Post on 04-Aug-2020
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Copyright of Royal Dutch Shell
Hearts and Minds
Our Journey to Goal Zero
Sustainability
UA Road Safety Focussed
Delivery Group
Sept 24, 2014
Rodrigo Ribeiro - Heavy Oil Logistics Manager
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Objective of Hearts & Minds
To develop a general understanding of the tools which will bring
about a sustainable step change in behaviour and help to have
Proactive HSSE Culture, everyone, everywhere.
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What is Hearts and Minds?
Hearts and Minds is a toolkit intended to help organizations to
improve their HSE performance by:
1. Leading the way – the ‘route to the top’ of the HSE culture ladder
2. Providing the process and tools to get everyone involved and to
facilitate behavioural change –the necessary components of a
solution
The Hearts and Minds Toolkit enables you to create a truly proactive
and generative approach to HSE management.
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Hearts and Minds?
What is “HEARTS and MINDS” about?
Promoting the understanding and
development of personal motivation for
Safety in the workforce.
Access Material at http://www.eimicrosites.org/heartsandminds/
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Hearts and Minds – Material Available Online
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HSE Performance - Understanding Barriers
Video - Swiss Cheese Model
Access video at the bottom of page at:
http://www.eimicrosites.org/heartsandminds/
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Principles of Hearts and Minds
Highly motivated people feel in control or feel powerful, competent and high
on self-efficacy. These people are intrinsically motivated to do their job.
Less motivated people don't feel in control or feel powerless, less
competent and low on self-efficacy. These people show less initiative.
Extrinsic rewards can move the locus of control from internal to external,
praise and reward for quality of performance may increase the internal
locus of control.
Under certain circumstances rewards and incentives may change
behaviour, but it is also true that intrinsic motivation may be hampered..
Although behaviour may be changed, underlying beliefs may remain
unchanged. This suggests that reversion to old behaviour patterns is very
likely.
Belief is a crucial factor in determining how and why people will behave.
Values may be acceptable but expectations will be driven by beliefs.
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Managing Rule Breaking
Why do people break rules?
What can we do to manage rule breaking?
“One of the common causes of accidents is Rule Breaking”
• People fail to do what is intended – introduce errors • People can break the rules intentionally – make violations People can be characterized as Sheep or Wolves
Error +
Violation =
Disaster
Sheep follow the rules but also follow bad rules
Wolves make their own decisions as they see fit
Which one are you?
“An organisation involved in hazardous work needs both wolves and sheep to operate profitably and survive”
1. Ask people if they EXPECT to have to break the rules
2. Planning – rule breaking is often a consequence of poor planning
Types of problems Unintentional – understanding
Unintentional – awareness
Routine – repetitive
Situational – prevailing conditions
Optimizing – boredom, understanding
Exceptional – unfamiliar situations
Creating Compliance Rewards – competition, financial
Praise – personal letters, talks
Group pressure – team control
Forcing functions – hard barriers
Punishment – face, fines, demotion
Coach or Discipline
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HSE Culture Ladder
The video can be accessed at: http://www.eimicrosites.org/heartsandminds/userfiles/file/UYC/UYC%20Animation%20-%20Safety%20culture%20ladder%20English.swf
What is our culture?
Question 1 2 3 4 5
1. Is management interested in communicating HSE Issues with the workforce?
2. Who causes accidents in the eyes of management?
3. Competency / Training, are workers interested ?
4. Is the company good at planning?
5. What is the purpose of procedures?
6. How is HSE monitored on a day-to-day basis ?
7. Incident / Accident reporting, investigation and analysis?
TOTAL
We will ask you some questions, decide which answer applies to your operation
Fill in the score.
Answer honestly. There is will not be any requirement to share your answers
Question 1. Is management
interested in communicating HSE
issues with the workforce ?
1 2 3 4 5
Management
only
communicates
HSE issues by
telling workers
not to cause
problems
After incidents
HSE rules are
passed down
from top
management.
Management
interest gets
less as things
get ‘back to
normal’.
Management
shares a lot of
information
with workers
and passes on
a lot of HSE
initiatives.
Mgt does a lot
of talking but
does not really
listen
There is a two
way process of
communication
about HSE
issues in
place.
Management
ask as well as
tell.
There is
frequent and
clear two way
communication
about HSE
issues in
which Mgt gets
more
information
back than they
provide.
Everyone is
told when
there is an
incident.
Question 2. Who causes accidents in
the eyes of management ?
1 2 3 4 5
Staff are blamed
and it is
believed that
accidents are
part of the job.
Staff directly
involved in
accidents are
often held
responsible.
There are
attempts to
remove
‘accident prone
workers’.
It is believed
that accidents
are often just
bad luck.
Mgt often
consider that
workers cause
the problems.
Faulty
machinery, poor
maintenance
and people are
seen as the
cause of most
incidents.
There are
attempts to
reduce
personnel
exposure to
hazards.
Accidents are
blamed on ‘the
system’.
Mgt looks at the
whole HSE
system,
including
systems and
procedures
when
considering
cause of
accidents
They admit that
management
must take some
of the blame.
Blame is not an
issue.
Mgt accept
responsibility to
remove
underlying
causes.
Mgt take a broad
view of HSE,
looking at the
overall
interaction of
systems and
people.
Question 3. Competency / Training, are
workers interested ?
1 2 3 4 5
Workers don’t
mind
exchanging
their working
environment for
a few hours “off
the job”.
HSE training is
seen as a
necessary pain
in the neck.
Training is
attended when it
is required by
law.
Training is
aimed at the
person. “If we
can change
their attitudes,
everything will
be alright”.
After incidents
extra money is
available for
training but this
decreases over
time.
Competence
records are
available and
standard
training is
given.
Knowledge
gained in
training is
tested.
Staff are keen to
show they have
attended
courses.
There is also
some OTJ
training.
Mgt fully
understand the
importance of
tested skills on
the job.
The workforce
is proud to
demonstrate
skills in OTJ
assessments.
Some training
needs are
identified by the
workforce.
Competence
development is
seen as a never
ending process.
The workforce
asks for training
and forms an
integral part of
the process.
Question 4. Is the company good at
planning ?
1 2 3 4 5
There is no
HSE planning
and little other
planning.
Work planning
concentrates
on the quickest
and cheapest
way to do the
job.
HSE planning
is based on
what went
wrong in the
past.
There are
informal work
planning
processes
focussed on
managing the
time taken for
a job.
There is a lot of
emphasis on
Hazard
Analysis and
PTW.
There is little
use of
feedback from
incidents to
improve
planning.
People believe
that the
‘system’ works
well and will
prevent
incidents.
Work and HSE
issues are
integrated in
planning.
Plans are
followed
through and
there is some
evaluation of
the
effectiveness
of the planning
by supervisors
and line
management.
There is a good
planning
process with
identification
of problems.
Employees are
trusted to do
most planning.
There is less
paper, more
thinking, and
the planning
process is well
known and
discussed.
Question 5. What is the purpose of
procedures ?
1 2 3 4 5
The company
develops HSE
procedures
only when
really
necessary.
Procedures are
seen as limiting
peoples
activities in
order to avoid
lawsuits or
harm to assets.
The purpose of
HSE procedure
is to prevent
incidents from
happening
again.
They are often
written in
response to
accidents and
their overall
effect may not
be considered
in detail.
There are many
HSE
procedures
serving as
‘Barriers’ to
prevent
incidents.
Some HSE
procedures are
replaced by
training and
competency
requirements.
HSE
procedures
spread ‘Best
Practice’ but
are seen as
occasionally
inconvenient by
a competent
workforce.
Efforts are
made to
remove rules
and procedures
that are hard to
follow.
Management
trust in the
workforce to
identify
situations
where the rules
should be
challenged.
Non-
compliance
with HSE
procedures
goes through
clearly defined
channels.
Procedures are
continuously
updated for
efficiency.
1 2 3 4 5
Question 6. How is HSE monitored on a
day-to-day basis ?
There is no
formal system
for checking
HSE problems
on a day to day
basis.
Individuals are
supposed to
take care of
themselves.
There is a
reliance on
outside experts
to spot
problems.
Superficial
checks are
performed
management
when they are
visiting, mostly
after incidents.
There is no
formal system
for incident
follow up.
Site activities
are regularly
checked by the
line for HSE
issues, but not
on a daily
basis.
Inspections
aim to check
that
procedures are
being followed.
Supervisors
encourage
workers to
check HSE for
themselves.
Managers
walking round
are seen as
sincere.
Internal
inspections
between
departments,
take place,
involving
managers and
supervisors.
Everyone
checks for HSE
hazards,
looking out for
themselves and
their work
mates.
Supervisor
inspections are
largely
unnecessary.
1 2 3 4 5
Question 7. Incident / Accident
reporting, investigation and analysis ?
Many incidents
are not
reported.
Investigations
only take place
after serious
accidents.
Analysis does
not consider
human factors
or go beyond
legal
requirements.
Priority is to
protect the
company and
its profits.
There is an
informal
reporting
system but
investigation is
aimed only at
immediate
causes, with a
paper trail to
show it has
taken place.
Investigation is
focussed on
finding WHO is
at fault. There is
little follow up
and previous
events are not
considered.
There are
investigation
procedures
producing lots
of data and
action items but
opportunities to
address the
REAL issues
are often
missed.
Follow up
remedial
actions
concentrate on
training and
procedural
solutions.
The company
has trained
investigators
and follow up
checks to
confirm
changes have
taken place.
Reports are
sent company
wide to share
learning.
There is little
creativity in
finding out how
underlying
issues could
affect the
business.
Investigation
and analysis is
driven by a
good
understanding
of how
accidents
happen.
Issues are
identified by
considering a
wide range of
incidents.
Follow up is
regular to check
that changes
have occurred
and are
maintained.
What is our culture?
Add up the score and divide by 7
Your average score will show you where your organization is on the culture ladder
Perception is reality. Suggestion is for you to take this test with your employees and see how they view the organization
Hearts and Minds
Achieving Objectives
PERSONAL RESPONSIBILITY – we understand what should be done and know what is expected of us
INDIVIDUAL CONSEQUENCES – We understand and accept that there is a fair system for reward and discipline
PRO-ACTIVE INTERVENTIONS – We work safely and make interventions and improvements because we are motivated to do the right thing naturally