Affective Safety Leadership - increasing safety through stronger interpersonal leadership. Years of internal post-fatality reviews and regional research have led DONG Energy Exploration & Production, DONG E&P, one of the leading energy groups in Northern Europe, to a new set of updated Ground Rules for the essential role of the Offshore Company Representative (CoRep). 

 The resulting focus in the increasingly complex drilling business must be "what not how", demanding the CoRep to engage with all parties in a safe, professional and meaningful way. This requires more than being right, it requires the greater level of interpersonal attention only found in ASL Affective Safety Leadership. Having updated the Ground Rules, DONG E&P engaged with CfL Centre for Leadership to design and develop a new way to implement and strengthen the corresponding behaviors. The result is the multifaceted and comprehensive DONG CoRep Program, of which the satisfactory completion is now a requirement for employment in DONG E&P Offshore Operation as Company Representative.
 The CoRep Program satisfies its objectives through cased based training and a unique set of mutually supportive technologies, from playing cards to iPads, on-site simulations with business actors and ILO-driven offshore coaching. This presentation introduced the objectives, the methods and the results -- the why, what and how -- of the highly successful CoRep program.

1. Why What How So…
©CfL & DONG 2013 ISSC 2013, Paper 5155 - 1 of 32
Affective Safety Leadership
∼ behavioral change findings
from the Nordic Offshore Industry
Paper 5155, presented at ISSC 2013
Ulrik Ramsing
ura@cfl.dk
August 2013
25-08-2013 E&P Kickoff 1

2. Why What How So…
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Agenda and company details will follow.
Appreciation of strong Team Effort, including
From DONG Exploration & Production
• Eigil, Magnus, Bente, Lise, Ellen Sofie
• 60+ CoReps and the supporting colleagues
From Danish CfL, Centre for Leadership
• Yvonne, Dorthe, Lars and Belinda
Housekeeping 1/2

3. Why What How So…
©CfL & DONG 2013 ISSC 2013, Paper 5155 - 3 of 32
Actively seeking partner
and/or pilot case(s)
for 2013-14 program execution
in the US, preferably within
energy or defense.
Please discuss here or via ura@cfl.dk
for further investigative.
Housekeeping 2/2

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Community
ASM & Realtime
Post 911 xp

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Why
What
How
So…Let’s get started…

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Why

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Why
Framing the problem by high level Oil Executives…

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Why
AFP/Getty Images

10. Why What How So…
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Macondo. Chief Counsel s Report, Chapter 5:
• Was: Robust risk analysis and planning
• But: Bad decisions during execution
• Future: Ask questions until
they are certain they get it right
Why

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Why

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Why
DONG E&P program is a requirement
for all CoReps
to go…

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Why
Let’s see, 3 min. from the DONG CoRep Program:
(forgive the loud sound; cropped from 10 minute intro with real-world complications)
Video removed in Slideshare version due to size

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What

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Level 5: Affective … adds purpose and
considers inter-human reactions.
Level 4: Culture … made the team follow the
rules even with an absent manager.
Level 3: Management … told you to follow
the rules or else…
Level 2: Rules … required you to stay on this side
and wear the hard-hat.
Level 1: Protection … fenced of the pit and gave you
a hard-hat.
What

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What

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What

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Commitment
Real exercises
Individual ILOs
Small classes
Mantra: Not the unsafe bolt
but the unsafe people
What

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All in Buddy-pairs!
Preparation
Personal Profile
ILO - Individual
Learning Objectives
CoRep Classes 3+4+4 days
Me & DONG Me & the TeamMe & Myself
Applied Learning
Off-site Readiness On-site Coaching
Alumni Network
Quarterly MeetingsObservation Circles
Supp. Audience
Target Workshops
What

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How

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How

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Sample 1 through 9 + Jokers:
Leaving
behind the
loud
expert…
1
v4.0
Welcome to theCompany Representative
Programme Cardsincluding the abbreviated
Ground Rules andcorresponding, essential
Leadership Toolbox
How

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Coaching through open
questions.
Giving & receiving
feedback.
Understanding
decisions and how
everything changes
under pressure
Sample Facecards:
How

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Example of what
matters most
How

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a few screens from the
How

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Slide to see
DONG CoRep
Portfolio:
• Cards
• Reference
• Notes
• Handouts
• Social
How

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Trials at Ullriggen…
How
… preparing for Offshore

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Live at Mærsk Giant
Photo by Belinda Lange
How

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How
Building
Relations
Leadership
Dialogue

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So…

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So…
-
2
4
6
8
10
12
14
S1 S2 S3 S4 S5 S6 S7 S8 S9 H1 H2 H3 H4 H5 H6 H7 H8 H9 C1 C2 C3 C4 C5 C6 C7 C8 C9
DONG My Self The Team
April 2013, After 46 M2 GR Prioritizations

32. Why What How So…
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“I know myself and my reactions”
“I understand how decisions are made”
“I offer an open, more engaging dialogue”
“I have a stronger foundation & toolbox”
“I am ready to step-up and step-in”
So…

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So…

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Sooner, better and more robust
- using shared references!
Images by Morten Nielsen Højgaard
So…
Video removed in
Slideshare version
due to size

35. Why What How So…
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Shared goal of increasing
market availability; let’s
do it together for your
colleagues, clients et al.
So…

36. Why What How So…
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Why Stronger interpersonal leadership
Robust decisions in real-time
What Addressing both Mind and Spine
Comprehensive long-term architecture
Cards of Ground Rules and Tools
How Individual Learning Objectives – ILO
Live simulation with real actors
On-site Coaching and Alumni network

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Ulrik Ramsing
ura@cfl.dk
25-08-2013 E&P Kickoff 37
Before time runs out…

38. Why What How So…
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Ulrik Ramsing
ura@cfl.dk
More questions right by the podio…
25-08-2013 E&P Kickoff 38