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Charles Cowley Shell International Petroleum Company Advisor - Health, Safety, Security & Environment: Competence, Learning and Hearts & Minds - Downstream.

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Presentation on theme: "Charles Cowley Shell International Petroleum Company Advisor - Health, Safety, Security & Environment: Competence, Learning and Hearts & Minds - Downstream."— Presentation transcript:

1 Charles Cowley Shell International Petroleum Company Advisor - Health, Safety, Security & Environment: Competence, Learning and Hearts & Minds - Downstream

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10 Safety Statistics Shell Group PXE 10/05/04

11 2004 target missed mainly due to major construction projects

12 Time HSE Management Systems Technology and standards Incident rate Shells HSE Performance

13 Time HSE Management Systems Technology and standards Improved culture Incident rate Shells HSE Performance

14 Culture Ladder

15 PATHOLOGICAL The lawyers/regulator said it was OK Ive done my bit for HSE this year Of course we have accidents, its a dangerous business Sack the idiot who had the accident REACTIVE We are serious, but why dont they do what theyre told? Lots of discussions to re-classify accidents You have to consider the condition under which we are working GENERATIVE Chronic unease (Mindfulness) Safety seen as a profit centre New ideas are welcomed PROACTIVE Resources are available to fix things before an accident Management is open but still obsessed with statistics Procedures are owned by the workforce CALCULATIVE We have our HSE-Management System – weve cracked it! Lots and lots of audits We collect lots of statistics

16 Increasingly Informed Increasing Trust and Accountability 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

17 Overall Objectives of the Hearts & Minds program: People doing the right things naturally rather than forcing them Lasting change

18 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

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20 Understanding Your Culture

21 Change Management Process

22 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

23 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 Dont rush – Results will take time

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