THE HEARTS AND MINDS PROGRAM -
SAFETY CULTURE DIAGNOSTICS AND TRANSFORMATION
The Hearts and Minds safety culture transformation program was developed by Shell Exploration and Production.
It is based upon 20 years of university research and practical experience of improving safety culture in companies.
The uses a range of tools and techniques to help the organisation involve all staff in managing HSE as an integral part of their business. Collectively, these tools and techniques are known as the Hearts and Minds Toolkit.
The Hearts and Minds toolkit has tools suitable for managers, team leaders and workforce at all levels, that are designed to work alongside any existing HSE tools your organisation may already use.
The Hearts and Minds Toolkit improves safety culture by:
involving management and employees into safety improvement programs
influencing employees' internal motivation to work safety and choosing safe behaviors
providing easily understandable hazard identification and risk management methods
improving safety communication among various organizational levels, groups and teams
THE HEARTS AND MINDS TOOLKIT
UNDERSTANDING YOUR HSE CULTURE
This tool helps organisations explore their culture by providing descriptions of how companies behave at the 5 different levels of culture.
In a workshop, people in the organisation are asked to select those descriptions that most closely reflect how they believe the organisation behaves. This allows the organisation to compare themselves against each cultural level, and to identify areas of strength and weakness.
UNDERSTANDING YOUR HSE CULTURE
RISK ASSESSMENT MATRIX
A good appreciation of HSE risks helps to correctly direct resources for improvement.
Risk Assessment Matrix (RAM) is a tool to rank and assess these risks, and discuss what changes need to be made so that the risk is as low as is reasonably practicable (ALARP).
Applying RAM properly and frequently is a natural way to communicate and plan for HSE improvement. RAM can help managers better appreciate their personal roles in managing the HSE risk in their area of responsibility.
RISK ASSESSMENT MATRIX
SAFETY CULTURE ONLINE DIAGNOSTICS
This "safety culture ladder tool" is one of the world's most widely used tool for measuring HSE culture. The anonymous online assessment allows for sincere answers and identifies an organizational safety culture level and areas of strengths and weaknesses
SAFETY CULTURE ONLINE DIAGNOSTICS
MANAGING RULE BREAKING
Managing rule breaking contains a number of different sections, focusing on the solutions to different types of rule-breaking.
Use it with managers to clarify the organisation’s policy and system for managing unsafe acts and learning from incidents. Use it with supervisors and their staff to determine if procedures are being used and how they can be improved.
MANAGING RULE BREAKING
WORKING
SAFELY
One of the best ways to ensure safety is to act in a sensible way when around hazards. However, not all hazards can be removed or controlled by management systems, and people working close to hazards should be careful of their own safety and their colleagues.
The Working Safely tool provides a structure for understanding the causes of unsafe behaviour and addressing them as well as main steps necessary to ensure safe work.
WORKING
SAFELY
360 SAFETY LEADERSHIP ASSESSMENT
This anonymous online 360 assessment helps managers to understand their safety leadership competences and develop improvement plans
360 SAFETY LEADERSHIP ASSESSMENT
IMPROVING
SUPERVISION
Supervisors are key to managing hazards and risks in business. Businesses put ‘barriers’ in place to stop a hazard becoming an undesirable outcome, and rely on their employees at different stages to highlight any problems. A supervisor has a crucial role in this process, to make sure that employees talk to each other about hazards, and that any problems are highlighted. If there is a lack of supervision then these barriers become difficult to implement and maintain.
The Improving supervision tool provides a step-by-step process to identify problems with the quality of supervision, and drives improvement
IMPROVING
SUPERVISION
LEARNING FROM INCIDENTS
Effective learning from incidents (LFI) is critical for safe working. Incidents are often repeat events or events that are very similar in nature to previous incidents. So the immediate question we ask is, ‘Why have we not learned from these past events and why do people continue to make errors or ignore rules and good practices?’.
Through LFI, organisations gather knowledge about what went wrong in the past and change working practices to prevent future incidents. But without effective learning processes, or effectively engaging with the workforce, organisations are at risk of repeating the same incidents, or suffering incidents with similar causes.
Learning from incidents provides an easy to use framework and set of exercises that can be used at different levels in the organisation to analyse and improve LFI processes and learning opportunities. The tool is designed to:
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Guide the implementation of LFI initiatives.
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Encourage engaging discussions to deepen the learning from past events to prevent repeat injuries and losses.
LEARNING FROM INCIDENTS
DRIVING
FOR EXCELLENCE
Driving for excellence can be used to develop the competence of supervisors and drivers.
Driving for excellence is a situational awareness tool aimed at changing the attitude of all drivers, both professionals (i.e. HGV and LGV) and ‘casual’ drivers (such as those who drive to-and-from work). The exercises contained are aimed at both drivers (who must concentrate on road hazards) and supervisors (who focus also on plans and schedules that affect drivers’ safety).
Driving for excellence uses the Hearts and Minds’ Safe Behaviour Model. This model shows that there are several key steps to safe driving:
- Sense the hazard – can you even see/hear it?
- Know the hazard – do you understand what could happen?
- Plan your response – what are you going to do?
- Act in the best way – will you do the right thing?
- Maintain this way of driving – keep the above four rules at the forefront of your mind.
- Look, Speak and Listen – be prepared to give feedback.
DRIVING
FOR EXCELLENCE
MAKING CHANGE
LAST
Good change programs are well planned, effectively carried out and are sustained after the initial introduction phase. All relevant members of the organisation are made aware of the program and failures are corrected as the process of change continues.
However, managers often assume that telling people that there is a problem is enough to produce successful change. They often make plans alone and then tell their workforce to implement them, whether they really want to or not. Then when these programs fail to show positive results, managers and supervisors become frustrated.
When people have a personal interest in the success of a project, its management is easy. The Hearts and Minds program takes this idea and puts it into practice with a process for ensuring the success of projects and initiatives by winning the hearts and minds of all involved. People have to be won over so that they want to achieve the goals. Plans for change should be robust enough to survive setbacks that invariably arise.
The Making change last toolkit provides a structure for planning change initiatives that creates both awareness and the will to succeed. This approach also helps safeguard against initiative overload - it limits the initiatives that are actually carried out to those that people want and can cope with. The culture change-project team can use Making change last when designing the change programme.
MAKING CHANGE
LAST
THE "HEARTS AND MINDS" PROGRAM IMPLEMENTATION
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A Client knows its areas of concerns
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A Client selects H&M modules himself
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Our experts transfer the H&S methodology to internal trainers/ safety personnel and conduct training courses based on Client's selection
2. A Client needs a safety culture diagnostics
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Our experts conduct a diagnostics, analyze results, develop recommendations and recommend H&M tools based on diagnostics results
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Our experts help to implement solutions, transfer the H&S methodology and conduct training courses
A SAMPLE OF A ROAD MAP
FOR HEARTS AND MINDS IMPLEMENTATION
1. A H&M PROGRAM LAUNCH
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Creating a project team
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Setting goals and a timeline
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Getting management's commitment
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Signing a contract
1 month
Our experts will guide you at all stages -
from a safety culture diagnostics to implementation of action plans.