ANDMindsHearts

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World-class HSE performanceWorld-class HSE performanceinvolves more than mechanicallyapplying a management system itrequires the involvement of all in theorganisation, from top to bottom.Winning Hearts and Minds isintended to help the organisation toimprove by: 1. Leading the way the Route to

the Top of the HSE Cultureladder.

2. Providing process and tools tofacilitate behavioural change the necessary components of asolution

The Route to the TopThe overall Route to the Top(world-class HSE performance) meansprogressing up the HSE Cultureladder, developing an HSE maturity

to become truly pro-active and gene-rative. There are many advantages tobe had from such improvement andthese will have impact well beyondour HSE performance. The workloadactually decreases as an organisationbecomes pro-active. Increasing trustand informedness allow us to get onwith our work without requiringextra supervision and control; auditsbecome more efficient and directed,taking less time; managers can be leftto manage, workers get on to do thework. Being better informed andaligned around the business goals andtrusted to deliver, we can be heldaccountable for our performance in ajust and fair way.

The ProcessFor HSE, the process to achieveworld-class performance is moving

Winning Hearts and Minds: The Road Map

GENERATIVE

PROACTIVE

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CALCULATIVE

REACTIVE

PATHOLOGICAL

HSE is how we do businessround here

We work on problems that westill find

We have systems in place tomanage all hazards

Safety is important, we do a lotevery time we have an accident

Who cares as long aswe're not caught

The HSE

Culture Ladder

from having an HSE-MS in placethrough to actually "bringing it tolife". This require us to focus onThree Key Elements: 1. Personal Responsibility

We understand and accept whatshould be done and know what isexpected of us.

2. Individual Consequences. We understand and accept thatthere is a fair system for rewardand discipline.

3. Proactive Interventions. We work safely because we aremotivated to do the right thingsnaturally, not just because we aretold to. We want to makeinterventions and activelyparticipate in improvementactivities.

Weaknesses in any of these Three KeyElements inhibit behavioural andcultural change. We must balance ourresources and efforts such that eachelement receives the necessary focus.

Bringing the HSE-MS to Life and Beyond

PERSONALPROACTIVE

INTERVENTIONS

PERSONALESPONSIBILITY

ANDMindsHearts

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Individual Top Seven HSEpriorities identified aligned withjob tasks

People accept roles and are heldaccountable through meaningfulpersonal performance contractsthat drive new pro-activebehaviours.

2. Individual ConsequencesWe understand and acceptthat there is a fair system forreward and discipline.

The journey to bring HSE-MS to lifeis about changing habits, adoptingnew pro-active behaviours andinstilling a new level of compliance.Showing appreciation and providingencouragement should continue. There also needs to be a clear formallink between actions and conse-quences to reinforce and reward therequired behaviours and actions, andto discourage incorrect ones. Appraisal systems also need to reflectthe aspired goals, rewarding thosewho deliver but with the appropriatemechanisms in place when coachingis needed. Unsafe acts at all levelsmust be dealt with immediately in ajust, fair and transparent way. Several of our operations already havetools to make individuals clear whatthe personal consequences will be fortheir HSE behaviours and actionsand should be applied uniformly.They provide a framework forholding all people accountable fortheir actions. Typical characteristicsare:

Positive Consequences Coaching Recognition, praise, trust Just and Fair Reward Career enhancing Feel better, be healthy, be safe

What will be the right action at theright time to achieve this balance willvary across the business as a functionof differing levels of HSE culturalmaturity and local issues andpriorities.

However, Hearts and Mindsmethodology across EP is commonand will focus on these Three KeyElements and the supportingprocesses. The tools and techniquesshould be chosen from the Hearts andMinds Toolkit.

1. Personal ResponsibilityWe understand and acceptwhat should be done andknow what is expected of us.

This is about being crystal clear inour HSE expectations. Know exactlywhat you expect of others and whatothers expect of you. Agreeing howyou are going to deliver on thosecommitments, and whether you havethe skills and competence to do it.

To support this and remove ambigu-ous messages, these expectations andintentions must be part of a clear lineof accountability that is regularlydiscussed so that people only acceptfor what they can deliver. The foun-dation for this is part of the existingmanagement system. To support ourbehaviours towards PersonalResponsibility, specific tools andtechniques are integrated into theGlobal Hearts and Minds toolbox.

Specific sub-elements are : CMS identifies risks and controls Roles and Responsibilities from the

CMS are made crystal clear for all Create clarity and passion through

1-to-1 discussions of Roles andResponsibilities

Negative Consequences Coaching Criticism, Distrust Just and Fair Discipline Dismissal Injury and illness

3. Pro-active InterventionsWe work safely because weare intrinsically motivated todo the right things naturally,not just because we are toldto, and make interventionsand actively participate inimprovement activities

This element is the very essence ofbringing HSE MS to life, but also thehardest to achieve. This requirespersonal interventions to influencethe behaviour of others and acceptinterventions by others. Interventiontools are accepted as part of a broaderchange process towards improvement.

There is a practical Hearts and Mindstoolkit that provides a process and aset of tools to support most generalHSE improvement programs as wellas helping to solve specific problemscommonly observed in ouroperations. The tools are designed toallow those who wish to improve tofind their own best way forward,based on research and operationalexperience inside and outside ShellEP. They are designed on a by you,for you basis, without the need forconsultants. Leaders at all levels canuse these tools, and can act asfacilitators for those they manage.They comprise: Understanding your culture Managing Rule Breaking Risk Assessment Matrix Making Change Last Improving Supervision Seeing yourself as others see you

ANDMindsHearts

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Driving Safely Working Safely Achieving situation awareness -

The Rule of Three

They are available in the form ofcontrolled packages of brochures,slide presentations, instructions etc.

What do you do in practice? Before setting of on this Roadmap toWinning Hearts and Minds, we needto ascertain Why Bother? Only ifleaders are personally motivated tomake a difference to our HSEperformance, is this approach goingto deliver results. Only then willpeople in our organisations trulychange their perceptions of what isexpected from them. Using theHearts and Minds process willidentify significant opportunities forimprovement, so everyone involved,especially senior managers, must seethe advantages and be prepared tocommit to follow though. The firststeps are:

1. What is the HSE culture?The HSE - Understanding yourCulture brochure will help identifythe local level of HSE culturalmaturity and help you formulateyour way forward. Once you knowwhere you are, you will challengeyour aspirations and what youpersonally and as team will need todo to achieve them.

2. Who should lead the processand how?

Leaders committed to improvementshould be champions and facilitators.They must understand thatbehavioural change cannot be pushedonto people. A lesson fromexperience is that there must be

direction and coordination; but thepeople who drive and facilitate anyprogram have to believe in theprocesses. Through theircommitment to improve, a pull isgenerated whereby others want toparticipate, see the benefits, andthemselves become champions. Inmore advanced HSE cultures theworkforce will take the initiative, butwhatever the cultural maturity, the

journey is not easy. From the initialmotivation, a balance needs to bemaintained between the 3 KeyElements so that the necessarysupport conditions exist to drive anoverall cultural change.

3. Are there specific problems?A lot of information is out there inincident investigation reports, audits,reviews and field inspections andobservations of what is happening.Typical issues are rule breaking,incorrect risk assessments, supervisorswho are technically competent butshort on personal management skills,ineffective contract HSE manage-ment. If you know what your issues

are then you can use the specific tools(Route A in diagram). Otherwise youcan use descriptions of the culturedimensions to identify specificimprovement areas (Route B indiagram). Use the general tools andplan how to make the change usingthe Making Change Last frameworkand Hearts and Minds methodologyto get everyone onboard from thestart.

4. Specific focus on leadership.Organisations look to their leadershipfor direction, priorities and coaching.Perceptions of the commitment ofleadership towards HSE rather thanjust their intentions have a strongbearing on the actual behaviours andperformance of that people in theorganisation. The initiation of theHearts and Minds Roadmap lieswith leadership teams. Thecommitment of management to HSEcan be tested periodically by theSeeing yourself as others see youappraisal technique which also helpsmanagement to improve theirpersonal effectiveness.

Find believersPeople willing to try

DO IT

ARE YOU READYTO CHANGE?

(B)(A)Understand Your Culture

Realise you have problems from incidents, audits etc.

Select the right tools to fix the problem

Discover you still have a way to goWant to improve

Identify what parts of theculture is laggingDesign change program

Which tools

to use?

ANDMindsHearts

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HSE Understandingyour Culture

What: An engagement tool to identify local strengths and weaknesses identifying a way to improve. When: Use 1st to engage people, discover their aspirations and build a case for change (2-3 hours + follow up).

Seeing Yourself as OthersSee You

Making Change Last

Risk Assessment Matrix:Bringing it to life

What: HSE upwards appraisal tool to understand others perceptions and identify how commitment is turned into action. When: Use 2nd to challenge the commitment and behaviours of any "safety leaders", (20 minutes + follow up).

What: A general tool for managing change and supporting any improvement process or organisational changeprogrammes.When: To design your own tools (1 2 hours to start).

What: Helps people understand their risks, makes them personal and stimulate action.When: Anytime to better manage the risks. (1 hour).

Achieving SituationAwareness: The Rule of 3

Managing Rule-Breaking

Improving Supervision

Working Safely

Driving For Excellence

What: To help everyone make better risk based decisions and be able to justify them.When: If people lose sight of their risks, or if complacency threatens to set in. Can be used anytime, especially whenthere is change (