Mapping of HSE culture: Implementing change management in a learning organisation

1
Mapping of HSE culture Implementing change
management in a learning organisation

• Dr. Annette - S. Hoepfner 1) and Dr. Kathryn
  Mearns 2)
• 1) Naturkraft, Kårstø, 5565 Tysværvåg, Norway
• (formerly of Aker Kværner Offshore Partner)
• 2) Industrial Psychology Research Centre,
  University of Aberdeen, AB24 2UB, Scotland, UK

2
Background

• A company (2300 employees) consisting mainly of
  engineers and blue collar workforce, working with
  maintenance and modification for the oil and gas
  industry
• A corporate value set applicable as a baseline
  for expectations towards health working
  environmental and safety attitude
• Buy-in and support from the senior management
  through an induction program

3
Goals

• Create a consistent HSE culture throughout the
  company
• Obtain in-depth information reflecting a cross
  section of the organisation
• Transform those results into a clear and easily
  understandable message, eventually identifying
  GAPs in the perception between / within different
  hierarchically layers
• Work with small teams to obtain buy-in and
  identification with results and to define
  necessary change (actions)

4
Collecting data
Category Location Number
Managing Director Site A 1
Senior management Site A 2
Senior management Site B 1
Department managers Site A 2
Project managers Site A 3
Discipline leads Site A 4
Offshore managers/ supervisors Different installations 3
Workshop personnel Workshop A 3
Workshop personnel Workshop B 2
Offshore personnel Different installations 4
Office personnel Site A 5
Office personnel Site B 3

• Comprehensive questionnaire
• Two interviewers
• Optimal focus on interviewee
• Second opinion on message sent (honesty) and
  message heard
• Second opinion on allocation into system
• Data transformed after each interview
• No loss of nuances , fresh impressions
• Continuous evaluation of number of interviewees
  within categories

5
Interview focus

• Leadership
• Commitment / genuineness
• Role modelling
• Work force involvement
• Learning and continual improvement
• Individual learning and Improvement
• Organisational learning and improvement

• Communication
• Communication flow
• Communication direction
• Perceptions, attitudes and behaviour
• Own risk behaviour
• Correcting colleagues behaviour

6
Allocation of results against three dimensions

• Allocating against the dimension of corporate
  values
• Openness and honesty
• Development of work force
• HSE mindset
• Allocating against the dimension of HSE awareness
  and maturity
• Leadership approach commitment, genuineness,
  communication flow
• Individual learning and training / organisational
  learning and training
• Own risk behaviour / correcting colleagues
  behaviour
• Allocating against the dimensions of the driving
  force for HSE development and performance
• HSE leadership
• Communication and dialogue in own organisational
  unit
• Communication and dialogue across Company
• Individual continuous improvement and learning
• Organisational continuous improvement, learning
  and knowledge sharing

7
The value dimension walk the talk as best
score
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How to measure Maturity
Element Pathological Reactive Calculative Proactive Generative
Leadership approach (Commitment Genuineness) Blame culture Zero not achievable Look to the other side Legal requirements met, Not more Participation in investigation Bonus contracts Improvements as result of accidents Improvements Due to clients/ authority demands Taking HSE seriously because expected Management systems solves it all If people act as told, we can avoid accidents Chasing statistics Planning up front activities Looking for leading indicators Finding HSE interesting Talking HSE if possible Interest for underlying causes Looking for human factor as well as hard evidence Business decisions based on HSE evaluations HSE natural part of all business No gaps in walk my talk HSE commitment in whole organisation
Correcting Colleagues behaviour Who cares as long as I dont get caught Focus on myself Look normally out for myself Concern for others after accidents I know what is right but I do not do it properly all the time I know what is right and I Continuously strive to be better I care for my colleagues I get it right all the time and I share my attitudes with my colleagues I know we all are genuine committed
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The maturity dimension
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Location of the driving force

• Management driven
• Initiatives are defined, initiated and carried
  out bu the line management
• Employee involvement
• Initiatives are defined, initiated and carried
  out by the line management including employees
  i.e. safety delegates
• Employee driven (as best score)
• Initiatives are defined, initiated and carried
  out by employees in general
• Ignored
• No evidence of focus

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The driver dimension
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The first meeting

• Results are presented and agreed upon one by for
  each group
• Starting with corporate values (known,
  undisputable fixed values)
• Changes are made for the position along the
  measuring scale, until group agrees on results
  for the elements
• Group chooses one specific element as most
  important to work with e.g. all of us knows were
  we stand
• Satisfaction with the chosen element at date is
  evaluated on a scale from 0-10
• Actions for improvement defined as what, who
  and when in action plan
• The process is adapted to the different groups
  progress during the meeting (large variation)

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The follow up meetings

• Actions on plan are evaluated for a given element
• Action carried out?
• If not WHY?
• Are other actions more applicable? Necessary
  changes are made.
• Action suitable and still valid?
• New action(s) ?
• Measuring satisfaction with the chosen element at
  date on a scale from 0 -10
• Status quo if actions were neglected, improvement
  if actions were carried out
• Direct, rapid measurement visualizing strongly
  the connection between action and improvement
• Proceeding to the next group of results

14
What did we achieve?

• A large variety of results depending on group
  dynamics
• The process is based on voluntary participation
• If strong resistance, the motivation phase is
  extensive
• Groups open for the process (low initial
  resistance) quickly obtain results, further
  motivating to proceed
• Valuable discussions due to the group processes
• Clarifying terminology and content
• Clarifying of perception of performance levels
• Raising maturity level for working environmental
  and safety factors
• Employee involvement in improving of the working
  environment
• No action no results
• Understanding of necessity for own engagement and
  action
• A process tailored for the needs of each
  individual group

15
Concluding remarks

• Improving HSE has a long term perspective no
  quick fixes
• The coaching process utilises the employees
  knowledge of what is essential and how to
  improve
• The coaching process guarantees employee
  involvement
• Time frame three meetings (5 hrs in total)
• Sufficient time between meetings (min. 4-5 weeks)
• Line management take over and include in regular
  HSE meetings
• Line management to be trained in the process for
  take over
• Less is more principle rather than switching to
  new elements
• Long term perspective
• Improvement measurable through the regular annual
  / bi-annual employee satisfaction studies