Case Study: People Analytics

Improving Worker Welfare in the Oil & Gas Industry in Oman

The effective delivery of a large scale, long term diagnostic survey with facilitated sessions to engage with organisations in the supply chain to improve business performance

Phase 1: Solution Design

In 2012, a major oil and gas company from Oman required a work citizenship programme for employees across their supply chain due to significant industrial relations issues in the aftermath of the ‘Arab Spring.’ The intervention required a combination of solutions to enable a greater understanding of self-discipline and collective responsibility producing productive, efficient and safe employees with personal values that created role models or “positive pioneers” within each company. This initiative resulted in the ending of major strike action and 92% of the strike ringleaders being reintegrated into their parent companies.

Subsequently, in 2013, IDG proposed an extensive employee engagement solution to keep workers and management engaged and the proposal was successfully piloted across 20 contracting companies in Q2 2014. This in turn led to IDG Regional Director, Gerry Woods, producing a comprehensive design proposal which was rolled out across the length and breadth of Oman on 1 September 2015.

Phase 2: Data Gathering

Key worker metrics included Health & Safety, Human Resources, Medical, Operations, Training & Development, Values and Worker Welfare to determine priorities for change.

The assessment method and process involved 2-man teams, who headed out into the desert for 2 weeks at a time, presenting 61 research statements to be rated on a scale from, strongly agree, agree, disagree to strongly disagree. Surveys were conducted in groups of up to 200 workers and data captured on handheld clicker devices. Results were calculated in real-time.

A classroom with people being surveyed for Project Prism

Phase 3: Report Compilation

The reports were designed for each CEO/MD and Head of HR, for each of the contractor companies. The reports include quantitative benchmark analysis on key worker metrics relative to highest and lowest industry average scores. Detailed root cause analysis and explanation of the identified gaps along with customized recommendations for each organization were developed to enable them to measure the key areas for future improvement.

An overall report on the welfare of workers, collated from the 200 organisations, surveyed detailed the benchmark standards in the industry.

Phase 4: Debrief and Coaching

A coaching programme with each contractor company was facilitated to share best practices and provide tools to enable them to resolve problems and close the gaps.

Key Facts

  • Who: Front line staff of contractors and sub-contractors, including both field and non-field workers. CEO’S and HR decision makers
  • Methods Used: Data gathering, analytics, reports with recommmendations, meetings, presentations, workshops and coaching programmes

Key Challenges

  • Multiple languages and varied levels of literacy
  • Logistic challenges in covering such a vast geography in harsh conditions

Key Success Factors

  • Agility and real time data capture
  • Tailor-made solution for a complex industry
  • Improved relations and communications between the Operator and its contracting companies

Outcomes, Highlights and Future Impact

All 200 companies were willingly engaged and are now developing action plans to address areas of deficiency. Contracting companies will have their action plans measured over the next three years, with the data survey planned annually, to measure the real effect of their planned improvements.

Several of the participating companies have now initiated more specific interventions with IDG to accelerate excellence, above and beyond, within their individual organisations.

Feedback

“An industry first – great opportunity to learn and make a difference. As we move forward, we will seek to assist and drive improvements in the socio-work-ethical environment in our contractor community. We believe this will support our business and the contractor community in addressing key issues arising through gaps or lack of care and engagement/listening – and help to raise performance standards in the contractor community. We want to use PRISM as one of the tools to regularly assess gaps, opportunities and best practice in support of change management and a high-performance environment.”
Managing Director of the Client

“PRISM has been a major undertaking in design, implementation, data capture/analysis and reporting outcomes as a result of its considerable scope and detailed content. Both the initial pilot and the early months of main project implementation provided many lessons which have enabled us to refine the process as we go along and our twice-monthly project management meetings with the client ensure we remain agile and responsive to developments. We are proud to have been both the catalyst and the trusted executor of PRISM, a project that is actively promoting continuous improvement across an industry from a strong evidential foundation.”
Gerry Woods, IDG Programme Director

Number of people surveyed per year

Number of companies surveyed

Number of locations across Oman

Number of languages

Number of Days Surveys Carried Out Each Year

Number of Coaching Delivery Days Per Year