders)
Percent of safety suggestions implemented within the agreed to timeline
Percent of safety walks resulting in zero actions/observations
Reflective Learning:
Number of employees who have participated in two Reflective Learning sessions
Number of unsafe acts, near misses and potential incidents
Number of times procedures were not followed
Learning Engagement Tool:
Number of employees who have participated in LET discussions
Number of learnings embedded on the vessel
Number of actual and potential incidents
Conference Summary
Partnership - Ownership - Trust - Make It Personal
Shared Goal, Shared Focus Areas…… Care for People
Next Steps
Communications
Letter from Focus Group Chairs summarizing Next Steps
Focus Group Meetings scheduled post-conference
CEO / Sr Leadership visits - high quality and all are visiting
Learning Engagement Tool - new tools and learnings verified
Reflective Learning - all are utilising and embedding
Resilience – Partners implementing and feeding back
Working with partners who lead from the front and drive improvement in Safety
(1 per month)
(4 per year)
(2 per year)
(1 per month)
Drive performance to
1 in 30 days
Our Aspiration and Ambition…