Timor Leste is a newly-formed country. TIMOR GAP EP is a new oil and gas company with roots in the country. The new staff had scant experience in the oil and gas industry as well as safety measures in industrial work places. They definitely needed to establish a positive safety culture, especially given that the country was previously affected by war and safety culture was not a prevalent notion amongst individuals.
We worked with the client and coached them on the important aspects of safety in industrial operations as well as the benefits that the company should expect from establishing such.
CR Asia wanted to roll out a Behaviour-Based Safety Observation programme to solve some of its safety culture issues. The company was growing fast and had expanded to establish branches in several countries. Most of its staff was contractual and would come and go depending on the availability of projects. This inconsistency caused issues in establishing a definite positive corporate culture.
We introduced management to the idea that it had to first look at the organisation as a whole in order to establish a solid culture. As part of our structured consulting approach, we planned site visits and surveys to provide us a good understanding of the status quo of the company’s culture. Based on our observations and analyses, we discussed with management the core issues that needed to be addressed in the company. We conducted a workshop for coaching management coming from different countries. Then, we worked with their supervisors to roll out behavioural training.
By developing teams of people that were able to identify existing challenges and proactively address them as agents of change, we established a more positive corporate culture in CR Asia.
WOH HUP is a large construction company with a lasting legacy. Having had a long history, it was aiming to build a younger management team that would lead the company to future success. However, it needed these managers to not just have leadership skills and technical knowledge, but to also be familiar with the safety aspect of the work at hand. The client wanted to develop further its safety culture and the employees’ good behaviour on site.
Our services were engaged to assist in this endeavour, because we are the foremost experts in positive safety in Asian and Middle Eastern companies. (more…)
Kajima was the developer for high-end luxury apartments in a very exclusive neighborhood. They had engaged Poh Lian, a listed company, as their main contractor. While there were no safety issues, the project was in distress nonetheless. There were already delays in the project with a very high turnover rate from the side of Poh Lian.
Being specialists in creating positive corporate culture in Asian and Middle Eastern companies, the client sought our assistance to overcome the issues that were threatening the success of the project. (more…)
When they first started working on mutual projects, the relationships among Shell, Chiyoda, the EPCM and third-party contractors were being tested. Before we stepped in, their interactions were counter-productive and the lack of safety culture undoubtedly posed a risk to the projects.
As leading consultants for the establishing of positive safety culture in companies in Asia and the Middle East, we understand that harmful work place behaviours could cost a company valuable time, resources and money. We work to ensure that all personnel operate to their maximum potential, achieving gains for the company and for their individual selves. (more…)
At the beginning of the SCOT-BUGIS projects, there was a shortage of identifiable supervisors who possessed leadership skills and could act as good leaders. Though these projects were smaller in scope than the highly-successful Houdini project at the Shell Eastern Petroleum Complex, there was still a clear need for a new set of professionals to fulfill the requirements of the endeavour as many of the veteran supervisors were occupied with other tasks or contracts.
As we were invaluable to the success of the Houdini project, the client again sought our services as a premier consultant for improving corporate culture in Asia and Middle Eastern companies such as Shell.
The client aimed to have a near-perfect turnaround that did not result in any negative safety incidents. It was also important for them that the programme should not cause any delays in operations or any loss of time, because they were working on a very tight schedule. (more…)
The success of the Houdini project and the TSAP programme we implemented for it generated positive reviews. For their subsequent projects, the client wanted to recreate what we have previously accomplished as safety culture experts for Asian and Middle Eastern companies including Shell.
The SCOT and BUGIS projects were small, compact and fast-paced operations. Our programme would be involving 14 trainees only. (more…)
The Montara Venture FPSO was completed under Tanker Pacific Offshore. PTT Exploration & Production Public Company Ltd (PTTEP) acquired Coogee Resources including its assets and license to operate, thereby effectively becoming the operator.
A vessel was on its way to the wellhead platform for hook-ups when a blowout occurred on the platform. Oil, gas and the ensuing slick was released and continued leaking for 74 days into the Timor Sea. It is known as one of Australia’s worst oil disasters overshadowed only by the BP Gulf of Mexico incident the following year. This prompted the move to transform Australian drilling operations to incorporate stronger safety measures.
The Australian government, the National Offshore Petroleum Safety and Environmental Management Authority (NOPSEMA), Indonesian authorities along with the public all voiced their concerns. PTTEP had to take massive steps to not only repair the damaged wellhead platform but to also ensure that the FPSO was up to specification and Safety Case requirements. The FPSO was sent back to Singapore with some of the work to be done in Indonesia and Thailand. The client acquired our services to assist in this endeavour as we are renowned experts in safety culture in Asia and the Middle East. (more…)
Singapore LNG Corporation Pte Ltd (SLNG) is a Singapore government-owned entity under the Energy Market Authority (EMA). Samsung C&T was awarded the engineering, procurement and construction contract for the building of the LNG Terminals on a 40-hectare plot located at the southern tip of Jurong Island. The initial plan was to build two tanks and one jetty, but this was expanded to more tanks and a secondary jetty.
The project was a major undertaking that has implications on Singapore’s ambitions to become the principal LNG hub in the Asia region and, consequently, a world market leader in LNG storage and trade. Because operations needed to go as smoothly as possible, the client engaged our services as experts in safety culture specializing in multicultural Asian and Middle Eastern companies such as them. The communication strategies that we employ are able to transcend culture, language and nationalities. (more…)
In September 2009, Bukom experienced a major turnaround that lasted 90 days. With the arrival of an additional 2,000 workers into a live refinery, the management turned to us to provide a custom solution given our established track record of assisting in the successful turnaround of companies in the Asia and Middle East region.
The management wanted to conduct a successful turnaround with safety as its core element. It was also essential that any intervention that we were to embark on would not result in any delays in the planned schedule or loss of time.
Awakening the Leader in You™ is one of our trademarked consulting packages that helps people bring out the best in themselves and those they work with, turning them into active agents of change in the work place. In collaboration with the client, we refined the programme to cater to their specific needs by analyzing the status quo and proposing how we could get the supervisors and contractors from simply good to great. (more…)
In Singapore, there was a significant lack of competent safety supervisors stemming from the boom of construction activities in the region. When Shell undertook a mega construction project at its Bukom Refinery and Chemical Complex on Jurong Island, its management identified a pressing need to increase the company’s pool of trained safety professionals. Hence, we were engaged as consultants on the project being proven experts in safety culture specializing in workers from Asia and the Middle East.
Safety is a priority at Shell. The client’s main objective was to design and implement a programme that would result in motivated safety supervisory personnel. They would be expected to maintain the high safety standards of the company, and develop and promote a strong safety culture.
The Trainee Safety Advisor Programme (TSAP) aims to equip motivated individuals to become qualified and competent training professionals. The comprehensive programme consists of basic teaching modules that cover topics from workplace safety and health issues to the latest relevant legislations that trainers need to be familiar with. We provide mentoring to the trainers while keeping in mind the client’s requirements.
In October 2006, the Shell Eastern Petroleum Complex (SEPC) began construction work on a mega project dubbed the Houdini, which is currently its largest petrochemicals investment. The project had a total work force of 13,000 people working across three different sites.
The supervisors were faced with the challenge of getting their workers to deliver results while maintaining high standards of quality, safety and productivity. However, the workers were relatively new and the supervisors who had already been groomed to provide training were occupied with other projects.
On top of the looming deadlines and budgets that had to be managed, SEPC was also greatly concerned about the safety of its employees. As specialists in establishing positive safety culture in companies across the Asia and Middle East region, the client sought our assistance in working out the proper response to their predicament.
The client wanted to provide their supervisors and middle management with the leadership tools they need to achieve the company’s objectives. It was also important that contractors and individuals develop ownership for the projects that they work on. (more…)
Shell Eastern Petroleum Complex – Accredited Training Provider 2007-2010
The sudden boom in the construction industry meant that the Shell Eastern Petroleum Complex (SEPC) had to increase marine conversions and plans for new builds. This required the hiring of more workers to fulfill the work that was needed to be done and training centres quickly became overwhelmed. In addition, the many skilled trainers and professionals being tapped as resources for these trainings were involved in other activities or engaged with other companies. This resulted in a large demand for training with only a short supply that could be provided. Hence, the training system was experiencing bottlenecks in its processes.
The client aimed to reduce these existing bottlenecks for the Engineering, Procurement and Construction Management (EPCM) and their contractors without sacrificing the quality of training being provided on site. It was imperative that the high standards of Shell would continuously be met. To address these issues, the client turned to us given our expertise in handling successful turnarounds for companies in Asia and the Middle East. (more…)
It is a common belief that leadership skills cannot be taught, may it be in school or even at work. However, many people are thrust into situations where they have to lead others and accomplish the job that needs to be done.
SADAF experienced such a predicament when they hired new staff and supervisory personnel who must all be equipped with leadership skills. At the time, it was expected that the company would experience at least three turnarounds for the year, so the new employees had to be ready within a short period. To aid them in this endeavour, the company sought our help as experts in promoting positive safety culture in Asian and Middle Eastern contexts.
The client envisioned a work force that had one culture, with everyone sharing the same attitudes and perceptions. Consequently, the company’s purpose becomes aligned with those of the people working there as everyone works toward the same goals. (more…)
The tragic killing of an engineer in one of their meeting rooms shook the company. In reaction, the client intended to prioritize the safety of their employees to prevent such an event from happening again. As part of their response, the management also set out to alleviate the loss of trust and security among employees that has resulted from the incident. [workplace fatality]
The client was determined to create a new safety culture in which all employees would share positive perceptions regarding one another’s wellbeing. A safety culture refers to the ways that a company manages safety in the workplace through its systems and practices. Establishing such a climate has been found to maintain good relations among employees, create a positive attitude towards work and increase company performance. With our recognized experience in establishing safety culture in companies operating in Asia and the Middle East, the client tapped us for our expertise.
Our trademarked programme Awakening the Leader in You™ was utilized according to the client’s unique needs. The customized approach that we offered was appreciated by the client as it differentiated us from other consultants who only presented one-size-fits-all solutions. These eventually prove to be ineffective because they are not adapted according to the distinct context of the problem at hand.