Global energy demand is projected to increase 35% by 2040, straining the supply of qualified energy workforce as many current workers approach retirement. New technologies enable production of harder to access energy resources but developing the trained workforce remains a barrier to meeting rising demand. Safety DNA analytics can enhance workforce processes from recruitment to development by evaluating individuals' propensity for safe behaviors based on cognitive and personality attributes. This helps improve safety culture, performance and outcomes by facilitating behavioral change at both the individual contributor and leadership levels.

1. Applying Safety DNA Analytics to
Enhance Your E2E Workforce
Process
info@gses.com

2. 2
Core Operating Thesis
Sources: ExxonMobil, The Outlook For Energy: A View to 2040, 2013
Center for Energy Workforce Development (CEWD), 2009
OECD: Organisation for Economic Co-operation and Development
Global energy demand is rising:
• Up 35% by 2040 world-wide
• Up 65% for non-OECD countries
Electricity generation will account for
more than half of the increase in global
energy demand.
Technology advances are enabling the
safe development of once hard-to-
produce energy resources.
The IEA estimates that $1.6 trillion per
year, on average, will be necessary to
meet energy demand through 2035.
As the above scenarios unfold, the OECD
energy workforce is aging and
approaching retirement.
QUALIFIED
ENERGY
WORKFORCE
GLOBAL
DEMAND FOR
ENERGY

3. 3
And This Just In…

4. 4
CEO Outlook on Key Skills

5. 5
Talent Management
Boards Give Their Companies an "F”
What is top of mind for
corporate boards?
Corporate directors
identified talent
management as their
single greatest strategic
challenge.
Source:http://blogs.hbr.org/2013/05/talent-management-boards-give/
by Boris Groysberg and Deborah Bell | 12:00 PM May 28, 2013

6. 6
What’s Keeping You Up at Night?

7. 7Image Source: Copyrighted property of 123RF Ltd., their Contributors or Licensed Partners and are being used with permission under license. This image may not be copied without permission from 123RF Ltd.

8. 8
Energy Demand vs. Your Talent Requirements
Who can fill the shoes? How? With what?
Sources: ExxonMobil, The Outlook For Energy: A View to 2040, 2013
Center for Energy Workforce Development (CEWD), 2009
Global energy demand up 35%
by 2040
Technology: No barrier
Investment: No barrier
Trained resources: Big barrier
Growing demand for skilled
operators and plant engineers
Highly competitive environment
30% turnover
“Boomers” retiring
Imperatives
Improve employee sourcing
Speed up onboarding
Increase up-skilling effectiveness
GLOBAL
ENERGY
DEMAND
QUALIFIED
ENERGY OPS
& ENGINEER
TALENT

9. 9Image Source: Copyrighted property of 123RF Ltd., their Contributors or Licensed Partners and are being used with permission under license. This image may not be copied without permission from 123RF Ltd.

10. 10
Performance Improvement
People
Performance
Using proper processes, technologies and services
from selection through development of an expert team

11. 11
Performance Improvement
What
§ Recruit Screen Select
§ Instructional Design
§ Fundamentals
§ Components
§ Systems
§ Plants
§ Expert-Troubleshooting
How
§ Behavioral Evaluation
§ CBT/WBT
§ Universal Simulations
§ Integrated Training
Programs
§ Visualizations
§ Custom Plant Simulation
§ Plant Advisor
Why
§ Revenue, Cost, Risk, Agility
§ Despite Technology –
Human most important
§ Overcome the Technology
Buffer
§ Engineering Cycle does not
build the necessary
foundation
§ Need a repeatable process
with predictable results

12. 12
Performance Improvement

13. 13
ü Create a digital
learning environment
TRAINING &
SIMULATION
TECHNOLOGIES
What You Can Do
E2E Life Cycle Simulation & Training Technologies
ü Improve design
accuracy
ü Reduce “Time to Autonomy”
ü Reduce attrition
ü Reduce time to
assess design
cases
ü Determine control
variables with greater
effectiveness
ü Reduce turn-
around times
ü Develop control strategies
in virtual plant setting
ü Increase production performance
ü Operate safely with
greater confidence
ü Improve process
understanding
ü Improve operator
effectiveness
ü Increase knowledge
transfer
ü Improve ability to
handle process upsets
ü Enjoy faster plant start-
ups & load maneuvers
ü Improved testing of modifications
to controls/ process
ü Reduce
operational risks
ü Reduce
environmental
incidents
ü Experience less
equipment damage
ü Increase plant
availability

14. 14
6 Important Questions
On the journey to develop employees into autonomous
decision-makers (i.e., make them Experts) how much is 1 less
day of training worth to you?
What does it cost to bring in an “outsider” SME versus
advancing someone from your own “bench?”
How much is a 1% improvement in operator effectiveness
worth to you?
How much would you save if you could eliminate 1 day of
commissioning and startup?
How much would you save if you could eliminate just 1
unplanned shutdown per year?
How much is 1 less reportable incident worth to you?

15. 15
Recruit | Screen | Select
Utilize a combination of behavioral
evaluation and hands-on simulator
usage as a means of increasing
throughput
Because finding the right people is
critical

16. 16
The History of Safety
Over the years we’ve looked at safety pretty much the same way
PPE
Training
Initiatives
What’s the result?

17. 17
Results
So why the lack
of change over
the past 35
years?

18. 18
Why The Lack of Change?
Continued focus on the same areas!
If nothing changes…
…nothing changes.

19. 19
FTEs Incidents
About 80% of all workplace incidents are caused by around
20% of employees
80/20 Rule

20. 20
• What makes a person who they are?
• Why do some students do better than others?
(with the same instructor & using the same curriculum)
• Why do patients respond differently to identical treatment?
• Do all your children learn and act in the same manner?
Consider This

21. 21
SafetyDNA

22. How it’s Done

23. 23
Why It’s Different
The impetus to change is moved from an external program,
to an internal understanding of oneself.
In other words,

24. 24
Stays in Control
– Emotional control under stress, and locus
of control
Aware of Surroundings
– Attention to details, alertness over time -
cognitive overload, short-term memory
recall
Follows Rules
– Respect for rules, responsibility, rule
bending/breaking
Exhibits Caution
– Comfort level with risk, thrill seeking,
impulsivity
The Four Factor S.A.F.E. Model

25. 25
Using Safety DNA to Facilitate
Behavioral Change

26. 26
SafetyMirror® Validation Results
0
4
8
12
16
20
High Risk Medium Risk Low Risk
16%
7%
4%
PercentageInjured
Probability of Any Injury?

27. 27
SafetyMirror® Validation Results
0
2
4
6
8
10
12
14
High Risk Medium Risk Low Risk
11%
5%
1%
PercentageInjured
Probability of an OSHA
Recordable Injury?

28. 28
Process for Developing Personal Safety

29. 29
Long Term Results of Program
14
5
0
2
4
6
8
10
12
14
16
Pre-Implementation Post-Implementation
SeriousSafetyIncidents
Reduction in Serious Incidents
NOTE: Sample size = 898 full-time employees. Serious incident included: doctor off-site,
recordable, lost time, motor vehicle, and property damage incidents.

30. 30
It All Starts At The Top…
Environment
Workforce
System
Safety Culture
Safety Performance
Leadership

31. 31
Safety DNA at the Leadership Level

32. 32
SafetyMirror for Leaders Validation
Results – Power & Utilities
InjuryDistribution
• Maintenance
services provider
in Power & Energy
industry
• Included over 180
leaders across 12
facilities
• Leaders who
performed poorly
on test had over
3.5 more injuries
on their crews
0%
10%
20%
30%
40%
50%
60%
High Middle Low
Injuries By
Safety Leadership Test Score
Test Score Group

33. 33
• Supervisors in an explosives
manufacturing facility of a
mining services company
• Supervisors with low safety
leader scores had over 16
times more incidents per
year in their area than
those who did well.
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
Annual Safety Incident Rate
High Test Score Low Test Score
SafetyMirror for Leaders Validation
Results – Explosives Manufacturing

34. 34
Process for Developing Personal Safety

35. 35
Process for Developing Personal Safety

36. 36
Long Term Results of Leaders Program
7.00
5
5.58
4
OSHA Recordable Rate Lost Time Injuries
Reduction in Serious Injuries
Prior to SafetyMirror for Leader Program
12-months after starting SafetyMirror for Leader Program
20%
Reduction

37. 37
Process for Developing Personal Safety
Leaders
Individual
Contributors

38. 38
Long Term Results of Leaders Program
6
1
PRE (7 MONTHS) POST (11 MONTHS)
Recordable Injuries
12
0
PRE (7 MONTHS) POST (11 MONTHS)
Lost Days
Reduction in Serious Injuries Over Time

39. For more information:
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Call: +1 800.638.7912
Email: info@gses.com
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