This paper describes Shell EPA (Shell Exploration & Production in Asia Pacific) efforts and strategies to achieve a step change in safety performance by building a sustainable "Proactive Intervention Culture" (PIC) among her workforce, which will intrinsically motivate people to intervene in unsafe acts and situations because they believe in it, rather than because they are being forced or told to.

The paper details the planning and development of the PIC training programme, implementation plan and progress to date by Shell EPA to build a sustainable proactive safety culture among staff and contractors.

Case for action

Despite the introduction of an intervention (STOP Work) policy and Hearts and Minds tools since early days of this decade, there is still a lack of a true intervention culture, which remains one of the root causes for many safety incidents. The Pro-Active Intervention "I Care for Your Safety" Programme was designed to address this gap, focusing on encouraging staff and contractors to intervene in unsafe acts and situation. Adopting a behavioural rather than a knowledge-based approach, the programme's main objective is to build and embed a sustainable pro-active intervention culture.

In order to have an effective intervention culture, the issue of attitude needed to be adequately addressed in our safety systems. We needed to develop a process to breach this barrier (the discomfort). A cross-functional team was set up to design the proactive intervention culture programme with the aim to breach the barrier. Brainstorming sessions were conducted with frontline staff to find out "Why the discomfort exists? (see Figure 1). The session highlighted that the main contributory factor boiled down to 'attitude'. In order to address this issue the following aspects were emphasized in the design process:

  1. instilling values and beliefs for proactive intervention

  2. developing an understanding and removing barriers that hinder proactive intervention actions and

  3. that people eventually feel comfortable and committed towards supporting a proactive intervention culture thus building a 'Brother's Keeper's" culture at the worksites

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