Purpose -This case study paper has the purpose of showing that both processes of hardwiring and soft wiring together is essential for embedding corporate responsibility across a global organisation to achieve lasting change.Design/methodology/approach -The approach taken in this paper is first to describe the experiences in the Shell Group in terms of tools and approaches. In Shell, governance and business processes are being aligned, ''hardwired'', while communications, leadership development programmes and competency frameworks reach the ''hearts and minds'' of Shell people -''soft wiring''. Informal networks tap into the enthusiasm of people, developing intrinsic motivation. These experiences of Shell are then compared with the sense making model of Cramer et al. Findings -The findings show a high level of alignment.Practical implications -The practical implication of this finding is that hardwiring and softwiring processes appear to be a vital combination for changing the way business do things.Originality/value -The value of this paper lies in making the business efforts of embedding corporate responsibility into business practice more effective by focussing on hardwiring and softwiring at the same time.
Shell has, over the years, built up a comprehensive suite of HSE tools for incident prevention and analysis. Tools like Bowtie diagrams, Hearts and Minds and Tripod incident analysis have been presented separately at previous SPE conferences (Reference 8–19). Now these tools have matured, approaches will be presented for integrated application of these tools, which results in greatly enhanced benefits. For incident analysis Tripod Beta theory has been used to improve the deep understanding of underlying causes of incidents. The widespread use of Bowtie diagram's to develop management systems with barriers to prevent incidents has made it logical to link failed barriers in the bowtie diagrams for a particular type of hazard to the Tripod Beta analysis of incidents. This leads to a more thorough analysis with more opportunities for learning. Tripod Beta theory has been used for years within Shell International Exploration and Production as investigation method, but in recent years the Tripod Beta incident analysis methodology has been updated to link the underlying causes towards human behaviour models, resulting in more focused approach towards the human error. Therefore the immediate and underlying causes are better understood in relation to human behaviour. This new update of the Tripod beta theory (with the improved human behaviour model) is interesting in a number of areas:What can leaders practically do in preventing incidents on the workplace via leadership behaviour?Where should organizations focus their attention at preventing incidents?How can the Hearts and Minds tools be effectively applied once trends in incidents causation are established in the area of human behaviour elements? This paper describes the thinking process, practical application and the outcome of the integration of Tripod beta and the Hearts and Minds concepts. Introduction Often a lot of time is spent on the investigation and analysis parts of incidents. This process is quite structured. However another essential part in the incident 'review' process is designing the recommendations. In terms of spending efforts effectively, this process to arrive at recommendations is essential. If the wrong recommendations are developed on basis of a sound investigation and analysis, a lot of time is wasted and more importantly reoccurrence is not prevented. The recommendations from these incident 'reviews' should therefore also have a component that influences human behaviour through leadership actions. Research and major accident investigations have shown the importance of focusing on culture and leadership behaviour (references 20 and 21).
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Many companies put a lot of effort into incident investigations to improve their overall HSE performance and to circumvent reoccurrence of the incidents. However embedding the findings from incident investigations is a complex activity in a global company. Often incident alerts are sent around, but are these alerts effective to provide structural learning and does the right information reach the right people at the right time in the right format?In this paper failures and successes in the Learning From Incident (LFI) process over various years are presented, as identified in several mini Learning from Incident reviews. Structural changes recently made in the learning from incidents organization and processes are described to ensure effective learning and feedback. This includes appointment of LFI coordinators and regular review of trends and external incidents by LFI review teams.Furthermore three types of "alerts" to support the LFI process are discussed, Action Alerts to ensure actions are taken, Leadership Alerts to address underlying causes, and Awareness Alerts accompanied by learning packs (interactive exercises) to suit the shop floor target audience.Ongoing efforts focus on reaching the target audience (especially contractors out in the field), better incorporate relevant learning (like history alerts) in existing processes and development of better communications materials and learning exercises.The above should lead to an improved LFI Process through increased mindfulness, increased awareness of direct causes and associated learning, increased awareness of underlying causes and actions to address these, and more embedded learning in the HSE MS and other systems and processes.As long as repeated incidents occur in a company, the HSE management system and the learning from incidents process is apparently flawed. Therefore the significance of this paper is to help companies to review and improve their structure of the "learning from incidents" process.
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