simplification and elimination of work that we think is not required. We have stopped them going forward. Those are the changes I have seen. Challenges faced in improving upon previous safety / profitability performance since the campaign began Antaih: Safety is a journey. Everything that's happened is history. We keep focusing on today by making sure that, Nobody Gets Hurt. Regardless, that's a challenge that remains with us. We don't look back on how good we were yesterday. If we do that, we might lose focus, and somebody might get hurt. Getting everybody to focus on today is very important, and how we do that are the different ways we communicate our messages to the workforce, ranging from Manager's weekly messages to their teams, weekly teleconferencing on the incidents we have received, staff meetings with all the teams, getting together to make sure what happened previously does not repeat itself, and also focusing on the potential when we look at the portfolio of incidents. When there is an incident we investigate. And if there is an incident that has the potential to hurt someone, we deploy the hurt-based approach which has helped us in getting better. A look at our safety statistics shows that we have improved over time. That's because we apply different tools. We have noticed that the barrier that fails most is the people barrier. In safety, we have three major barriers - People, Process and Equipment. For the process part, we have well-defined processes and procedures that we keep improving on. On the equipment, we make sure that they are up-to-date. While the people part is what we are focusing on today. That's what ties in the One Team, One
us is, improving the way we share our lessons across the organization. We have taken lessons from the different parts of the organization and apply them in how we do our work. It has helped us to integrate and collaborate. Before now, if something happens in GREF for example, we wouldn't know in Operations when it happened. We now work as a one team. Every week, all the different functions meet together to share and discuss learnings from each of the department. Therefore, we are working as one in applying learnings to our work. That's the change. We take the learnings and apply them in the different work streams that we have. That's a good thing for us, because, the learnings we get from an incident in a particular functions can be applied in other functions. Fadahunsi: Generally in the company, in the spirit of the synergy, I think there is interrelation between the One Team, One Job mindset and the global Upstream Synergy. I think there is some connection between the two. The changes I have seen in line with the synergies are behavioural change in terms of collaboration among the different functions. I have seen people take ownership and use their judgment to solve problems that matter most. I have seen people focus on more clarity to get work done and focusing on the most effective way to get it done. In terms of organizational change, we have seen a lot of integration. And we have seen people really maximizing the value of networking, which is, basically knowing who knows by connecting to the knowledge network. For instance, if I have a problem, I can contact somebody that knows about it. The last one is really about process. We have seen simplification of processes, which is very good, and actually the mindset we are promoting. Here in Planning, we have done some
contributed to greater efficiencies notwithstanding the oil price and the current business environment. We have seen contracts renegotiated. We have renegotiated things in drilling, vessels, operations, and manpower contracts. We have had quite significant savings from them, even in fuel efficiencies. All these are ongoing, and we will capture a lot of efficiencies from them. Broadly, there has been optimization in headcount as well. It's really restructuring and trying to be more effective the way we get work done. On project execution, we have efficiencies in riser repairs and Erha North Phase 2 well drilling (we have reduced the number of wells that we drill for the project while capturing most of the resources). In terms of volumes improvement, the two focus areas are capacity enhancement and well restoration. Basically, we have been able to maximize value from installed capacity. These are volumes that we have already developed in the past, but they are in the ground waiting for some kind of investment - minor or major. We have been able to devise creative ways to bring some of those volumes on land and upstream. We give great credit to the sub-surface team for getting that done. In the beginning of year, we anticipated to get the work-over rig, but it did not happen because we have some constraint with our JV partner. Notwithstanding the constraints, we were able to grow some of our volumes in base. So, that's good. On the other hand, we restored some of the idle wells. We have been able to bring forward the wells through creative solutions. In all, I think we have seen tangible contributions and improvements in our profitability. Behavioural changes noticed amongst the workforce since the campaign commenced Antaih: What the initiative has done for
12 ExxonMobil News
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