WIRELINE Issue 37 - Autumn 2016

WORKFORCE ENGAGEMENT

CULTURAL CHANGE

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

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

“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

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.

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