M AKING GOAL ZE RO

HAPPE N
GUID E FOR VISIBLE
L E A DERSHIP ENGAGEM EN TS
C O NTE NTS
HSSE & SP Policy and Commitment 5
Expectations of leaders 6
Critical leadership questions for personal reflection 7
Do you feel in control? 8
Life-Saving Rules 9
Personal characteristics of a great safety leader 11
The Human Performance in Safety Principles 12
Goal Zero – Focus Areas 13
Bow Tie Model 32
Assessing risks – I know my risks! 33
Before a worksite visit 34
During a site visit 35
Effective conversations 37
Investigate and Learn 38
Fair Event Handling 40
About this guide 41

GOAL ZERO – FOCUS AREAS

Frontline Work Road Safety Care for people
Execution and worker
welfare

13 17 20
Contractor HSSE Asset Integrity/ Process Safety
Management Process Safety Fundamentals
Management

23 26 29
 OUR PURPOSE AND STRATEGY

P OWERING PROGR E SS

OUR MINDSET AND BEHAVIOURS

WIDER ORGANISATION
LEADER JOURNEY

Maximise our Grow trust

performance in us

Learner
mindset

Live our
values and Engage and
Goal Zero inspire
 ARE YOU A VISIBLE SAFETY LEADER?
Your role and influence as a Leader are unique in eliminating Serious Injuries &
Fatalities and directing your team’s performance culture towards Goal Zero. In every
interaction your attitude, words and actions set the tone that will influence your staff
and contractors’ priorities and behaviours. You are creating the system within which
people operate, and setting the expectations.

LEARNER MINDSET
We are all human, so we all make mistakes. Learner Mindset is the belief that we
can always improve – that everyone can grow their ability, learn from mistakes and
successes, and can speak up openly in a safe environment.
We are all adapting to a rapidly changing world. This handbook will help facilitate
conversations to learn from each other and effectively respond to todays’ challenges
and opportunities.

PSYCHOLOGICAL SAFETY
We learn the most from each other in an environment where everyone feels safe
to discuss their ideas, dilemmas and mistakes. Psychological Safety together with
high motivation and accountability create the learning environment which is a key
characteristic of high performance teams.
Having open conversations and showing curiosity about the risks and dilemmas
people face will reveal how you can apply your influence to relieve pain points,
address issues and make your system safer for all. People who feel truly listened to
and cared for by their team and leadership perform better and, as a result, are safer.

HUMAN PERFORMANCE
Our successes flow from the way people, culture, work systems and processes all
interact. A system well-designed for Human Performance still has human variability
and errors but they do not lead to life-changing consequences – we can fail safely,
and quickly learn from that valuable experience.
Every interaction is an opportunity to learn and better understand where you can
make a difference. You can build a workplace environment that
optimises Human Performance, and make Goal Zero possible.

Thank you,

Hugues Bourgogne
EVP Safety Environment & Asset Management

04
SHELL COMMITMENT AND POLICY ON HEALTH,
SECURITY, SAFETY, THE ENVIRONMENT AND
SOCIAL PERFORMANCE
COMMITMENT
In Shell we are all committed to:
Q Pursue the goal of no harm to people;
Q Respect nature by protecting the environment, reducing waste, making a positive
contribution to biodiversity, and reducing Greenhouse Gases;
Q Use material and energy efficiently to provide our products and services;
Q Respect our neighbours and contribute to the societies in which we operate;
Q Develop energy resources, products and services consistent with these aims;
Q Publicly report on our performance;
Q Play a leading role in promoting best practice in our industries;
Q Manage HSSE & SP matters as any other critical business activity; and
Q Create a working environment which is psychologically safe and enables
learning in support of this commitment.
In this way we aim to achieve a performance we can be proud of, to earn the
confidence of customers, shareholders and society at large, to be a good
neighbour and to contribute to sustainable development.

POLICY
Every Shell Company:
Q Has a systematic approach designed to ensure compliance with the law and
achieve continuous performance improvement;
Q Sets targets for improvement and measures, appraises and reports performance;
Q Requires contractors to manage HSSE & SP in line with this policy;
Q Requires joint ventures under its operational control to apply this policy, and uses
its influence to promote it in its other ventures;
Q Engages effectively with neighbours and impacted communities; and
Q Includes HSSE & SP performance in the appraisal of staff and rewards accordingly.

Wael Sawan Hugues Bourgogne

Chief Executive Officer – Shell EVP Safety Environment & Asset Management

05
 E X PE C TATIO NS
O F LE ADE RS

Your safety performance is a direct reflection of the quality of your

leadership engagement, and the culture you create.
We expect you:
To create a culture that drives our commitment of no harm to people and to
protect the environment.

We want you to:

1. Be mindful of risks. Understand the safety risks in your business and effectiveness
of controls.
2. Demonstrate visible and felt safety leadership through measurable actions.
3. Motivate, coach and develop personnel in effective safety management.
4. Hold individuals accountable for their safety behaviours and performance.
5. Engage with stakeholders about HSSE & SP.

Your HSSE safety leadership is measured through the annual appraisal process
and assurance system.

06
C R ITIC AL LE ADE RSH I P
QUE S TIO NS FOR
PE RSO NAL   R E FLE C TIO N

Learner Mindset is the core of Shell’s Leadership Framework,

forming a direct link to our Powering Progress Strategy.
How do I role-model Learner Mindset?
1. How do I get feedback on my visible leadership and the culture I
have created?
2. How curious am I to understand what motivates my team and the conflicting
pressures they face?
3. Are we fair in the way we respond to HSSE events? Does my team truly
believe that learning is the priority, not assigning blame?
4. Do I understand how my decisions have helped set the context for an
HSSE event?
5. Are my intended HSSE messages understood at all organisational levels?
6. Does my team continuously learn from our incidents and their causes?
7. Am I identifying potential hazards, ensuring we have the right controls and
verifying that those controls are working as intended?
8. Do I visibly demonstrate care?
9. Does the culture I create have enough psychological safety for everyone to
speak up about their dilemmas?
10. Can our critical risk controls be strengthened in line with the
Human Performance Principles? If a control/human barrier failed today,
would we fail safely?

07
 DO YOU FE E L
IN C ONTRO L?

Q How and why might work onsite be done differently to how that work is
described in our procedures?
Q How am I personally involved in verifying the controls for our top hazards?
Q What did I learn from speaking with the workforce on my most recent safety visit?
Q Who will tell me when competence or resourcing challenges safety?
Q What have I done to find out if my HSSE communication is clear and understood
by my workforce?
Q Have there been serious injuries in my business? If so, how did I ensure care was
provided to all those involved, and learning (not retribution) was the goal?
Q What did I do last time we “failed lucky” to reduce potential consequences, and
rely less on luck?
Q How do I know my contractors do what they say when it comes to safety?
Q How do I celebrate genuine HSSE improvement with my team?
Q How did I thank my team for improving my understanding when they shared
“bad news” with me about safety?
Q Do I know how I influence Human Performance with my words, body language
and actions?
Q When I ask a question, what might my team interpret about my priorities?

08
LI FE - SAVI N G RULE S

We care about the health and safety of all our employees and
contractors. The Life-Saving Rules exist to do exactly what they say:
save lives! The simplified industry-standard rules introduced in 2022:
1. Cover the risk areas related to 80% of incidents across our industry – the
additional rule on Line of Fire relates to 20% of industry fatalities.
2. Are written as intent-based “I statements” for personal ownership.
3. Apply to all Shell employees and contractors when on business or Shell sites.
4. Apply to all operations under Shell’s operational control or governance.
a. We should understand and learn from Life-Saving Rules observations
b. We help each other comply 100% with the industry Life-Saving Rules.
5. Everyone must understand that work only starts when everyone is clear on
how the rules apply and feels safe.
6. Leaders must make sure everyone is fully aware of the Life-Saving Rules and
regularly engage their people on why they matter.

09
 0

Bypassing Safety Confined Spaces Driving Energy Isolation Hot Work

Controls

Line of Fire Safe Mechanical Work Working at Height

Lifting Authorisation

Learning together how to fail safely is our priority. Leaders must create the conditions
for people to feel safe and responsible to speak up.

When the Life-Saving Rules are not followed, leaders take a ‘whole systems
approach’ that prioritises learning. If a Life-Saving Rule is not followed, despite
all enabling conditions being in place, then consequence management may
have a place.

LIFE-SAVING RULES – LEADERSHIP EXPECTATIONS

Q Ensure an introduction to the Life-Saving Rules is included in the onboarding for all
new team members.
Q Set clear expectations so everyone understands their responsibilities.
Q Create opportunities to talk to your employees and contractors about the rules
through toolbox talks and safety meetings. Invite sharing of dilemmas.
Q Lead by example by role-modelling and creating a culture of intervention.
Q Reinforce the purpose of Life-Saving Rules is to save lives
Q Encourage peer-to-peer intervention and reporting without consequences.
Q Respond to Life-Saving Rules observations with Learner Mindset. Apply Fair Event
Handling and a whole-systems approach to encourage future reporting, and
learning. Role-model self-reporting to set expectations.
Q Investigate observations where there is learning opportunity or high risk, with a
focus on sustainable improvement/consistent future compliance.
Q Learn from trends in observations and take action to improve the controls.

10
PE RSO NAL C HAR AC TE R IS TIC S
OF A GR E AT SAFE T Y LE ADE R

1. I always demonstrate respect and care for every one of our people, including
our contractors. I welcome Diversity, Equity and Inclusion and the value it brings.
2. I demonstrate vulnerability, acknowledging I do not always have the answers,
and am genuinely curious to learn.
3. I am an active partner to our contractors, creating strong relationships and
common language for safety and collaboration.
4. I welcome honest dialogue, surfacing (rather than glossing over) operational
issues, dilemmas, weak signals, and anything preventing my team from reaching
their best human performance.
5. I create an environment where it is safe to share opposing views.
6. I am meticulous about doing what I say and insist on everyone doing the right
thing. When mistakes are made, I avoid judgement, instead focusing on inclusive
and Fair Event Handling to maximise learning.
7. I actively seek and welcome feedback and coaching from others, while also
offering coaching myself.
8. I actively find and recognise those who protect their teammates by coaching,
intervening and self-reporting.
9. I am visible from the office to the front line, listening, engaging, and committing
to take personal action, including for my people in out-of-sight locations.
10. I work across interfaces to simplify, standardise, manage risks to As Low as
Reasonably Practicable (ALARP) and make informed decisions in execution.

11
 TH E HUM AN PE R FOR M AN C E
I N SAFE T Y PR I NC I PLE S

1. We all make mistakes.

2. Organisations influence their systems and people, context drives behaviour.
3. Actions are rarely malicious but typically are well-meaning behaviours intended
to get the job done.
4. The majority of errors associated with incidents stem from latent conditions.
5. Understanding how and why errors occur can help us prevent them.
6. We can predict or prevent, and always have to manage error‑likely situations.
7. How leaders respond to failure matters; we need to learn from mistakes.
8. People who feel valued are more engaged.
9. Our people are the masters of their jobs and the key to solutions.

WORK

SYSTEM

CULTURE
PEOPLE

PROCESS EQUIPMENT

12
 Frontline Work
Execution

“Frontline Work Execution

is about saving lives by
bringing the principles of
Human Performance and
Learner Mindset to the
frontline, where the work
happens.”

13
 Frontline Work Execution focuses on four priorities:
Frontline Work

Frontline Work Execution is about saving lives by bringing the principles

Execution

of Human Performance and Learner Mindset into action at the frontline,

where the work happens. It touches everyone involved in Shell
operations, including employees and our contractor partners.

Frontline workers regularly encounter hazards that could cause serious

life changing injuries and fatalities so an environment of trust and learning
for everyone is critical to always having safety controls in place and
Road Safety

working. Maintaining the right trust-based working environment is only

possible where line leaders effectively and consistently coach and
engage with their team.

Our Step 7 Conversations follow a simple structure that builds team

situational awareness to help work parties ensure they are prepared
Care for People and
Worker Welfare

to start and complete the work safely. Start Work Checks are industry
standard checklists for high-risk activities and, in line with taking a human
performance approach, they clarify what the team needs to know to
start work safely.

The supporting practices of job debrief and sharing learnings make it

possible to improve performance over time by surfacing people’s deeper
Contractor HSSE

understanding of the human error risks in their work. Using that deeper
Management

understanding to update work assurance and simplify procedures makes

our systems more effective and more efficient while improving frontline
trust in their hazard controls and the people who look after them.
Asset Integrity/
Process Safety
Management
Process Safety
Fundamentals

14
 STEP 7 CONVERSATION
“STARTING WORK IS NOT STEP #1”
How will we do the job; risks understood
1 PLAN Roles clear & Failing Safely by design
Review debriefs and incidents

ToolBoxTalk – Ask Open Qs

2 COMMUNICATE Understand Personal & Process Risks
Communication lines clear

Certified/Tested/Rated
3 CHECK EQUIPMENT Fit for Purpose/Calibrated
No Damage/not home-made

Flat & level/Housekeeping

4 PREPARE AREA Exclusion Zones
Check above and below

Isolate (LOTO & Test)

5 CONTROL ENERGY Line of Fire/DROPS/Hands Free
Escape Route tested

Start Work Checks Verified

6 FINAL CHECK How to Fail Safely when it goes wrong
Emergency Response practiced

Adhere to Life Saving Rules

7 START WORK Follow Process Safety fundamentals
PAUSE when things CHANGE

AFTER ACTION REVIEW

Highlights – improvement areas – interventions – action

Bypassing Safety Confined Spaces Driving Energy Isolation Hot Work Line of Fire Safe Mechanical Work Working at Height
Controls Lifting Authorisation

15
 REFLECT – SELF
How do I demonstrate my understanding of the Frontline Work Execution
Frontline Work

Q
Execution

“what” and “why” in my discussions with the frontline?

Q Where and when is Frontline Work Execution discussed by site, frontline
and contractor leadership?
Q Who serves as mentors to the frontline leaders in my organisation to
maintain their coaching and engagement skills?
How is my Learner Mindset felt by my team in planning meetings, toolbox
Road Safety

Q
talks, shift changes and job debriefs?

ASK – OTHERS
Q How do frontline leaders keep their coaching and engagement skills up
to date?
Care for People and
Worker Welfare

Q How do frontline leaders support each other in their coaching and

engagement skills (e.g. informal networks)?
Q How well do our frontline leaders, staff and contractors understand
Step 7 Conversations? and Start Work Checks?
Q How open are the Step 7 Conversations?
What examples do you have of employees and contractors pausing
Contractor HSSE

Q
Management

work because of a lack of understanding or a safety concern?

Q When are Step 7 Conversations and Start Work Checks used?
Q Who was present and who conducted the Step 7 Conversation
for this job?
Q Where are start work checks made available? Are they
always available?
Asset Integrity/
Process Safety
Management

Q Is everyone involved with the job fully engaged in the start work check,
and are multiple views sought to identify hazards and potential concerns?
Q Are appropriate individuals designated responsibility for each
control measure?
Q What was discussed in your most recent after-action review/job debrief?
Process Safety
Fundamentals

16
 Road Safety

“Controls to manage road safety are

established for drivers, vehicles and
journeys. Extra controls are established
for professional drivers and in areas
with high road safety risks.”

17
 Getting road safety right has long been a priority for us, and a
serious challenge.
Frontline Work
Execution

Q Historically, a significant number of fatalities at Shell were due to

road transport.
Q While we have improved performance significantly over the years,
road transport remains the most pervasive hazardous activity in our
businesses, which kills and injures people every year – at work or in
their private time.
Road Safety

Shell staff and contractors drive close to 500 million

kilometres every year.

Key tools and processes, such as NCAP 5 Star Safety Ratings (so we can
“fail safe” instead of lucky), In-Vehicle Monitoring Systems (IVMS), Active
Care for People and

Fatigue Detection Devices, Journey Management, and Defensive Driving

Worker Welfare

Training focus on specific areas such as personnel road transport to help

drive performance improvement.

REFLECT – SELF
Q Do I need to make this journey? If I do, are there safer alternatives
to driving?
Contractor HSSE

How do I ensure I understand the risks of driving in my area of

Management

Q
responsibility?
Q How do I know that the key road safety controls including the Life‑Saving
Rules are being robustly implemented and monitored in my area
of responsibility?
Q When was my last visit to a road transport contractor and what was the
Asset Integrity/
Process Safety

result of my engagement?
Management

Q How do I stay up to date on the road and weather conditions?

Process Safety
Fundamentals

18
ASK – OTHERS
Where are personnel using road transport services e.g. mini-buses or

Frontline Work
Q

Execution
taxis? Who is accountable for managing these risk areas?
Q How do you manage the Line of Fire hazards, eg: road vehicle
“blind spots” and reversing near busy pedestrian areas?
Q Who is accountable for managing road transport contracts?
Q What have you done to make sure that drivers understand and follow
Journey Management plans?

Road Safety
Q Which of your company and contractor vehicles have In-Vehicle
Monitoring Systems (IVMS) installed?
Q How do you manage IVMS data? How are you coaching and
recognising personnel who monitor and interpret that data,
including drivers?

Care for People and

Worker Welfare
Q What exposure to road journeys is being managed by a contractor or
sub‑contractor?
Q What do you do to help manage this exposure?
Q Are the five behavioural elements for safe driving being
consistently applied?

Contractor HSSE
1. No distracted driving

Management
2. Prevent driver fatigue
3. Follow Journey Management planning
4. Take care at a new destination
5. Use Defensive Driver Training

Asset Integrity/
Process Safety
Management
Process Safety
Fundamentals

19
 Care for
People and
Worker Welfare

“Intentionally creating a caring

environment and good worker
conditions is an enabler of Human
Performance with good evidence
that it drives engagement,
productivity and safety.”

20
Our ambition is to respect and promote the rights and welfare of our
employees and contractors. Worker Welfare and Care for people is

Frontline Work
about inspiring every individual you work with to perform at their best. It is

Execution
a mindset, where every effort is taken to ensure that every individual feels
cared for and has what they need in terms of both ‘hardware’ (e.g. access
to passports, facilities and equipment) and ‘software’ (e.g. respect for
labour rights, inclusion and recognition).

Worker Welfare and Care for People is proven to lead to greater

Road Safety
engagement which results in improved quality, safety, productivity, health,
security, staff retention and reputation.

Because it is the right thing to do, Shell supports the Building Responsibly
Principles which address labour rights, working conditions and living
conditions. Worker Feedback is a critical element in understanding your

Care for People and

Worker Welfare risks and opportunities. Leadership plays a key role in

Worker Welfare
enabling an environment where workers feel cared for and free to speak up. 

REFLECT – SELF
Q What are the worker welfare risks and opportunities for my workforce
(refer to the Building Responsibly principles)?
Q How did I act on the last engagement for workers feedback?

Contractor HSSE
Management
Q What am I doing to create an atmosphere where workers feel free to
speak up without fear of consequences?
Q Do I know where our contracted workforce comes from? (local, migrant)
Q What is a typical ‘day in the life of’ a worker, including journey to and
from work?
Do I know what standards or expectations we have set with our
Asset Integrity/
Process Safety
Management
Q
contractors for worker accommodation and welfare conditions?
Q Do I know where the regularly contracted workforce live?
Q When did I last visit their accommodation? Would I eat and sleep there?
Q How have I made sure that contracted workforce know how to raise a
grievance and how do I ensure that a remedy is provided?
Process Safety
Fundamentals

21
 ASK – OTHERS (CONSIDER USING THE WORKER WELFARE
MANUAL FEEDBACK SURVEY STANDARD SET OF QUESTIONS)
Frontline Work
Execution

Q How are you treated when you bring up concerns or ideas

on improvements?
Q Do you know who is your site / asset representative working with
senior management / leaders when you want to share any concern or
feedback, e.g. workers union?
Q How do you raise grievances and, if a grievance is raised, how was a
Road Safety

remedy provided?
Q Do you know if workers do not feel treated with dignity, respect
and fairness?
Q What is the maximum number of workers per bedroom?
How do workers communicate with family: via phone, internet?
Care for People and

Q
Worker Welfare

Q Are there sports, recreation facilities and open spaces for all workers?
Q Are there concerns about (e.g.) secure environment, good nutritious food,
quality sleep and privacy, etc?
Contractor HSSE
Management
Asset Integrity/
Process Safety
Management
Process Safety
Fundamentals

22
 Contractor HSSE
Management

“Contractor safety performance

is critical to delivering Goal Zero.
No Harm. No Leaks.”

23
 Q Over two-thirds of Shell’s exposure hours are delivered by contractors.
Most high-risk activities involve contractors.
Frontline Work

Q
Execution

Q Most of our serious incidents and fatalities involve contractors.

The principles of Contractor HSSE Management are to:

Q Manage direct HSSE risks associated with contracted activities, starting
with unmitigated risk.
Q The risk management level for mitigated risk aligns with ALARP (As low as
Road Safety

reasonably practicable)
Q Risks are managed by the party best able to control them – the party
with clearest line-of-sight and capability.
Q The ‘how’ of risk management applied by specific contractors may vary
from Shell’s approach.
Care for People and
Worker Welfare

REFLECT – SELF
Q Who are the members of my Contract Management Teams?
Q What are the HSSE risks associated with the contracted activities?
Q How do I know the contractor company has the capability and resources
to manage these HSSE risks?
Contractor HSSE
Management

Q Which Subject Matter Experts (SMEs) do I engage to assist me in

understanding and managing high HSSE risks?
Q How well would I understand what is expected if I received this contract
as someone new to working with Shell?
Q How do I know the contractor is implementing the agreed HSSE controls,
and that these are working effectively?
Asset Integrity/
Process Safety
Management

Q How do I monitor and appraise the HSSE performance of contractors?

Q How often do I meet with the contractor management, and what are the
topics for discussion?
Q How do I monitor the contracted activities for changes in scope and risk?
Q How do I learn from contractor best practices, incidents and the other
unique knowledge and experiences they bring?
Process Safety
Fundamentals

24
ASK – OTHERS
How have the contractor’s personnel been made aware of the HSSE

Frontline Work
Q

Execution
requirements of the contract and any associated Contract HSSE Plan?
Q What HSSE induction is given to contractor personnel?
Q Where can I find the Contract HSSE Plan and is it regularly reviewed
and updated?
Q Does the contractor take corrective actions to address any
identified gaps?

Road Safety
Q Does the contractor work to understand the underlying causes of
incidents? Do they share their learnings with us?

Care for People and

Worker Welfare
Contractor HSSE
Management
Asset Integrity/
Process Safety
Management
Process Safety
Fundamentals

25
 Asset Integrity/
Process Safety
Management

“Our assets are safe

and we know it.”

26
This means:
We design and build so that

Frontline Work
Execution
risks are As Low As Reasonably We maintain the
Practicable (ALARP) hardware barriers

DESIGN TECHNICAL
INTEGRITY INTEGRITY

Road Safety
INTEGRITY
LEADERSHIP

Care for People and

OPERATING

Worker Welfare
INTEGRITY

For more detail consult the AIPSM Visible Leadership Questions handbook

Contractor HSSE
Management
REFLECT – SELF
Q Am I regularly reviewing leading and lagging Process Safety KPIs? Am I
challenging the greens and supporting the reds?
Q How well do I welcome “bad” news?
How do I know the people in HSSE Critical Positions are competent?
Asset Integrity/
Q Process Safety
Management

Q Do I know and keep a record of the significant process safety risks

associated with operational activities for my area?
Q Do I communicate how Technical Integrity, Design Integrity and
Operating Integrity impact on my assets area?
Q Are Process Safety risks managed to As Low As Reasonably Practicable
(ALARP) and do I maintain a sense of chronic unease around the controls?
Process Safety
Fundamentals

Q Do I provide constructive feedback to staff on how their behaviour

affects Process Safety performance, and do I communicate and
celebrate success?
Q Do I hold individuals accountable for their process safety behaviours
and performance?

27
 ASK – OTHERS
(ESPECIALLY OPERATORS AND SHIFT PERSONNEL)
Frontline Work
Execution

Q Which operations give you a feeling of unease, and why?

Q How do you incorporate learning from Process Safety incidents and
audits into procedures, work processes and training programs? How do
you track and communicate the closure of actions?
Q Could you take me through a few scenarios where you act as a human
barrier? What could hinder you? Are there alternatives?
Road Safety

Q What in your view are the Process Safety critical activities, and which
ones could be improved?
Q How do you manage your operational alarms, and how do you escalate
and respond when a safeguarding limit is exceeded?
How do you obtain approval for overriding Safety Critical Equipment?
Care for People and

Q
Worker Welfare

How many overdue overrides do you have active at the moment?

Contractor HSSE
Management
Asset Integrity/
Process Safety
Management
Process Safety
Fundamentals

28
 Process Safety
Fundamentals

“These ten fundamentals are a way of

caring for people and are crucial in
keeping everyone safe on site.”

29
 Include the Process Safety Fundamentals (PSFs) in your site visit agenda.
Frontline Work

These ten fundamentals are a way of caring for people and are crucial
Execution

in keeping everyone safe on site. During field visits, show your interest by
deep diving into 2-3 PSFs. Ask people to show you how PSFs are applied
in practice and how you as a leader can help create a more enabling
environment. The risk we may implicitly accept will define our safety culture.
Road Safety

!
1
1
2
2
Always use Do not leave an Take interim For all defined Walk the
Care for People and

two barriers for open drain or mitigating high risk Line – validate
Worker Welfare

hydrocarbon critical transfers measures in activities follow any line up

& chemical vents unattended case of failure of the procedures
and drains Safety Critical and sign off after
Equipment each step

MOC 0
Contractor HSSE
Management

Do not make Verify for Always check  Perform MoC Respond to

a change completeness of that equipment and install critical alarms
without proper tightness after is pressure free backflow
Management of maintenance and drained protection when
Change (MoC) work and provides connecting
Asset Integrity/
Process Safety

safe isolation utilities to

Management

before starting process

maintenance
work
Process Safety
Fundamentals

30
REFLECT – SELF
What does risk normalisation mean to me, and to those executing

Frontline Work
Q

Execution
the tasks?
Q How well do I advocate the PSFs in conversations with the front-line?
Q What is my role as a leader in maintaining focus on HSSE critical
operator tasks?
Q Before I allow for deviations, how can I better understand the need for
them? Am I willing to accept the risks PSF deviations bring?

Road Safety
Q How do I know that PSF dilemmas are thoroughly resolved with
transparent feedback?

ASK – OTHERS

Care for People and

Worker Welfare
Ask the following questions to help a deep dive conversation and listen for
any dilemmas people might be facing:
Q Where does this PSF show up at our location and why is it important?
Q If this PSF wasn’t followed, what could happen?
Q Where is it difficult to comply and why is it difficult? How are

Contractor HSSE
these dilemmas discussed with your leaders and tracked until they

Management
are resolved?
Q What should we do to get this right? What can I do to help?
Q How do you know your front-line leaders are always clear on how to
respond when PSF dilemmas are raised?

Asset Integrity/
Process Safety
Management
Process Safety
Fundamentals

31
 BOW TIE MODE L

The ‘Bow Tie’ Model illustrates the importance of both preventive and
recovery measures in dealing with risk. Risk is defined as the likelihood
that a Top Event (hazard release) will occur, combined with the severity
of the consequences of the event:

SCENARIO CONSEQUENCE
H
A
Z TOP
CONSEQUENCE
A EVENT
R
D
THREAT CONSEQUENCE
Recovery
Barriers
Measures

Prevention: Mitigation:
 keep within control limit  mitigate consequences
 reduce likelihood  plan for recovery/re-instate

RISK MANAGEMENT RESPONSES

Hazard: Potential to cause harm.

Threat: A possible cause that will potentially release a hazard and
produce a ‘Top Event’.
Control Barriers: Measure to prevent threats from releasing a hazard.
Event: The ‘release’ of the hazard, i.e. the first consequence.
Recovery Measures: Limit the consequences arising from Top Event Scenario.
Consequence: Event(s) that result from the release of a hazard.

32
 33
CHECK
The Risk Assessment Matrix (RAM) highlights the urgent need to reduce risk if the
risk is assessed in the red area (“Intolerable Area”) of the RAM and prompts the

Do I have a list of the most critical scenarios for my areas of responsibility?

Have I placed them correctly on the Risk Assessment Matrix and tested my mitigation
question: “Are we doing enough and are we doing it quickly enough?”

measures to ensure the risks are ALARP?

CONSEQUENCES INCREASING LIKELIHOOD
SEVERITY

People Assets Community Environment A B C D E

Never heard Heard of in Has Has Has
A SSE SSIN G R IS KS –

of in the the Industry happened happened at happened

I KNOW   MY R IS KS!

Industry in our the Location more than

Organisation or more than once per
or more than once per year at the
once per year in our Location
year in the Organisation
Industry
0 No injury or No damage No effect No effect
health effect
1 Slight injury or Slight damage Slight effect Slight effect
health effect
2 Minor injury or Minor damage Minor effect Minor effect
health effect
3 Major injury or Moderate Moderate Moderate
health effect damage effect effect
4 PTD or up to 3 Major damage Major effect Major effect
fatalities
5 More than 3 Massive Massive effect Massive effect
fatalities damage
 BE FORE A WOR KSITE VISIT

Q Clearly communicate your reason for being there – a true learning experience.
Q Schedule field time in your diary and stick to your commitment. Turn up in your
own PPE.
Q Agree upfront an agenda 75% on site and 25% office meetings. Know what
activities are happening on the day of your visit.
Q Know what the recent site achievements are. Use in communication to site staff.
Q Prepare prior to your visit by knowing current operations and sharing learnings
from similar activities; understand the essential people-related and operational
topics deeper than a high-level summary.
Q Know the HSSE performance of the site. Know about the latest HSSE events.
Prepare enough to adequately understand the real challenges.
Q Know the key contractors on site. Review the contractor-focused HSSE Action Plan.
Q Understand the welfare issues that the workforce care most about.
Q Invite a key Contract Holder/Line manager. Ask how you can support him/her.
If a request is made, make sure you follow through and seek feedback on whether
your input has helped.
Q Know the number of Life-Saving Rules observations for this site. Pick 1-2 to
specifically discuss improvements made within the system to prevent recurrence.
Q Ensure you have sufficient time. Plan to stay “overnight”.

34
DUR I N G A SITE VISIT

IMPORTANCE OF LEARNER MINDSET

If your site visit is based on curiosity, active listening and demonstrates care for
people, it will have a profound and positive impact on who you talk with.

Involve contractor leaders by holding joint visits. Engage with those doing the work
and test their understanding of the risks and how they are managed.

You role-model Learner Mindset when you:

Q Spend the majority (~75%) of your visit in the field.
Q Get to know the people working at the site and talk about the activities which
really matter to them to show that you hear their priorities.
Q Observe people’s behaviour rather than assessing site conditions.
Q Build relationships with both Shell and contractor personnel.
Q Acknowledge uncertainty, share that you do not have all the answers – that we
can always learn and improve.
Q Join a Tool Box Talk or Job Hazard Analysis. Thank the people who speak up.
Q Focus on the behaviour of people during work site visits. Visibly celebrate when
the team learns from mistakes.
Q Ask individuals and groups questions about their view of the effectiveness of
critical controls to breathe life into HSSE critical processes.
Q Feed back to the team on why ideas are taken forward or why they are not.

35
 Suggested conversation starters:
Q Tell me about your job? Show me what it’s like.
Q When are you able to perform your best? What gets in the way of this?
Q What did you and your team learn last time something went wrong?
Q When was an activity last stopped or paused due to safety?
Q Which HSSE hazards do you think need need more control?
Q Which tasks or activities have the potential to seriously hurt someone?
How do you know?
Q What needs to change for you to be more confident we can fail safely? Where
are we relying on people as our main barrier?
Q For which of these activities do we always depend on someone to do the right
thing to keep themselves and others safe?
Q For this activity / barrier, what can make the chances of a mistake more likely?
What can we do to make it less likely?
Q Create more impact by capturing the actions you will take to improve
performance on site. Avoid leaving actions lists for others.

After your visit:

Q It is of utmost importance for your credibility and the value of the visit to follow up
on what you learn or actions you take away
Q Take the time to talk personally to the relevant leader who will implement
an action at site – follow up with an email and CC the person who raised
the dilemma.

36
E FFE C TIVE C O NVE RSATIO NS

A B
Frame the work Humility, inquiry,
and share purpose listen intently and
create moments
for people to input
Set the Invite
stage participation

Respond
productively

C
Appreciate, learn, follow up and
address any non-compliance

Q Set the stage: everyone is clear on outcomes and performance expectations.

Starting work is not the first step; work only starts if everyone is ready, focused,
engaged with the right knowledge and aware of hazards and controls.
We always help each other to comply 100%.
Q Invite participation: create the conditions in which people feel safe and
responsible to share about the potential variations in the way work gets done
(Human Performance), listen carefully and answer critical questions in order to
keep everyone safe.
Q Respond productively: always thank someone who speaks up and
follow through on improvement opportunities, especially when things go
wrong. Prioritise learning when adverse events occur, be curious to discover
what went right as well as wrong and latent contributory conditions. If there is
an investigation, leaders wait for outputs before determining accountabilities.
In Shell, we call this Fair Event Handling.

37
 I NVE S TI GATE AN D LE AR N

EXPECTATIONS OF LEADERS
1. Demonstrate care for the investigation team and all those impacted.
2. Ensure the investigation team is curious and wants to understand the causes of
the incident.
3. Support your team in investigating incidents with high value learning, encourage
them to actively participate in learning sessions, and challenge them to adopt
actions that will address the causes identified.
4. Support, challenge and encourage investigation teams to make the
performance system of the organisation visible by discovering the technical,
procedural, and behavioural causes.
5. Create an environment in which gaining insight and preventing a repeat is the
primary objective following an incident or near miss:
a. Encourage staff to report incidents; remove blockers to reporting
b. Openly recognise worksite staff who report events
c. Avoid a rush to judgment
6. Allow your team to give priority to implementing corrective actions and verifying
the effectiveness of actions.
7. Look back on previous notable incidents and verify that the actions are effective
and sustainable.
8. Drive learnings and change based on Shell and external incidents:
a. Establish clear roles and responsibilities
9. Ensure that, for the incidents that are relevant to your assets, engagements take
place with the relevant audiences and relevant action plans are established. 

38
REFLECT – SELF
Q How do I engage my organisation to value and prioritise high value learning?
Q How do I ensure that we incorporate causally-reasoned Human Performance
analysis and Barrier Analysis in our investigations?
Q How do I know whether my organisation has learnt effectively from its own
incidents and from the incidents of others?
Q How do I drive effective and sustainable change in addressing causes and taking
corrective actions that prevent repeat incidents?
Q How do I involve contractors, to learn effectively from their and our incidents?

ASK – OTHERS
Q What are the key themes of our HSSE data profile? What has been put in place
to address them?
Q How do you ensure you spend sufficient time to embed learnings (through
engagements and corrective actions) from past incidents?
Q How was the learning from these incident investigations organised
(e.g. for operators, SMEs or contractors)?
Q What are the latest learnings this organisation has used to improve safety?
Q What changes were implemented?
Q How is it known whether learning from incidents, addressing cause and taking
corrective actions is effective and happening in a sustainable way?
Q What are the strengths and areas for improvement of learning in this organisation?
How can it be improved?

39
40
Define the expected behaviour before you test individuals’ behaviour using this flowchart.
Was the individual instructed/influenced to do this by a supervisor/manager? If so, assess supervisor’s/manager’s actions with this process.
If behaviour was not as expected – they made a mistake or did not follow a rule – use this chart to identify the type of issue.

Which description below best describes the behaviour? Was there more than one type of mistake or non-compliance?

Mistakes Organisational issues Personal issues

They did not They did not They were They would not They thought it They thought it They intended to
know how to use know a working in have been able would help the would help them do the job that
the procedure or procedure conditions that to get the job organisation reach a personal way and did not
it was too existed or the made mistakes done by achieve its goals goal (e.g. finish care about the
difficult to procedure was more likely (e.g. following the to do the job in more quickly) or consequences to
understand not available unfamiliar procedure that way (e.g. to they enjoyed themselves
situation) strictly meet a target, doing the job and/or others
avoid a that way
shutdown)

Mistake: Mistake: Mistake: Situational Optimising Optimising Reckless

understanding awareness work conditions non-compliance non-compliance: non-compliance: violation
organisational personal

Has this Does it happen Substitution test: would another person with similar Is it seen as normal Is it recurring or
happened before? frequently? experience have done the same thing in the same ‘custom and practice’? systemic?
FAI R E VE NT HAN DLI N G

circumstances?

Reproduced from the Hearts and Minds guide: Making Compliance Easier, available from the Energy Institute.
An individual makes the same The same or similar mistake is They say that everyone does it that way An individual repeatedly does not follow
or similar mistake several times made by different people around here – and everyone knows that the rule

Repeated mistake Routine non-compliance

ABOUT TH IS GU I DE

WHY To provide a tool for unlocking HSSE leadership at all levels to create
a safe working environment for staff and contractors at all times.

To create an enabling environment that unlocks leadership and inspires

people, creating a culture that delivers durable high performance.

WHO Leaders at every level.

WHAT Maintain the focus on Goal Zero. No Harm. No Leaks. And provide
questions and tools to leaders for effective HSSE management.

Shell plc and its various subsidiaries and affiliates (the “Shell Group”) are separate legal entities. In
this document the expression “Shell” is sometimes used for convenience where references are made to
those entities individually or collectively. Likewise, the words “we”, “us” and “our” are also used to refer
to companies in the Shell Group in general or those who work for them, and these references do not
reflect the operational or corporate structure of, or the relationship between, entities in the Shell Group.
The views and opinions expressed in this document are those of the individual contributors and do not
necessarily reflect the policies or positions of Shell plc or any other entity in the Shell Group. Nothing in
this document is intended to suggest that any entity in the Shell Group, including Shell plc, directs or is
responsible for the day-to-day operations of any other entity in the Shell Group.

Copyright 2022

The copyright of this document is vested in Shell International Exploration and Production B.V.,
The Hague, The Netherlands. All rights reserved. Neither the whole nor any part of this document
may be reproduced, stored in any retrieval system or transmitted in any form or by any means
(electronic, mechanical, reprographic, recording or otherwise) without the prior written consent of the
copyright owner.

Design: NS+R, Brand Centre of Excellence The Hague

Custodian: PTS/S Human Performance Manager
ECCN: Not subject to EAR - No release of Technology.

41
 GOAL ZERO
NO HARM
NO LEAKS
42
Scan here to download a digital copy
to any mobile device

43
 LIFE - SAVIN G RULES
Follow the Life-Saving Rules so that everyone
gets home safely

Bypassing Safety Confined Spaces Driving

Controls

Energy Isolation Hot Work Line of Fire

Safe Mechanical Work Working at Height

Lifting Authorisation