Académique Documents
Professionnel Documents
Culture Documents
AND
Minds
TM
y
sin
lit
CALCULATIVE
ta
cr
participate in improvement
Ac
d
activities.
an
REACTIVE
st
PATHOLOGICAL
In
Who cares as long as The HSE cultural change. We must balance our
we're not caught
Culture Ladder resources and efforts such that each
element receives the necessary focus.
Hearts
AND
Minds
TM
What will be the right action at the • Individual “Top Seven HSE Negative Consequences
right time to achieve this balance will priorities” identified aligned with • Coaching
vary across the business as a function job tasks • Criticism, Distrust
of differing levels of HSE cultural • People accept roles and are held • Just and Fair Discipline
maturity and local issues and accountable through meaningful • Dismissal
priorities. personal performance contracts • Injury and illness
that drive new pro-active
However, Hearts and Minds behaviours. 3. Pro-active Interventions
methodology across EP is common We work safely because we
and will focus on these Three Key 2. Individual Consequences are intrinsically motivated to
Elements and the supporting We understand and accept do the right things naturally,
processes. The tools and techniques that there is a fair system for not just because we are told
should be chosen from the Hearts and reward and discipline. to, and make interventions
Minds Toolkit. and actively participate in
The journey to bring HSE-MS to life improvement activities
1. Personal Responsibility is about changing habits, adopting
We understand and accept new pro-active behaviours and This element is the very essence of
what should be done and instilling a new level of compliance. bringing HSE MS to life, but also the
know what is expected of us. Showing appreciation and providing hardest to achieve. This requires
encouragement should continue. personal interventions to influence
This is about being “crystal clear” in There also needs to be a clear formal the behaviour of others and accept
our HSE expectations. Know exactly link between actions and conse- interventions by others. Intervention
what you expect of others and what quences to reinforce and reward the tools are accepted as part of a broader
others expect of you. Agreeing how required behaviours and actions, and change process towards improvement.
you are going to deliver on those to discourage incorrect ones.
commitments, and whether you have Appraisal systems also need to reflect There is a practical Hearts and Minds
the skills and competence to do it. the aspired goals, rewarding those toolkit that provides a process and a
who deliver but with the appropriate set of tools to support most general
To support this and remove ambigu- mechanisms in place when coaching HSE improvement programs as well
ous messages, these expectations and is needed. Unsafe acts at all levels as helping to solve specific problems
intentions must be part of a clear line must be dealt with immediately in a commonly observed in our
of accountability that is regularly just, fair and transparent way. operations. The tools are designed to
discussed so that people only accept Several of our operations already have allow those who wish to improve to
for what they can deliver. The foun- tools to make individuals clear what find their own best way forward,
dation for this is part of the existing the personal consequences will be for based on research and operational
management system. To support our their HSE behaviours and actions experience inside and outside Shell
behaviours towards Personal and should be applied uniformly. EP. They are designed on a “by you,
Responsibility, specific tools and They provide a framework for for you” basis, without the need for
techniques are integrated into the holding all people accountable for consultants. Leaders at all levels can
Global Hearts and Minds toolbox. their actions. Typical characteristics use these tools, and can act as
are: facilitators for those they manage.
Specific sub-elements are : They comprise:
• CMS identifies risks and controls Positive Consequences • Understanding your culture
• Roles and Responsibilities from the • Coaching • Managing Rule Breaking
CMS are made crystal clear for all • Recognition, praise, trust • Risk Assessment Matrix
• Create clarity and passion through • Just and Fair Reward • Making Change Last
1-to-1 discussions of Roles and • Career enhancing • Improving Supervision
Responsibilities • Feel better, be healthy, be safe • Seeing yourself as others see you
Hearts
AND
Minds
TM
• Driving Safely direction and coordination; but the are then you can use the specific tools
• Working Safely people who drive and facilitate any (Route A in diagram). Otherwise you
• Achieving situation awareness - program have to believe in the can use descriptions of the culture
The Rule of Three processes. Through their dimensions to identify specific
commitment to improve, a pull is improvement areas (Route B in
They are available in the form of generated whereby others want to diagram). Use the general tools and
controlled packages of brochures, participate, see the benefits, and plan how to make the change using
slide presentations, instructions etc. themselves become champions. In the Making Change Last framework
more advanced HSE cultures the and Hearts and Minds methodology
workforce will take the initiative, but to get everyone onboard from the
What do you do in practice? whatever the cultural maturity, the start.
Before setting of on this Roadmap to
Winning Hearts and Minds, we need
to ascertain “Why Bother?” Only if ARE YOU READY
TO CHANGE?
leaders are personally motivated to
make a difference to our HSE Understand Your Culture
performance, is this approach going (A) (B)
to deliver results. Only then will Realise you have problems Discover you still have a
from incidents, audits etc. way to go
people in our organisations truly Want to improve
change their perceptions of what is
expected from them. Using the Select the right tools to fix Identify what parts of the
Hearts and Minds process will the problem culture is lagging
Design change program
identify significant opportunities for
improvement, so everyone involved,
Find believers
especially senior managers, must see People willing to try
HSE Understanding What: An engagement tool to identify local strengths and weaknesses identifying a way to improve.
your Culture When: Use 1st to engage people, discover their aspirations and build a case for change (2-3 hours + follow up).
Seeing Yourself as Others What: HSE upwards appraisal tool to understand other’s perceptions and identify how commitment is turned into action.
See You When: Use 2nd to challenge the commitment and behaviours of any "safety leaders", (20 minutes + follow up).
Making Change Last What: A general tool for managing change and supporting any improvement process or organisational change
programmes.
When: To design your own tools (1 –2 hours to start).
Risk Assessment Matrix: What: Helps people understand their risks, makes them personal and stimulate action.
Bringing it to life When: Anytime to better manage the risks. (1 hour).
Achieving Situation What: To help everyone make better risk based decisions and be able to justify them.
Awareness: The Rule of 3 When: If people lose sight of their risks, or if complacency threatens to set in. Can be used anytime, especially when
there is change (<5 minutes).
Working Safely What: Intervention programme that builds on and supports existing programmes or can be run by itself.
When: If safe working practices are not being followed (8 hours in total, 1 hour slots).
What: A suite of exercises to change the behaviour of drivers and the people who manage them.
Driving For Excellence When: When driving is a significant risk, professionally or personally (8 hours in total, 1 hour slots).
5. Specific focus on supervision, holders are viewed as senior managers behaviour of their teams. They
contractors and contract by their contractors and will benefit therefore have to be ‘believers’,
holders. from the feedback they will receive demonstrating the commitment of
This group contains key players in on how their commitment to safety is top management and supporting and
building a strong safety culture perceived, by using ‘Seeing Yourself encouraging their staff when they
because most of our serious incidents As Others See You’. The other tools want to use the tools.
occur with contractors and involve an are just as applicable for contractors
element of ineffective supervision. and staff when specific issues are Creating Buy-in
Their Hearts and Minds strategy identified, such as weak supervision. Winning Hearts and Minds for HSE
should not differ markedly from the Underpinning the above proactive is about getting all to work safely not
overall strategy and ‘Understanding interventions must be the same firm just because they have been ordered
Your Culture’ is also for this group an basis of, crystal clear expectations to, but because that is what they
appropriate first step, but another from the client, commitments from want to do. The art of good manage-
useful approach is for contractors to the contractor, and commercial ment is to get people to want to do
use this tool to appraise their clients consequences for delivery. Supervisors what you may have already decided
commitment to safety. The contract have most impact on the day-to-day they should do. Help them to do so.
The Hearts and Minds logo is a Trademark of Shell and can only be
This brochure has been developed by SIEP B.V. for use by Shell
Hearts Group Companies but can also be made available to third
used with written permission from SIEP, EP-HSE. Documents with the
AND
Minds parties. SIEP B.V. does not accept responsibility for any
Trademark have been checked for their correctness and effectiveness.
TM consequences whatsoever of its use.
Shell International Exploration and Production B.V. ECCN: Not subject to EAR - No US content Unclassified
Postbus 60, 2280 AB Rijswijk, The Netherlands Copyright SIEP B.V. EP 2003-9103
P03978 – November 2003