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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

ActivityIdentify risks

RequirementsTo be accomplished

MethodHow

Team Assessment

Add

ExecuteContinuously risk

evaluation

COURAGEOUS • OPEN • HANDS-ON • CARING

Pla

nn

ing

Ex

ec

uti

onE

va

lua

tio

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 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 learningLearning

Control

Leadership

Status: Draft

Work processes Day-to-day leadership

Per

form

ance

Interaction

COURAGEOUS • OPEN • HANDS-ON • CARING

Control

+

Learning

Compliance in practice

Leadership

Status: Draft

8

Work processes Day-to-day Leadership

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

ActivityIdentify risks

RequirementsTo be accomplished

MethodHow

Team Assessment

Add

ExecuteContinuously risk

evaluation

COURAGEOUS • OPEN • HANDS-ON • CARING

Pla

nn

ing

Ex

ec

uti

onE

va

lua

tio

n

Status: Draft

9

Work processes Day-to-day Leadership

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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?

Emphasize

performancestrengthsFocus: 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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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

Co

ntr

ol l

ine

Communicator

Role model

Coach

En

able

lin

e

Per

for m

ance

Interaction

Compliance in practiceL

earn

& im

pro

ve

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)