Culture & Behaviour Change for multinational oil and gas company | Practicus Background -Bike
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Culture & behaviour change

THE CHALLENGE

Well Engineering is responsible for 40% of the organisation’s total spend – c.£2 bn annually. The ‘Top Quartile Framework (or TQF) Project' was established to focus on a series of business improvement initiatives that would enable Well Engineering to achieve a target of 45% of wells drilled to be in the top quartile when measured against the Rushmore benchmarking database. This project was a key part of the business strategy to enable the company to meet ambitious growth targets and deliver cost effective operations across the globe.

One of the key objectives of TQF was to challenge teams to set ambitious targets for designing wells that could be drilled quickly and to the highest standards of safety and well integrity.

THE ENGAGEMENT

The TQF project identified three behavioural aspects of how teams work and set out to encourage a consistent culture across the organisation’s assets globally that would focus on: Communication, Organisational Teamwork and People Development & Leadership. The aim was to enhance confidence and capability within the Well Engineering teams so that people would work in a way that encouraged constructive challenge, generated new ideas and enabled sharing of best practice.

Practicus was appointed to support the global roll-out of the TQF Project using the Kotter 8-step Change Management methodology.

A ‘Manifesto’ was developed to establish the vision for how Well Engineering should work in the future. The change project was structured in 3 phases: ‘Assessment’; ‘Training’; and ‘Embedding’.

The ‘Assessment’ phase required the team to visit assets from Australia to Trinidad to evaluate the degree to which they exhibited the behaviours and attitudes set out in the manifesto, and highlight areas where there were gaps. As a result of this assessment a tailored programme of work was developed to support each asset to address the relevant gaps.

The ‘Training’ phase then delivered a series of workshops and events for each of the assets. These events provided skills input to develop the tools and techniques necessary for people to feel confident to work in new ways, and coaching to enable them to similarly develop others in their team.

The final ‘Embedding’ phase provided the opportunity for a review with each asset to understand where the benefits were being realised, share ideas across the other assets, and ensure that sustainable change was achieved.

THE OUTCOME

By the end of 2011 Well Engineering had successfully met their target of delivering over 45% of their wells in Top Quartile, compared to previous years that had been 10 – 15% below this level. The financial benefits are measured in hundreds of millions of dollars.

The project has supported Well Engineering to achieve its goal of building a common culture across all assets and a community of Well Engineering specialists that display greater levels of collaboration, consistent performance reporting and a shared desire to deliver wells that are ‘best in class’.