Antaih: One of the key learnings is that, if it's not safe we don't do it. When we have a job to be done, it must be carried out safely. That's the message we preach at every level in different teams. As we do our job as a team, it must be done in a safe manner. So, every member of the team has to adhere to this message. In making sure that they are healthy, Good- to-Go has helped us as a team by touching the barriers that keeps us safe. If it's not healthy, we mitigate them. If we cannot mitigate them, then we stop the work and re-evaluate how we want to do it safely. Fadahunsi: The key learning for us are the classic change management learnings; that if you can get the workforce more aligned in a direction, if you can make leadership and process ownership demonstrated visibly and leaders are in the forefront, then you can get a lot done. I will promote more leadership visibility and continuity in discussion on the things we want the workforce to do. Let the leaders begin to share and show those to their respective teams. Let the leaders demonstrate it in the day-to-day decisions they make. That will be most helpful to the workforce in internalizing those virtues. Increasing the effectiveness of the 'One Team, One Job' message amongst the workforce Antaih: At the moment, I think we need to take it from the leadership to the people at the work sites. We need the message to come from the work sites as well. We want the ownership of this message. We want feedback from the PICs and first line Supervisors. That's when you have everyone taking on that's same message of One Team, One Job -
safely producing Oil and Gas. How do we do it safely? To do it safely, we need to work together as one team. So, as we hands-off from one person to another, we need to integrate. That's the One Team concept. We put our One Team hats on as we do tasks safely. The expectation is that the workforce carry on the message while executing their jobs. When the workforce takes ownership, we see great success because people are internalizing the message, owning the vision and personalizing it. That's what will help us move this forward. Fadahunsi: Building upon what we have already done, I think first, people need to be grounded in what we have achieved. Basically, where we are at the moment, and the need to be clear on the work that's still required to move forward on the journey. For safety, bottom up, we still need alignment. There is some work that need to be done on getting the lowest and highest of the workforce having a safety mindset and taking ownership of safety around them, and caring for others around them. It's basically saying that the safety of other depends on me as long as they are around me. On safety we have that work to do. For profitability, aside from the external challenges, if we can continue to focus and ask ourselves for every task, what is the most efficient and effective way to do this task? The other piece is to ask, how does this contribute to the company's bottomline? If those two things are clear to me as a member of the workforce, then I can be more driven in terms of how I get work done and the kind of work that I pursue.
Job; looking at people's behavior, how we think, how we focus, how we take on our task, and make sure that every day we work safely. Some of the initiatives we have deployed to improve in this area are the Good-to-Go; Stop, Think & Act; Fairplay application which are focused on improving people behavior and our safety culture. Fadahunsi: It still boils down to getting most of the workforce alignment from top to bottom vice versa in terms of safety commitment. We still have a lot of work to do there in trying to get people to focus on owning safety around them and also applying the lessons learned. That's the journey as we continue to move forward. It's achievable. The No hurt, Zero hurt is achievable if all focus on achieving this objective. Those are the few areas I have seen. It's really getting that bottom to top alignment fully in. There are broader challenges we have actually noticed in terms of improving the company's profitability. There are three key areas. The first one is price. The oil price is still low. Relative to last year, the price is not that better. So, we are still challenged in improving our profitability performance over the last two years. The other piece is the JV arrears. We have some challenges with the JV arrears. We are looking forward to the government defraying all the arrears that we are owed, which is over USD1 billion. This needs to be resolved before we can move forward. On the other hand is the security challenge. We were out of production in QIT for quite some months. These are external impacts. In terms of moving this initiative forward internally, we have done a good job and we can continually improve.
Key learnings from the campaign
13 ExxonMobil News
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