1

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

2

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.

3

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.

4

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/

5

Hearts and Minds – Material Available Online

6

HSE Performance - Understanding Barriers

Video - Swiss Cheese Model

Access video at the bottom of page at:

http://www.eimicrosites.org/heartsandminds/

7

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.

8

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

9

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