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De locatiemanager en Veiligheid Voorop Presentatie BZW Masterclass Bergen op Zoom , 16 Februari 2012 Annemarie van der Rest Manager Health, Safety and.

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Presentatie over: "De locatiemanager en Veiligheid Voorop Presentatie BZW Masterclass Bergen op Zoom , 16 Februari 2012 Annemarie van der Rest Manager Health, Safety and."— Transcript van de presentatie:

1 De locatiemanager en Veiligheid Voorop Presentatie BZW Masterclass Bergen op Zoom , 16 Februari 2012
Annemarie van der Rest Manager Health, Safety and Environmental Affairs Shell Nederland B.V.

2 Cautionary Note The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control, by having either a majority of the voting rights or the right to exercise a controlling influence. The companies in which Shell has significant influence but not control are referred to as “associated companies” or “associates” and companies in which Shell has joint control are referred to as “jointly controlled entities”. In this presentation, associates and jointly controlled entities are also referred to as “equity-accounted investments”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect (for example, through our 34% shareholding in Woodside Petroleum Ltd.) ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest. This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’, ‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’, ‘‘goals’’, ‘‘should’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for the Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserve estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended December 31, 2010 (available at and ). These factors also should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 16 February Neither Royal Dutch Shell nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation. The United States Securities and Exchange Commission (SEC) permits oil and gas companies, in their filings with the SEC, to disclose only proved reserves that a company has demonstrated by actual production or conclusive formation tests to be economically and legally producible under existing economic and operating conditions. We may have used certain terms in this presentation that SEC's guidelines strictly prohibit us from including in filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No , available on the SEC website You can also obtain these forms from the SEC by calling SEC-0330. When using the below cautionary note, please insert the date the document is first released or published.

3 PROFILE We are active in more than 90 countries
Worldwide we have 93,000 employees We produce around 3.3 million barrels of oil eq per day Our fuel retail network of around 45,000 service stations is the world’s largest We sell transport fuel to some 10 million customers a day In 2010 we generated an income of $ 20.5 billion Had total capital investments of $ 23.7 billion We are listed on the stock exchanges of Amsterdam, London and New York We are active in more than 100 countries and territories and employ 102,000 people worldwide. For more than 100 years our logo, the name ‘Shell’ and our distinctive red and yellow colours have identified the Shell brand. We believe that oil and gas will be integral to the global energy needs for economic development for many decades to come. Our role is to ensure that we extract and deliver them in economically, environmentally and socially responsible ways. Source: 2008 Annual Report 3

4 The organisation of Royal Dutch Shell, plc
Executive Committee DOWN UP I UPA P&T Supporting Processes Country organisation SN Operating Companies November 2010

5 The Cost of Accidents at Work
INSURED COSTS . Covering injury, ill health, damage. £1 UNINSURED COSTS (at least 10x higher) . Product and material damage . Plant and building damage . Tool and equipment damage . Legal costs . Expenditure on emergency supplies . Clearing site . Production delays . Overtime working and temporary labour . Investigation time . Supervisors time diverted . Clerical effort . Fines . Loss of expertise / experience £8-£11 The total costs per annum of minor damage incidents can be extremely high. A study (Bird) indicated that there are 40 minor incidents for each serious injury, and each typically costs $10000 due to various types of uninsured cost. There are about 1250 LTIs in Shell per year, which implies there may be minor incidents. This implies that the total minor incident cost in Shell could amount to some $500 million per annum. This is consistent with a Health and Safety Executive study, which showed that the cost of minor incidents can amount to a significant proportion of annual profit. Catastrophic accidents are more often associated with the oil industry and have a more visible profile (see next slide) Health & Safety Executive

6 Bedrijven beheersen veiligheid&milieu risico’s
Business Case Reduceeren van risico’s Kosten besparing Licence to operate Verbeteren reputatie Voldoen aan wetgeving Aantrekken nieuwe werknemers Stuwt het aandeel Externe verwachtingen Noblesse oblige Onderschrijven van internationale verdragen Rapporteren van verbeteringen Conclusie: een goede beheersing van veiligheid- &milieu- risico’s is belangrijk voor het bedrijfsresultaat

7 Excellente prestatie Leiderschap Opvolgen acties na incidenten
Near miss rapporten Leren van incidenten Life saving Rules Hearts&minds Cultuur Technische Integriteit Werkend Management systeem Excellente prestatie Onderhoud Process safety Managen risicos Audit programma Operationele procedures Competentie Certificatie Contractor management Mangement of change Emergency respons

8 An excellent company and its’ stakeholders
con Stakeholders such as Authorities Neighbours NGO’s Staff and contractors Continuous improvement Culture Technical Integrity Operating Management system Excellence Culture Technical Integrity Operating Management system Excellence Effective execution

9 Safety Culture Ladder GENERATIVE PROACTIVE Increasingly informed
PATHOLOGICAL who cares as long as we’re not caught REACTIVE Safety is important, we do a lot every time we have an accident CALCULATIVE we have systems in place to manage all hazards PROACTIVE we work on the problems that we still find GENERATIVE safety is how we do business round here Increasing trust and accountability Increasingly informed Safety Culture Ladder At the lowest level nobody cares about safety. At the generic level it has become a way of living. The next slide characterises some of the levels in between Further test methods are under development

10 Veranderingen in een bedrijf
Het proces Inventariseren barrieres en showstoppers Starten van het veranderproces Duurzaam veranderen, motivators De ontvangers Bewustwording en acceptatie (is er wel een probleem, herkenning) Hoeveel moeite kost het, (makkelijk, duidelijk, geloofwaardig) Draagvlak voor gewenst gedrag (hou het wiel draaiend) Beloning en motivatie Verandering is gewoonte geworden

11 Keeping focus on the Rules New slides for leaders
Version 1, March 2010 How to use this slide pack This slide pack can be used on its own or with existing Life-Saving Rules slide packs (Leadership Core Pack, Employee and Contractor Briefing Pack) for briefing leadership teams, supervisors and employees and contractors. The slides cover: trends and performance data for complying with the Life-Saving Rules in 2009; what success looks like going forward; engagement plans for 2010; and optional slides on the ABC model (how consequences affect behaviour) questions for leaders to consider to improve compliance.


13 Aspecten van leiderschap
Rolmodel, ken de regels en risico’s Duidelijke verwachtingen en aanspreken op verantwoordelijkheden Aandacht voor veiligheid, regelmatig terugkerend gespreksonderwerp Communiceer over veiligheid; luisteren en uitleggen Aanspreekbaar, ook voor de aannemers Zichtbaar, maar niet onvoorbereid Koffie drinken en luisteren Doe mee aan een activiteit b.v. JHA, LMRA, werkvergunning Beloon en vier successen

14 Samenvatting van de belangrijkste punten
Een bedrijf dat wil voortbestaan moet een goede veiligheidsprestatie hebben. Het verbeteren van de veiligheidscultuur is een reis, leiderschap draagt de verandering uit. Leiderschap bepaalt de richting, de inspanning en is het rolmodel. Vergeet niet de successen van veiligheid te vieren


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