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W I R E L I N E
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“It’s no accident that safety sits at the top
of the list,” notes UK managing director
Ray Riddoch. “It’s central to what we’re
doing in terms of changing the culture and
driving efficiency improvements.”
Nexen’s leadership team understood
that workforce collaboration and
communication were crucial in achieving
the cultural transformation it wanted.
Since launching, Ray has personally fronted
more than 120 hours of training and there
are around a dozen cultural champions
across the business who promote the beliefs
throughout the company.
“The key thing is that the workforce has a
very clear understanding of expectations,
of individual roles and of how they fit in,”
asserts Ray. “They know that they’re very
important to the business – that their
contribution matters as much as mine or
any other manager.”
Other tools used to embed these values
into everyday tasks include Focused
Recognition Cards that acknowledge
individual contributions to the
improvement agenda, and storytelling,
whereby employees share how a
colleague has demonstrated one of the
beliefs to deliver key business results.
Constructive feedback to colleagues
is also promoted and individuals are
encouraged to solve problems with a
‘Steps to Accountability’ tool that
guides them to take accountability
based on a methodology developed by
Partners In Leadership.
A new onshore support manager role
was also introduced in 2013. In charge
of the onshore asset team, this position
We wanted to
give the whole workforce
visibility of where we
stand operationally.
People have sight of
areas they are not
directly responsible for,
but they are increasingly
interested in how we are
doing overall and how
they connect to that.
We work hard at using
our communications
processes to that end.
Control room on Nexen’s Golden Eagle asset. A marginal gains scoreboard,
featuring key performance indicators, now means the entire business can
measure – and see – improvements in performance
WORKFORCE ENGAGEMENT
CULTURAL CHANGE