Charles Cowley

Shell International Petroleum Company Advisor - Health, Safety, Security & Environment:

Competence, Learning and ‘Hearts & Minds’ - Downstream

Safety Statistics Shell Group 1990-2004

PXE 10/05/04

Safety Statistics 1990-2004

0

2

4

6

8

10

12

14

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

Year

FA

R/L

TIF

/TR

CF

FAR

LTIF

TRCF

2004 target missed mainly due to major construction projects

Time

HSEManagement

Systems

Technologyand standards

Inci

den

t ra

teShell’s HSE Performance

Time

HSEManagement

Systems

Technologyand standards

Improved culture

Inci

den

t ra

teShell’s HSE Performance

Culture Ladder

Culture Ladder

PATHOLOGICALThe lawyers/regulator said it was OKI’ve done my bit for HSE this yearOf course we have accidents, it’s a dangerous businessSack the idiot who had the accident

REACTIVEWe are serious, but why don’t they do what they’re told?Lots of discussions to re-classify accidentsYou have to consider the condition under which we are working

GENERATIVEChronic unease (Mindfulness)Safety seen as a profit centreNew ideas are welcomed

PROACTIVEResources are available to fix things before an accidentManagement is open but still obsessed with statisticsProcedures are “owned” by the workforce

CALCULATIVEWe have our HSE-Management System – we’ve cracked it!Lots and lots of auditsWe collect lots of statistics

Incr

easi

ngly

Info

rmed

Incr

easi

ng T

rust

and

Acc

ount

abili

ty

• Focus on correcting Latent Conditions

• Focus on Leading Indicators

• Accountabilities are clear and well understood

• Individual Consequences are ‘fair and just’ and well understood

• Interventions are normal and welcomed

Characteristics of a “Proactive” Culture

Overall Objectives of the Hearts & Minds program:

• People doing the right things naturally rather than forcing them

• Lasting change

Hearts and Minds tools - design premises

• Established theories (e.g. Change Processes, Tripod,

BBSM, etc)

• Pleasant, well designed and printed, Fun, Short

• Fit for local work environment and national/work culture

• Not another major management initiative

• Build on methods that people are used to and that work

well

• No need for outside facilitation; accessible science

• For small groups, finding ways to solve their problems

• Creating change, not just diagnosis

“Understanding Your Culture”

Change Management Process

Introducing Hearts and Minds

A Balanced Approach

• TOP-DOWN– Show an interest, ask

questions– Ask about successes– Set clear expectations – Speak enthusiastically about

it – Praise people – Use some tools yourself– Support pull from the bottom

• BOTTOM-UP– Involve the workforce– Create enthusiasm and

ownership – “Breed believers” not train

the trainer– Make it fun, pleasant– “Fishing” and “pull”

Conclusion

• The idea is simple

– A project will succeed if people want to achieve it and feel personally involved

• Tools are constructed to support the development of a ‘Culture of Safety’

• Don’t rush

– Results will take time