esbjerg hse conference
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Esbjerg HSE Conference. Yngve Tvedt Offshore Installation Manager. Project Manager Compliance and Leadership Program EPN Statoil. Background. Snøhvit budget overrun. Mongstad Cat.cracker . Statfjord A shaft. 2008: Gain insight and see the truth!!. - PowerPoint PPT PresentationTRANSCRIPT
Status: Draft
Esbjerg HSE ConferenceYngve Tvedt Offshore Installation Manager.Project Manager Compliance and Leadership Program EPN Statoil
Status: Draft
Snøhvit budget overrun Statfjord A shaftMongstad Cat.cracker
Conclusion: Our level of precision varies too much
Ronny Larsen, VP CHSE Statoil
Background
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.
SFAgasleak
Horton
Kollsnes
Condensate leak
Snøhvit
Mongstadcracker
Industry lead
Ronny Larsen, VP CHSE Statoil
Status: Draft
4
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
Plan
ning
Exec
utio
nEval
uatio
n
Status: Draft
Our management systemOur 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 objectives1. To incorporate our values, and people and
leadership principles in everything we do2. To ensure we comply with formal external and
internal requirements3. To drive business performance through high quality
decision making, fast and precise execution, and continuous learningLearning
Control
Leadership
Status: Draft
Work processes Day-to-day leadership
Perf
orm
ance
Interaction
COURAGEOUS • OPEN • HANDS-ON • CARING
Control
+
Learning
Compliance in practice
Leadership
Status: Draft
8
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
Plan
ning
Exec
utio
nEval
uatio
n
Status: Draft
9
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
To identify and
understand the risks are the input to control the
activity
Status: Draft
10
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
Requirements and Method
are the company’s collective
knowledge
Status: Draft
11
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
Team assessment is
the individual’s
and the team’s
knowledge
Status: Draft
12
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
To stop and think when
small changes occur is
critical to avoid losses
Status: Draft
13
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
A Learning Organization is looking for improvement
s by evaluating any activity
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
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)
Status: Draft
What drives high performance?
EmphasizeperformancestrengthsFocus: Up-front loading
Performanceweaknesses
Personalitystrengths
Specificoutcomes offormal review
Specificsuggestionsfor doingthe job better
Specificskills andbehaviorsneeded inthe future
Long-termcareer prospects
Personalityweaknesses
Cha
nge
in P
erfo
rman
ce
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
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”
Status: Draft
18
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
What I say
What I do
How I follow up
Status: Draft
19
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
Communicate the A-
standard to the team and the effects of
acting it
Status: Draft
20
Work processes Day-to-day Leadership
Con
trol
line
Communicator
Role model
Coach
Enab
le li
ne
Perf
o rm
a nc e
Interaction
Compliance in practiceLe
arn
& im
prov
e
ActivityIdentify risks
RequirementsTo be accomplished
MethodHow
Team Assessment
Add
ExecuteContinuously risk
evaluation
COURAGEOUS • OPEN • HANDS-ON • CARING
Act the A- standard on
own tasks and show this to
the team
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
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-standardDay 2: Coach team, one spesific activity, meeting with leader team and fasilitatorDay 3: Coach team, one spesific activity, meeting with leader team and fasilitatorDay 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 OperationalTraining 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)