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T H E M A G A Z I N E F O R T H E U K O F F S H O R E O I L A N D G A S I N D U S T R Y
W
hen Nexen launched a
cultural transformation
programme
in 2011
with the
goal of attaining best-in-class operator
status, it set in motion a process that is
delivering safety results, production and
efficiency gains and put it ahead of the
curve when the oil price dropped.
“We were quite fortunate in laying the
groundwork ahead of the oil price fall,
albeit not by design,” says Mike Backus,
UK operations vice president. “We’d
been building momentum, training
people and embedding the new culture in
the organisation.
“When the oil price dropped, we were
able to take advantage of good practice in
our business. In truth, it’s good practice
regardless of the oil price. In times of
low price, it protects your business and
in times of high price it increases your
margins. We don’t want to lose sight of
the discipline around it.”
Promoting the principles
Eight cultural beliefs form the heart of
the organisation’s new way of working.
The beliefs are: Safety First, Be The Best,
Results Matter, Do It Right, Be Bold,
Step Up, Value Feedback and
Win Together.
Coming together
As Nexen marries principles with practical application,
Wireline
finds out how
workforce involvement and engagement have been essential to embed a new
way of working.