The outcome of working with Propel was a ‘sea change’ for PGS Operations and a metamorphosis from a lagging and detail oriented operational culture to a leading, and risk-inquisitive one.
The concept was also a success by implementing a new formal organizational structure, including new constructs such as onboard and onshore Management teams with a clear and defined transfer of pertinent information about risk and performance between those levels. This was previously a broad-band stream of all information flowing upwards, without any prioritization or structure.
Since implementing our “One Culture”, our Maritime downtime has been at an all-time low and almost an order of magnitude reduced. HSEQ lagging indicators are at best-ever levels. Management time is more effective. The vessels feel more integrated with the onshore tasks and activities, and less remote and less of a perceived ‘gap’.
Today, our downtime is at an all time low and performance remarkably high. In fact, several of the oil majors have given us credit for creating a unique culture resulting in a performance that is 2-3 better than the industry average. In such respect we have outraced our competitors. Our performance has been noticed by our underwriters with a positive impact on premiums.
As a VP, my work day is considerably different today. I used to be involved in quite detailed operational issues and would also be talking directly with the vessel onboard management for all kind of topics. Today, we respect and use ‘the line’ and give the Vessel Managers and the Head of Vessel Operations the authority and the responsibility to manage the day-to-day activities, and myself and the other VPs are only engaged when a high-risk, or significant, fleet-wide issue arises.
Copyright: "Courtesy PGS".