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The objective of the visible leadership action is to engage

Quantify the importance of the extension of and inspire crewmembers by getting CEOs and senior leaders this safety culture throughout the entire orga- on board vessels. These leaders are expected to thoroughly nization, from the CEO to the newest hire?

The ? rst step in establishing a strong safety culture in any plan these visits and demonstrate a passion for safety and organization is a statement of commitment from the highest genuine interest in personal safety. The leaders solicit feed- levels. To embed this statement at all levels in the organizations back on board, follow through on actions, and communicate requires that the statement be more than just a document posted the results of these visits to their ? eets. Tools have been devel- to a bulkhead. Leadership must demonstrate every day, through oped to ensure consistency, and a simple, online tool has been actions and not words, that the policy statement is meaningful. created to record visits. Shell is conducting follow-up visits to

This is very dif? cult in the maritime industry, where the vessels measure the penetration of the senior leader’s key messages and people are for the most part out of sight of management. on board, which are also recorded using an online tool. Each

Since 2012 Shell has taken a leading role in furthering in- partner CEO has committed to a frequency of 12 visits per dustry safety by creating the “Maritime Partners in Safety” year, four of which are to be undertaken by the CEO. I have program. As a major operator and charterer of vessels, Shell conducted some of these veri? cation visits myself, and have cannot work in isolation to realize the goal of a zero incident personally seen and heard of the positive impact on crews. industry. To support this aim we have created a network of This visible leadership initiative has great potential to make a 500 partners, engaging a collective dialogue & commitment at signi? cant impact on safety.

ship owner/operators/CEO level, who share the same aspira-

We have written many times over the years re- tion of ensuring personal safety as a non-negotiable in the way garding the nature and cause of maritime casu- that we work together. Together, we have reduced the number alties and the “Human Factor,” and depending of signi? cant incidents by a factor of three so far. Safety not on who you speak to, the “Human Factor” may only means people go home safe to their families, but it also account for more than 80% of all maritime ca- is good business. Reducing incidents in the industry bene? ts sualties (versus, for example, mechanical fail- everyone’s bottom line.

ure). With this as a backdrop, how do we (as a

At annual events in London, Rotterdam, Singapore and ship’s crew, as a company, as an industry) best

Houston, we invite the CEO’s of our partners to make a “Zero learn from our mistakes to reduce the risk of

Incident Industry.” Through these conferences three actions repeating in the future?

were agreed: ¦ Visible Leadership – “I care, I want to know, In my ? rst role with Shell I was responsible for reviewing I want to check for myself.” incident reports submitted by our U.S. and Canadian carriers ¦ Activity Focus – “Doing things right, with for incidents that occurred while a vessel was on charter to thorough implementation.” Shell in North America. At ? rst the quality of the root cause ¦ Lessons Learned – “The front line staff analysis was a major issue, in part because the reports are need to know, understand it, and apply it.” largely written by people with no investigations experience or

Shell is building the world’s first floating liquefied natural gas facility (FLNG), which has the potential to revolutionize the way natural gas resources are developed and to unlock vital energy resources offshore.

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