HEARTS AND MINDS

PROGRAMMES THE
ROAD MAP
TO IMPROVED HSE
CULTURE
As per 7 Mei 2023
 INTRODUCTION
• World-class HSE performance involves more than mechanically applying a
management system.
• In a mature HSE culture all the elements are executed with enthusiasm and in the
belief that this is really what is required
• Though it is essential that the basics, Technology and standards and HSE
management systems, should be very well maintained and kept alive, the Hearts
and Minds programme is developed to get people intrinsically motivated to work in
line with the management system requirements not because the system tells them
to, but because they want to.

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 OBJECTIVES OF HEARTS
AND MINDS TOOLS
• The objective of the tools is to achieve this “buy-in” to the execution of the HSE
management system elements.

HSE Improvement Drives

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OBJECTIVES OF HEARTS
AND MINDS TOOLS

The HSE Culture Ladder

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 OBJECTIVES OF HEARTS
AND MINDS TOOLS
• The change process followed in the Hearts and Minds projects is designed so that
people become conscious of the gap between aspired levels and their present reality,
and through various steps develop the wish to commit to changing personal
behaviours.
• Only then people are really prepared to commit to planning and action, and as they
believe it, and want it, it is likely to be successful.
• The problem areas they focus on are:
 Not following the rules and procedures
 Poor Supervision and Leadership
 Inadequate hazard spotting and intervention during work execution
 Inadequate hazard spotting and reaction to circumstances during driving
 Management not understanding how their behaviours and decisions impact on the
 perceived level of commitment to HSE
 Poor understanding of personal role in managing risks and demonstrating ALARP
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 OBJECTIVES OF HEARTS
AND MINDS TOOLS
• The basic principle of creating change by stimulating the desire in people to change the creation of
“pull” from the potential users.

Overview of Hearts and Minds Tools

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 OBJECTIVES OF HEARTS
AND MINDS TOOLS
• No formal roll out plan driven from the top (“push”). The approach has been to make
tool brochures attractive and their application pleasant and “fun”.
• The “pull” was created by informing people about the essence and availability of the
tools through learning events and management workshops. No formal uptake or
action plans was requested from anybody. Although this approach may not seem
very business-like, it has resulted into an ever-growing interest for the tools. Though
at the moment in some businesses some “push” is being exercised to increase the
growth.
• However, The culture change and intrinsic motivation building activities should build
on existing system elements such as a systematic HSE management system with
clear specification of the required management controls and roles, responsibilities
and competencies of the people to make sure that the controls are in place.
Integration of these system and “liveware” aspects is required to find the road to the
top.

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 THE HSE CULTURE LADDER

Simplified Characterisations of The Stage of The Culture Ladder

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 THE HSE CULTURE LADDER

Personal behaviour characterisations for management team members in a pro-active

culture 9
 THE RUTE TO WORLD CLASS
HSE PERFORMANCE
• The process requires a focus on three key elements
 PERSONAL RESPONSIBILITY
o I understand and accept what should be done and know what is expected of me.
o This is about being “crystal clear” in HSE expectations. It provides a ‘translation’
of the management system documentation into ‘digestible chunks’ for individuals.
Agree how you are going to deliver on those commitments, and whether you
have the skills and competence to do it. These expectations and intentions must
be part of a clear line of accountability that is regularly discussed so that people
only accept for what they can deliver. The final agreement reached, specific tools
and techniques.

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THE RUTE TO WORLD CLASS
HSE PERFORMANCE

Key elements for bringing HSE-MS to life

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 THE RUTE TO WORLD CLASS
HSE PERFORMANCE
• The process requires a focus on three key elements
 INDIVIDUAL CONSEQUENCES
o I understand and accept that there is a fair system for reward and discipline.
o There also needs to be a clear formal link between actions and consequences to
reinforce and reward the required behaviours and actions, and to discourage
incorrect ones. Appraisal systems also need to reflect the aspired goals,
rewarding those who deliver but with the appropriate mechanisms in place when
coaching is needed. Unsafe acts at all levels must be dealt with immediately in a
just, fair and transparent way.

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THE RUTE TO WORLD CLASS
HSE PERFORMANCE
FOR LEADER!

Road map to Winning Hearts and Minds

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 THE RUTE TO WORLD CLASS
HSE PERFORMANCE
• The process requires a focus on three key elements
 PRO-ACTIVE INTERVENTIONS
o I work safely because I am intrinsically motivated to do the right things naturally,
not just because I am told to, and make interventions and actively participate in
improvement activities.
o Requires personal interventions to influence the behaviour of others and accept
interventions by others. Intervention tools are accepted as part of a broader
change process towards improvement.

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 THE FIRST STEPS ON THE
ROAD
• Before setting out on this Roadmap, the question has to be asked: “Why Bother?”
Only if leaders are personally motivated to make a difference to HSE performance, is
this approach going to deliver results.
• The first steps are:
 WHAT IS THE HSE CULTURE?
 WHO SHOULD LEAD THE PROCESS AND HOW?
 ARE THERE SPECIFIC PROBLEMS?
 SPESIFIC FOCUS ON LEADERSHIP
 SPESIFIC FOCUS ON SUPERVISION, CONTRACTORS, AND CONTRACT
HOLDERS

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 THE FIRST STEPS ON THE
ROAD
 WHAT IS THE HSE CULTURE?
Identify the local level of HSE cultural maturity and help people to formulate
their way forward.
 WHO SHOULD LEAD THE PROCESS AND HOW?
Leaders committed to improvement should be champions and facilitators. They
must understand that behavioural change cannot be pushed onto people. A
lesson from experience is that there must be direction and coordination; but
the people who drive and facilitate any program have to believe in the processes.
 ARE THERE SPECIFIC PROBLEMS?
If the issues are known, specific tools can be selected from the list (Route A in
diagram). Otherwise, descriptions of the culture dimensions can be used to
identify specific improvement areas (Route B in diagram).

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 THE FIRST STEPS ON THE
ROAD
 SPESIFIC FOCUS ON LEADERSHIP
Organisations look to their leadership for direction, priorities and coaching.
Perceptions of the commitment of leadership towards HSE rather than just
their intentions have a strong bearing on the actual behaviours and performance.
 SPESIFIC FOCUS ON SUPERVISION, CONTRACTORS, AND CONTRACT
HOLDERS
Another useful approach is for contractors to use this tool to appraise their
clients commitment to safety. The contract holders are viewed as senior
managers by their contractors. Supervisors have most impact on the day-to-
day behaviour of their teams. They therefore have to be ‘believers’, demonstrating
the commitment of top man agement and supporting and encouraging their staff.

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 CREATING BUY-IN

• Winning Hearts and Minds for HSE is about getting all to work safely not just because
they have been ordered to, Help them to do so.

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 SUCCESSES WITH HEARTS
AND MINDS TOOLS
• When the companies are asked about the benefits there is no shortage of anecdotal
evidence. However, all are quite rightly reluctant to directly link improvements in
performana to the programme.
• The effects are usually not immediate. Short-term improvements are of no interest;
the goal is to achieve a lasting change, and helping develop organisations’ level of
HSE culture maturity.

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THE HEARTS AND
MINDS PROGRAM:
UNDERSTANDING HSE
CULTURE
 INTRODUCTION
• The program is intended to move the basis for effective HSE performance past the
mechanical implementation of HSE management systems and reliance upon top-
down control of the workforce. To create a workforce that is sufficiently well
motivated to behave in safe and responsible ways without external control.
• One concept, safety climate has been coined to cover the expectations and
perceptions of the workforce, but the idea of a culture is one that only partially
overlaps with climate. Culture represents the unspoken, and often invisible, sets of
beliefs and assumptions that everyone shares, climate refers to the experience
that must be tempered by the expectations. That measures of safety culture and
readiness to change, as a measure of the climate, are uncorrelated.

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 THE CHARACTERISTICS OF A
SAFETY CULTURE
• A number of characteristics of a safety culture.
 An informed culture
 A reporting culture
 A just culture
 A flexible culture
 A learning culture
• To these can be added
 A wary culture – one where there is a continuous awareness that problems can
arise at any time, and that success in the past provides no guarantees for the
future. This state is often described in terms of ‘Chronic Unease’.
• These characteristics define an end-point, but do not provide any indications
about how to achieve such a culture.

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 Safety Management as a Skill
Table I. The 18 dimensions of safety culture related to the Major HSE Management System Elements

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 MEASURING HSE CULTURE
• It is necessary to know where that organisation, or part of the organisation, is currently located in terms of the
evolutionary progression.
• It is necessary to develop a measuring instrument that organisations, or parts of organisations, can use.
• Table II. Examples of the safety culture descriptions.

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 THE BROCHURE – HSE
UNDERSTANDNG YOUR CULTURE
• Three components. The first consists of a set of descriptions of organisational
behaviours for each of the levels, from pathological to generative, over 18
dimensions. The dimensions are show in Table I with their assignment to
appropriate HSE-MS categories. Secondly there are a number of typical personal
behaviours, usually framed in terms of “I…” to make the personal issue clear, for
each of the five levels. These personal behaviour statements are distinguished for
members of management, supervisors and workforce.

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 DESCRIPTIONS AT THE 5 LEVELS
OF HSE CULTURE
• Three components. The first consists of a set of descriptions of organisational
behaviours for each of the levels, from pathological to generative, over 18
dimensions. The dimensions are show in Table I with their assignment to
appropriate HSE-MS categories. Secondly there are a number of typical personal
behaviours, usually framed in terms of “I…” to make the personal issue clear, for
each of the five levels. These personal behaviour statements are distinguished for
members of management, supervisors and workforce.

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 DESCRIPTIONS AT THE 5 LEVELS
OF HSE CULTURE
Table III. Typical personal behaviour statements for the different levels in theorganisation at each of the five
safety culture levels.

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Terima Kasih

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