WELLS

PERSONAL AND PROCESS SAFETY

ROADMAP 2015 - 2017

RESTRICTED
CONTENTS
Foreword 4

Introduction 6

Our Progress in Safety 8

The Way Forward 11

Safety Roadmap 2015 - 2017 12

Dropped Object Prevention 14

Barrier Ownership 16

Emergency Response 17

Contractor Safety Management 18

Actions 2015 20

Leadership Commitment 22

List of Definitions 23

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 3

 FOREWORD
Colleagues,

In 2014 we completed around 100 million man hours of work at our well locations
and continued to make progress in keeping the people that we are responsible for out
of harms way; maintaining the trend of last five years with a further reduction in our
Total Recordable Case Frequency.We also made progress on process safety through
delivery of our improvement program although we did see an increase in Barrier Event
Frequency at a global level. All of our achievements in this area are a
result of your hard work and safety leadership and for that I would like
to thank everybody involved.

This Wells Process and Personal Safety Roadmap 2015 - 2017 has
taken stock of what we have achieved and our underlying performance
resulting in a more focused improvement effort, with four key focus
areas: Dropped Object Prevention; Barrier Ownership; Emergency
Response and Contractor Safety Management.

On personal safety, despite our efforts to prevent dropped objects, we

are still not where we need to be. We incur one dropped object every
day in our operations and in June one of our contractors was fatally
injured as result of a dropped object. In 2015 we will focus on the
rigorous implementation of controls for lifting and hoisting activities,
especially crane and tubular running operations. On process safety,
we still have to finish what we started on our emergency response
capabilities. This is about having consistent, comprehensive and tested source control
plans that are aligned with the countries we work in. Building on our Think Process
Safety campaign, the next step in developing a process safety culture is about
ensuring staff in safety critical roles understand, own and maintain safety critical
barriers. Finally, in delivering our business, we rely a lot on contractors, and as such,
we will focus on assuring our contractors are meeting their contractual requirements
and the requirements of their own management systems and safety programs.

I would encourage all of you to reflect on your role as a safety leader and to work
with your teams in improving our safety performance in the areas discussed. With a
focus on effective implementation on these four themes we will accelerate our progress
towards Goal Zero.

Best Regards

Peter Sharpe
Executive Vice President Wells

4 RESTRICTED WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 5
 INTRODUCTION

Focused Targeted assistance

Interventions in specific risk areas

Personal and Process Priority Improvements

Safety Roadmap 2015 - 2017 to drive effective implementation

Wells HSSE & SP Manual Foundation Requirements

(Group HSSE & SP Control Framework) + Life Saving Rules

Figure 1: Managing Safety in Wells

The above triangle explains the way we manage safety in Wells:

The Wells HSSE & SP Manual, released in December 2014, sets the foundation
requirements to manage HSSE & SP risk areas in our wells activities. The Wells HSSE &
SP Manual describes how Wells will comply with the requirements of the Shell Group
HSSE & SP Control Framework.
The Wells Personal & Process Safety Roadmap 2015 - 2017 (this document), describes
the global priority improvement themes to drive more effective implementation in
achieving world class safety performance.
Acknowledging that there could be differences in the areas we operate, specific
targeted assistance through Focused Interventions will be developed to respond to
specific risk areas.

The Wells Personal and Process Safety Roadmap 2015 - 2017 comprises four strategic
themes. These strategic themes and supporting actions have been informed by an
analysis of our underlying personal and process safety performance, and addresses the
areas of highest risk to Wells. There is focus on fewer priority improvements to enable
more effective implementation. It is expected that these efforts will span several years,
and the roadmap is reviewed annually to assess the progress being made and to adjust
to changes where required.

The actions in 2015 based on this Roadmap represents the safety agenda of the Wells
Business Improvement Plan 2015 and the Joint Improvement Plans 2015 that are signed
with key contractors.

6 RESTRICTED WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 7
 OUR PROGRESS 400 16

350 14

PERSONAL SAFETY
300 12

Over the past 5 years, significant effort has been dedicated to building
250a culture of compliance and intervention
10 around

Number of Dropped Object incidents (Wells-SOV)

personal safety. 200 8

150 6

Frequently numbers/min hrs

100 4
TRCF per million working hours FAR per 100 million working hours 400 16
RAM4+
6 RAM1-3
50 2
350 14 Total Frequency
RAM4+ Frequency
0 0
5 08 09 10 11 12 13 14 14
300 12
YTD end Oct YE extrapolated

4 250 10

Number of Dropped Object incidents (Wells-SOV)

200 8
3

WELLS FAR 150 6

WELLS TRCF

Frequently numbers/min hrs

2
100 4
RAM4+
TRCF / FAR

RDS TRCF
1 RDS FAR 50 2 RAM1-3
Total Frequency
RAM4+ Frequency
0 0
0 08 09 10 11 12 13 14 14
07 08 09 10 11 12 13 14
YTD end Oct YE extrapolated

Figure 2: TRCF/FAR performance (Royal Dutch Shell vs. Wells) Figure 3: Number of Dropped Object Incidents and Frequency

Total Recordable Case Frequency (TRCF) has substantially Tragically, in 2014, one of these dropped objects led
reduced over the last decade, despite a significant growth to a fatality. Learning from this incident include the
in our wells activities. As depicted in the chart above, need to address shortcomings in our lifting and hoisting
between 2006 to 2014, the Wells TRCF declined from capabilities and in the effective management of our
almost 6.0 to 2.2, aligning our TRCF performance closer contractors and subcontractors. Gaps in Contractor
to the Group. management has also featured as a common finding in
Hand and Finger injuries make up approximately 50% recent LOD2 & LOD3 audits.
of our Lost Time and Recordable Incidents. Although not Over the last two years the frequency of dropped objects
completely eliminated, the injury trend has improved from has slowly reduced. However, the frequency of High
wearing mandatory impact resistant gloves and adoption Potential Dropped Object Incidents (RAM 4+ severity
of Hands-Free working practices (ABC Guide to Hands potential) has increased significantly compared to 2013.
Free Working) on our sites. In 2014, we have experienced more than 200 dropped
On Temporary Pipework, we have made progress in object incidents, of which 90 incidents were high potential
the implementation of the Temporary Pipework Manual, and could have resulted in a fatality. (Statistics correct up
especially in the use of safety restraints on our pipework, to end Oct 2014)
elimination of 2 Fig 602 and 1002 unions from our A detailed review of data by hazard type revealed that
operations and use of P&ID diagrams for walking the incidents related to Dynamic Dropped Objects represent
lines. over 75% of our high potential dropped object incidents.
On Dropped Object Prevention, risk to people has been Examples: top drive hitting the rig floor, a stand of drill
reduced through the progress made in implementation pipe falling across the derrick and hitting and breaking
and enforcement of Red Zones & No-Go Zones. a light resulting in the light falling to the rig floor, lifting
and hoisting activities and tubular running operations. As
However, there remains concern with regards to trends in such, a focused improvement effort is required to address
our Dropped Object Incident Frequency (DOIF). Despite the this to complement the progress made on preventing static
focus over the last five years, we still encounter a dropped dropped objects.
object incident almost daily in our operations.

8 RESTRICTED WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017

PROCESS SAFETY

Wells process safety is about keeping the hydrocarbons
in the pipe, the well or the reservoir. Since 2010, we
have undertaken a number of significant process safety
improvements, as depicted in the bowtie (Figure 4) and we
can take stock of some of these improvements.
On People, we have strengthened staff competency
through the implementation of the Round II Diploma for
our more experienced staff. Additionally, we developed
and rolled out Advanced Well Control programs. We
have now assessed the competency of our Technical
Authorities (TAs), HSSE Leaders and Front Line Barrier
Managers (FLBMs).
On Standards, we have released a number of safety
critical manuals (Pressure Control, Casing & Tubing
Design, Cementing and Management-of-Change (MoC)
and PSBR11 for Deepwater Well Design among others.
On Equipment, subsea BOP reliability has increased.
We have taken delivery of Shell owned capping stacks,
and the industry through Subsea Wells Response Project
(SWRP) has also completed delivery of capping stacks.
The use of eWCAT (Electronic Well Control Assurance
Tool) has allowed us to gain transparency on compliance
levels to company standards for people, equipment
certification and performance and barrier verification.
Similarly, eWIMS (Electronic Well Integrity Management
Systems) has provided transparency on our wells
compliance to preventive and corrective maintenance
schedules.
With much of the improvements on the left side of the bowtie
now completed or well underway, the focus is now shifting
to address:
Maturing the recovery barriers on the right-hand side
of the bowtie, to ensure that these too are effective and
auditable.
Building a process safety culture where individuals in
the front line know, and maintain safety critical barriers,
which we call Barrier Ownership. Think Process Safety,
launched in 2013, is the first step to help staff and
contractors gain an awareness of the ten critical areas
that will most directly influence wells process safety. This
also involves influencing the industry through OGP, COS,
IADC and others.
Our Barrier Event Frequency (BEF) has trended upwards
over the past two years (Figure 5). More than 60 percent
of Barrier Events related to Completions and Well
Intervention (CWI) activities. Where efforts to create
awareness with Think Process Safety had previously
prioritised drilling operations (WE), it is imperative that
the same awareness and expectations are stepped up on
Completions and Wells Interventions (CWI) activities.

90 1,8
1,6 36% increase
MITIGATE on Barrier Event
KEEP WITHIN 80 1,6
CONTROL CONSEQUENCES
CONTROL LIMITS INCIDENT RESPONSE count over 2013
Barrier Event Frequency (Number of BE per Million Exposure Hours)

& BARRIERS & RECOVERY PLAN FOR RECOVERY

REDUCE LIKELIHOOD
- RE-INSTATE 70 1,4

Technical and Blowout 60 1,2

HSE Standards Contingency Plan
& Procedures 1,0 1
50
Oil Spill
Equipment testing, Response Plan 37

certification 40 0,8
Cap and Contain 17

Competent Staff Equipment 28

30 0,6
Contractor Relief Well Plan
Number of Barrier events

Requirements
Technical Expertise 20 0,4
Right Safety Case 30
Emergency 27
0,2
Two Barrier Policy Response Team 10 20
BECWI
BEDrilling
0 0 BEF

Figure 4: Wells Process Safety Bowtie Figure 5: Barrier Event Types & Frequency

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 9

10 RESTRICTED WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017
 The Way FORWARD
OUR VISION

GOAL ZERO - Incident Free Workplace

This means that there should not be any fatalities, serious injuries or significant process safety incidents in the places where
we work.

OUR SAFETY ROADMAP

In order to achieve this vision, a Safety Roadmap 2015 - 2017 has been developed comprising of four strategic themes:

THEME CASE FOR ACTION GOALS FOR 2015 - 2017

DROPPED Over the period 2013 - 2014, there Zero fatalities and recordable cases
has been a significantincrease in as a result of dropped objects and a
OBJECT Actual and High-Potential Near Miss reducing trend in RAM4+ potential

PREVENTION Dropped Object Incidents Frequency, dropped objects incident frequency.

despite joint efforts with contractors

BARRIER Continue to build awareness on Industry leading process safety

process safety culture. Barrier Event performance through effective
OWNERSHIP Frequency (BEF) has trended upwards utilization of bowties and
over the past two years, with more implementation of barrier ownership
than 60 percent of Barrier Events
related to Completions and Well
Intervention (CWI) activities.

EMERGENCY When incidents do occur, we must Consistent, comprehensive and tested

be able to substantially mitigate the Source Control Plans with visibility of
RESPONSE consequences. This requires recovery shared resources within Wells and
barriers to be well-defined, tested and aligned with Country Emergency
verified as effective. Response Plans

CONTRACTOR Jointly put in place sufficient controls Contractors deliver improved HSSE
for managing the risks in our activities. performance (incl. Process Safety)
SAFETY Learning from recent incidents by taking ownership of effective

MANAGEMENT reveal shortcomings in the effective management of HSSE risks.

management of our contractors and
subcontractors

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 11

 SAFETY ROADMAP 2015 - 2017

2013 2014
DROPPED OBJECT PREVENTION
Develop & Implement LOB specific Dropped Object
Over the period 2013 - 2014, there has been a Prevention action plans
significantincrease in Actual and High-Potential Near Contractors develop own Dropped Object Prevention
Miss Dropped Object Incidents Frequency, despite standards through JSIPs
joint efforts with contractors.
Focus on static controls through LOD1/2

BARRIER OWNERSHIP
Think Process Safety Embed 10 TPS
Continue to build awareness on process safety
culture. Barrier Event Frequency (BEF) has trended
Develop and deploy pilots to
upwards over the past two years, with more than 60
Operationalise HSE Case barriers
percent of Barrier Events related to Completions and on bowties
Well Intervention (CWI) activities.

EMERGENCY RESPONSE
UA/DW - Develop Wells Emergency Response Master Plan
& Response Plans Checklist for
When incidents do occur, we must be able to
substantially mitigate the consequences. This requires
recovery barriers to be well-defined, tested and Gap Assessments against PCM
verified as effective.

CONTRACTOR SAFETY MANAGEMENT

Develop and implement JSIPs with key contractors, joint
Jointly put in place sufficient controls for managing safety days and Life Saving Rules Refresh
the risks in our activities. Learning from recent
incidents reveal shortcomings in the effective
management of our contractors and subcontractors.

12 RESTRICTED WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017

 2015 2016 2017

Sustain gains on Static Dropped Object Prevention Controls & Red Zone Management

Improve Knowledge of Dynamic Dropped Objects Controls

Improve verification of contractors Dropped Object Prevention Management systems

Sustain gains with Think Process Safety

Develop Master Bowties (WE & CWI)

Operationalise Bowties through Training & Verification

UI/DW Continue to build DW Source Control Capability

Review & test effectiveness of Well Control Contingency Plans

Strengthening Contract Holder Capability

Drive Contractor Self Verification

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 13

 DROPPED OBJECT Prevention
CASE FOR ACTION FOCUS AREAS

A fatality occurred in our operations in 2014. Learning from
this incident include the need to address shortcomings in our
lifting and hoisting capabilities (part of dynamic dropped
object prevention). Dropped Objects remain the highest
potential risk area for personal safety in Wells. Over the
period 2013 - 2014, there has been a significantincrease
in Actual and High-Potential Near Miss Dropped Object
Incidents Frequency, despite joint efforts with contractors.
GOAL
Zero fatalities and recordable cases as a result of dropped
objects and a reducing trend in RAM4+ potential dropped
objects incident frequency.
Based on incident causal analysis and in consultation with
wells operations teams, the following actions are expected
to help lay the foundations to achieve our goal.
Sustain the gains with effective on-site implementation of
Static controls and Red Zone/No-Go Zone Management.
Effective Red Zone Management is key as it ensures that
people are not in the line of fire when an object falls.
Improve controls related to Dynamic Dropped Objects:
Lifting and Hoisting, Transporting Objects with Cranes
& Trucks, Pipe & Casing running and Derrick Travelling
Equipment.
Improve adherence by Contractors to structurally and
effectively embed DROPS and Lifting and Hoisting controls
in their management system and organization capabilities.

2015 2016 2017

Sustain Gains
on Static
Dropped Sustain Gains with Static Dropped Objects Prevention controls and Red Zones / No-Go Zones
Objects
Controls

Include as part of on boarding

Develop Lifting & Hoisting
Train Contract Holders & FLBMs for new CHs and include as part
Basics Training
of FLBM HSSE Assessment
Improve
Knowledge
Develop and communicate Conduct reviews with at-risk
on Dynamic ASME network contractors, with help of SMEs
Dropped
Objects (L&H)
Revise Dropped Object
Rollout & Embed revised Dropped Object Prevention Manual
Prevention Manual

Improve
Verification of Joint audits at LOD1 & LOD2 on Dropped
Contractors conduct self assessments against own
Contractors Dropped Object Prevention and Lifting & Hoisting controls
Object Prevention Plans static and dynamic.
Management Where gaps exist, implement gap closure plans
Systems

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WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 15
 BARRIER Ownership
CASE FOR ACTION GOAL

Over the period 2013 - 2014, there has been an
increasing trend in Barrier Event Frequency, with more
than 60% of these incidents related to our Completion
and Well Intervention (CWI) activities. Where in previous
years, process safety awareness efforts primarily focused
on drilling activities (WE), a step up is required on the CWI
activities.
Think Process Safety has been used successfully to
communicate simple and consistent messages to leaders
and front line teams. The next step to building a process
safety culture is by making it personal, that is for people
in safety critical roles to understand and take ownership of
their safety critical activities.
Industry leading process safety performance through
effective utilisation of bowties and implementation of barrier
ownership
FOCUS AREAS
To sustain the gains made with Think Process Safety,
communication tool kits will be enhanced.
Wells Master Bowties will be developed for well control
(initially for 2 cases: drilling with deep-water MODU, and
rig-less CWI). The ongoing pilots to operationalise barriers
on the bowtie will rollover to the Wells Master Bowties
once available.
Teams will be provided with training on how to use the
bowties and contractors are expected to establish their
own internal self-assessment and assurance processes to
demonstrate that barriers are implemented and effective.

2015 2016 2017

Compile Best Practices in Toolkit for introducing Think Process

Think Process Safety Refresh
Sustain gains Safety to all staff (WE & CWI)
with Think
Process Safety
Attend Risk Assessment Master-classes & HEMP100 for Target Audiences

Develop Develop 1x Integrated Master

Develop 1x Integrated Master Bowtie
Master (Rig WE) and tools & training pack
Bowtie (Rig-less CWI) and tools
Bowties & training pack

Operationalise
Bowties Train Ops Team & Conduct LOD1/2
contractors (WE) assurance activities
through on use Bowties to confirm validity of
Training and and safety Cases barriers
Verification

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 EMERGENCY Response
CASE FOR ACTION Incident Command System

Increasingly complex wells are being drilled, Planning Logistics Source Control
completed and worked over. Over the period
2013 - 2014, there has been an increasing Vessels Wells
trend in Barrier Event Frequency. Much
improvement has been realised in the barriers
Cap & Cap Well Control
for keeping hazards within control. But when Shut-in & Flow Contingency Plans
incidents do occur, we must be are able
to substantially mitigate the consequences. This requires
recovery barriers to be well-defined, tested and verified as Figure 6: Incident Command System
effective.

With the adoption of the Incident Command System (ICS) for

emergency response by the Shell Group, there is a need to
integrate existing plans in Wells with the Center of Expertise
for Emergency Response (CEER) and Oil Spill Expertise
Center (OSEC).
GOAL
Consistent, comprehensive and tested Source Control Plans
with visibility of shared resources within Wells and aligned
with Country Emergency Response Plans.
FOCUS AREAS
For Deepwater Operations, define Source Control Master
Plans which comprise of the following elements. Ensure
staff are trained and verify capabilities:
Cap & Shut-in Plans
Cap & Flow Plans
Well Control Contingency Plans, as defined in the
Pressure Control Manual
For all Wells Operations, define Well Control Contingency
Plans and ensure that this is linked to Country Emergency
Response Plans. Verify capabilities.

2015 2016 2017

Use Industry DW Master Plan as template to develop UI DW Wells Cap & Shut-in
and Cap & Flow Plans. Link to Country ER Plans.

Build DW
Capability Verification through LOD2 & LOD3
Source Control Develop Source Control Capabilities Assessment Tool
assurance activities
Capability

Develop training for relevant staff on ER Master Plans Deploy training

Well Control
Contingency All LOBs to ensure that a Well Control Contingency Plan in Capability Verification through LOD2 & LOD3
Plans place and effective. Link to country ER plans assurance activities

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 17

 CONTRACTOR Safety Management
CASE FOR ACTION GOAL

We rely on our contractors for the safe delivery of our
wells. The right balance needs to be consciously struck
between Shell and our contractors to ensure that we have
jointly put in place sufficient controls for managing the
risks in our activities. Learning from recent incidents reveal
shortcomings in the effective management of our contractors
and subcontractors. Gaps in Contractor management has
also featured as a common finding in recent Line of Defense
2 (LOD2) and Line of Defense 3 (LOD3) audits.
Contract Holders and FLBMs need to be made aware of
basic requirements for Contractor Safety Management as
defined in the Wells HSSE & SP Manual. This is the primary
means of control that should be exerted. We should expect
our contractors to take more ownership be held accountable
for safe delivery.
Contractors deliver improved HSSE performance
(incl. Process Safety) by taking ownership of effective
management of HSSE risks.
FOCUS AREAS
Contract Owners and/or Contract Holders (CO/CH)
are responsible for managing contract performance.
Strengthening Contract Holder capabilities through
dedicated Contract Holders for priority contracts and
provision of specific training on minimum requirements
will help drive better safety and business performance.
Ensure that Contractors adhere to their own procedures,
by supporting contractors in developing and implementing
their own self-assessment and assurance activities. The
effectiveness of such system will be verified via joint audits
and assessment.

2015 2016 2017

Agree contracts to be
managed by dedicated CHs
Strengthen
Contract Develop and roll out a Contract Holder/Contract Owner on-boarding pack
Holder and/or refresher training program with the aim to define minimum expectations
Capability
Conduct gap analysis of Contractor
Develop & implement plans to
Management Plans vs Wells HSSE&SP
close the gaps
Manual (Control Framework) & CMCP

Drive contractors to develop and implement their own self-assessment Conduct joint audits and
Drive
and assurance activities, to complement Shell Wells Assurance process. assessments at LOD1 and LOD2
Contractor Self Demonstrate to Shell. to verify systems in place
Verification

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WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 19
 ACTIONS 2015
DROPPED OBJECT PREVENTION

No Description Who By When

Develop training pack for Contract Holders and FLBMs to explain minimum
requirements for lifting & hoisting, as defined in Wells HSSE & SP Manual.
VP HSE Q2 2015
Ensure that lifting and hoisting roles and responsibilities are defined for Wells
DO1 staff, including contractor staff.

Rollout
lifting & hoisting training pack to help Contract Holders & FLBMs 50% YE
VP LOB
understand the minimum Wells HSSE & SP Manual requirements 2015

UpdateDropped Object Prevention Manual and training materials to include

VP HSE Q3 2015
dynamic dropped object prevention controls. Prepare rollout materials.
DO2
Rollout
and ensure that dynamic controls in revised manual is implemented in Q4 2015
VP LOB
Dropped Object Prevention plans in all LOBs. onward

In
conjunction with Lifting and Hoisting Centre of Excellence, develop & publish
VP HSE Q2 2015
Wells Lifting & Hoisting Subject Matter Expert (SME) network

DO3 ContractHolders, with support from Lifting and Hoisting SME, to conduct
reviews with at risk contractors against minimum requirements for lifting 50% YE
VP LOB
& hoisting (At risk defined by FIM 2014YTD total and RAM4+ potential 2015
recorded incidents).

BARRIER OWNERSHIP

No Description Who By When

Enhance tool kit for sharing Think Process Safety best practices, including an
VP HSE Q2 2015
induction pack for all Wells staff (WE & CWI)

BO1
Use toolkit in developing plans to increase process safety awareness for CWI
Q2 2015
activities. Assess effectiveness through Line of Defense 1 (LOD1) and Line of VP LOB
onward
Defense 2 (LOD2) assurance activities.

Develop Well Control Master Bowtie for drilling (DP MODU), and for well
VP HSE & VP
intervention (rig less) activities, including the support tools to operationalise the Q3 2015
Discipline
bowties.
BO2

Communications
& awareness training of Contract Holders, Operations teams Q4 2015
VP LOB
(WE and CWI) and contractors on bowties and barrier ownership. onward

Update Wells training curriculum to include Process Safety subject knowledge:

25%
Develop and deploy Risk Assessment Master-class to TA1/TA2/TA3s VP HSE, YE2015
BO3 VP Discipline
Deploy HEMP100 training for Wells HSSE Critical Leaders & FLBMs & VP LOB 25%
YE2015

Amend Wells Distance Learning Pack (WDLP)

20 RESTRICTED WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017

EMERGENCY RESPONSE CAPABILITY

No Description Who By When

Use Industry DW Master Plan as template to develop UI DW Wells Cap & Shut-in
ER1 and Cap & Flow Plans. Ensure plans are linked to Country Emergency Response VP LOB Q4 2015
Plans and Incident Command System Structures.

Develop virtual emergency response team. PTE Well

Q3 2015
Control

ER2

Develop training for staff on Emergency Response Master Plans DW PS

Q4 2015
Manager

Develop Source Control Plans Gap Assessment Tool DW PS

ER3 Q4 2015
Manager

Verify that Well Control Contingency Plans for all offshore and onshore wells are
ER4 VP LOB Q4 2015
formally approved and effectively communicated to relevant staff.

CONTRACTOR SAFETY MANAGEMENT

No Description Who By When

Determine list of priority contracts to be managed by dedicated Contract Holders. VP LOB &
CM1 Q2 2015
Transition priority list to recommended levels of contract holder-ship. VP CP

EstablishContract Holder/Contract Owner on-boarding pack and refresher

training, which defines minimum requirements for Contractor Safety VP CP &
Q2 2015
Management as defined in Wells HSSE & SP Manual, as well as Group VP HSE
Contract Management Process.
CM2

Rollout
on-boarding pack and refreshed training to Contract Holders/Contract Q3 2015
Owners, starting with priority contract list. Conduct gap analysis of Contractor VP LOB onward
HSSE Plans vs Wells HSSE&SP Manual 25% YE2015

Coordinated effort to drive contractors to develop and implement their own

VP LOB & Q1 2015
CM3 self-assessment and assurance for high risk activities. Demonstrate to Shell that
VP HSE onward
contractors are following their own procedures.

Wells Assurance: Assess the Statement of Fitness, as defined in Wells HSSE

Manual, for Rig/Work-Over Unit, through joint Global Rig Start Up Team and VP LOB & 50% MODU
CM4
LOB teams. This will also include four main themes: Dropped Object Prevention, VP HSE YE 2015
Barrier Ownership, Emergency Response and Contractor Safety Management.

WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017 RESTRICTED 21

 LEADERSHIP Commitment
We will achieve our goals if each of us as safety leaders takes a personal
responsibility for safety and communicating the right expectations to our teams

EVP WELLS
Peter Sharpe

VP WELLS DEEPWATER VP WELLS TECHNOLOGY DEPLOYMENT

Jeff Wahleithner Jonathan Crane

VP WELLS UNCONVENTIONAL VP WELLS DISCIPLINE

Cindy Taff Sjoerd Brouwer

VP WELLS PERFORMANCE &

VP WELLS INTEGRATED GAS BUSINESS PLANNING
Davie Stewart Christian George

VP WELLS OPERATED VP CP WELLS

Martin Vos Toby Menard

VP WELLS HSE VP HR PT WELLS

Ivan Tan Jane Farquharson

VP WELLS NON-OPERATED GLOBAL SKILLPOOL

VENTURES MANAGER WELLS
Johan Surewaard Jason Peart

VP WELLS ARCTIC & ASSOCIATE GENERAL

REGULATORY AFFAIRS COUNSEL P&T
Don Jacobsen Jim Hine

VP FRONTIER
EXPLORATION WELLS VP FINANCE PT WELLS
Nicole Baird lndresh Kumar

22 RESTRICTED WELLS PERSONAL AND PROCESS SAFETY ROADMAP 2015 - 2017

List of Definitions
Static Dropped Object - a solid object, initially at
rest, that falls from its original position under its
own weight.

Dynamic Dropped Object - a solid object that

breaks free from its fastenings due to the applied
force from the impact of some other equipment or
a moving object.

Line of Defense 1 (LOD1) site specific

assessments to ensure that processes and
procedures are in place and effective. Conducted
by the teams on site.

Line of Defense 2 (LOD2) Assurance within the

Line-of-Business that a risk-based control framework
is in place and effective. Conducted by the Line-
of-Business, and in some cases with support from
Subject Matter Experts.

Line of Defense 3 (LOD3) Independent assurance

to demonstrate effectiveness of controls.
2015Edition
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