About
Shell is devoted to safety and has worked hard to get to the place we are today. Using world class processes, we have learned how to decrease unit costs and improve safety and environmental performance consistently across all of our complexes around the world. We work to find energy in a socially and environmentally responsible manner. We strive to always be raising the bar in terms of excellence and safe performance.
Below are a handful of links that will take you down the page to explore more about Shell and the CAB Region, what we’re all about and who is included in the CAB Region.
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| Burnt Timber Complex | Caroline Complex | Shantz Sulphur Forming & Handling Facility | West Country (Limestone, Clearwater & RAM Fields) |
CAB Mission
Our mission is to achieve and sustain competitve financial returns and revenue/value growth acceptable to our stakeholders. We will accomplish this through operational excellence in our exploration, development, operations and business/commercial activities and by recognizing the needs of our key stakeholders.
Key stakeholders are share holders, employees, customers and the public (specifically governments, regulatory authorities, special interest groups and local communities).
Our mission is aligned with that of Resources.
We will achieve our Mission by acting together and in concert with our partner groups to deliver results and enhance key business processes.
What We Do
How We Work
Operational Excellence: Relentlessly Pursuing Goal Zero
“...with the discipline to do what we say we will do.”
In simple terms, Operational Excellence is about relentlessly pursuing zero.
- Zero injuries – No one gets hurt
- Zero high potential incidents
- Zero production left behind
- Zero unplanned shutdowns – Keep it flowing
- Zero spills
- Zero environmental contraventions
- Zero construction or maintenance defects
- Zero loss of containment – Keep it in the pipes
- Zero lost opportunities
Culture is another key in succeeding at operational excellence. The cornerstones to our culture should be:
- Accountability – Step up to the plate , take ownership, or get out of the game
- Simplification – Think lean. Processes should be simple and effective. If you can’t explain the process, it’s too complicated
- Cost focus – Spend it as if it were your own
- Performance management – We do what we say
Tom Snowden
Complex Manager – Caroline, West Country
Roger Stillwell
Complex Manager – Burnt Timber, Panther, Shantz
Our Journey to Greatness
How did we get to be where we are today? World class processes that increase availability, decrease unit costs and improve health, safety and environmental performance are consistently applied across all complexes across the region, the country and the world. Great People, Great Processes, Great Execution, and Great Results.
Our Mission is Operational Excellence which means diligently doing a number of things to ensure we fulfill that mission.
- No Harm to People – nothing else is ok
- Improve work processes consistently and efficiently
- Consistent application of best practices across all complexes
- Improve performance and accountability in profitability, employees, customer focus, HSE, reliability, unit cost and growth
Key Strategic Focus Areas
Great People
- Build and implement our People Processes – OCA, Succession, Recruitment
- Leadership training to all first line, core process roles and responsibilities standardized and documented
- Leaders variable compensation tied to behavior
Great Processes
- 100% compliance with Core Processes – HWGD, OIA (operating limits and Work Break–down planning)
- Standardized leading measures and accountability, enterprise wide
Great Execution
- Disciplined, focused Process Change working enterprise wide
- Act fast and smart, then move on
Great Results
- As measured by Top Quartile Lifting Costs E&Y and Plant Efficiency and Competitiveness
Key Work, “How Work Gets Done”, Process
Management System
- Set the “Quality” standard – first time right
- Identify “WHO” and the expectations at each step of the process
- Analysis and feedback loops throughout the process
- Identify common themes and design improvement interventions
- Supervisor Tours – Phase 2: Audit and track safety barriers and waste reduction
