Changing Chemical Process Industry towards HRO

Transcription

1 Changing Chemical Process Industry towards HRO How move a big company in 5 years to a higher level of safety? 1

2 Changing Chemical Process Industry towards HRO How move a big company in 5 years to a higher level of safety? APOLLO 13 consult Bert van Dalen 2

3 Agenda 1. Apollo13 approach 2. Assessment phase Hearts and Minds culture ladder The glass ceiling Barrett value scan Action workshops Planning and organization of an assessment 4. Roadmap phase 5. Consolidation phase 6. Discussion 3

4 Apollo13 assessment approach Walk the talk To get a level 4 culture one should act on level 4 The assessment approach brings together TALK WALK MOVE Talk: systems, structures, procedures what you say you do Walk: real life behaviour what you really do Move: conditions for growth what and how to improve 4

5 Why an assessment? What is your position on the Hearts and Minds ladder? What are the main characteristics of our ESH culture? Finding the existing internal strengths and capacities of the organization and further enriching them Discover possible problems in the change capacity of the organization 5

6 Overview assessment process Apollo13 Intake Steering Group Champions Group Introduction sessions H&M workshops Action workshops Barrett Value Scan Interviews Reporting/feedback sessions Roadmap phase Consolidation phase 6

7 Hearts & Minds model: reliability culture ladder 5. Generative HSE is how we do business round here 4. Proactive We work on problems that we still find 2. Reactive Safety is important, we do al lot every time we have an accident 3. Calculative We have systems in place to manage all hazards 1. Pathological Who cares as long as we re not caught 7

8 The Glass Ceiling Level of Maturity and Mindfulness Glass ceiling Investing in People Anticipation and Resilience Investing in Systems Prevention and Discipline Time and Investment 8

9 Below and above the glass ceiling Focus below the glass ceiling Managing risks Systems and technics Expected events The events itself Prevention WHAT can happen Extra focus above the glass ceiling Managing reliability Culture and behaviour Unexpected events Context in which events happen Resilience, capacity to recover HOW it can happen 9

10 Hearts and Minds workshops There are 18 dimensions grouped in 6 clusters We invite 18 people for a workshop of 3 hours Three tables with 6 participants and assessor Every table takes 2 or 3 clusters Interactive discussion and selection of levels Supported by real life examples The assessors facilitate, observe and conclude 10

11 Outcomes: example H&M workshops Table 1 Clusters for H&M dimensions Client A13C 1. Management attitude 3.2 2,6 A. Management driving EHS communication C. Rewards for EHS performance D. Failure attribution by Management Commitment and Responsibility for EHS O. Responsibility for EHS on a daily basis B. Commitment level of workforce and level of care for workforce P. Appreciation of EHS Meetings/efforts EHS as a strategic value driver 2,8 2.5 E. Balancing EHS and profitability F. EHS requirements of contractors H. Status and integration of EHS Function EHS Actions, Systems and Procedures I. Work planning including Permit to Work J. Work site job safety techniques K. Purpose of EHS procedures Learning from failure and incidents L. Incident reporting, investigation and analyses M. Hazard and unsafe act reports N. Management behaviour after an accident Training and Improvement of EHS Practices G. Aims and efforts in training and competency building Q. EHS Audits and Reviews R. Benchmarking, Trends and Statistics Total average 3.1* 2.6* 11

12 Barrett value scan content Instrument for visualizing the main characteristics of our culture in general using Internet It shows strengths and weaknesses of our way of organizing It helps to move to a more enhanced ESH culture Three perspectives on values 1 personal values of employees 2 curent culture values 3 desired culture values 12

13 Barrett Seven Levels / domains of Consciousness APOLLO13 Positive Focus/ Excessive Focus Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival SERVICE TO HUMANITY Long-term perspective. Future generations. Ethics. COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY Strategic allicances. Employee fulfilment. Environmental stewardship. DEVELOPMENT OF CORPORATE COMMUNITY Positive, creative corporate culture. Shared vision and values. CONTINUOUS RENEWAL Learning and innovation. Organisational growth through employee participation. BEING THE BEST. BEST PRACTICE Productivity, efficiency, quality, systems and processes. Bureaucracy. Complacency. RELATIONSHIPS SUPPORTING CORPORATE NEEDS Good communication between employees, customers and suppliers. Manipulation. Blame. PURSUIT OF PROFIT & SHAREHOLDER VALUE Financial soundness. Employee health and safety. Exploitation. Over-control. 13

14 Outcomes: example Barrett Value scan 14

15 Action workshops To assess how you walk your ESH culture Three types of workshops 1. Gun drill we focus on a potential incident what will you do 2. Staff ride on location we focus on a recent unexpected event or (near) incident what did you do 3. Blame free evaluation we analyse an unsolved issue what are you doing We invite 12 people to take part in the workshop An action workshop takes about 3 hours The themes of action workshops can be: Long lasting issues, Near-accidents, Real accidents, etc 15

16 Road Map to a level 4/5 EHS Culture Assessment has four deliverables: Potential for change (limiting values in Barrett) Strong & weak spots in EHS Culture (H&M workshop) Demonstration of level 4 (Action workshop) Concrete topics for improvement In a Road Map program we use these deliverables to develop a level 4/5 culture. (see next sheet) Besides this we also carry out a training program for management and a training program for the employees to support the desired development. 16

17 Overview Roadmap to level 4/5 17

18 Extra sheets 18

19 GENERATIVE PROACTIVE CALCULATIVE REACTIVE chronic unease safety seen as a profit centre new ideas are welcomed resources are available to fix things before an accident management is open but still obsessed with statistics procedures are owned by the workforce we cracked it! lots and lots of audits HSE advisers chasing statistics we are serious, but why don t they do what they re told? endless discussions to re-classify accidents Safety is high on the agenda after an accident PATHOLOGICAL the lawyers said it was OK of course we have accidents, it s a dangerous business sack the idiot who had the accident 19

20 Examples from instruments we use during the training 1. Small Gun Drill 2. Small Staff Ride 3. Small Evaluation 4. STICC 5. Rule of Three 6. Small Brainstorm on organizing 7. Clinic 8. Gossip 9. Small Group dynamic diagnose 20