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Terminal Transformation - Engaging People to Energize a Key Facility
A thirty-year-old facility required step-change improvements in reliability, performance and morale. Employees were not always collaborating in an effective manner, and organizational issues often prevented efficient execution of business plans. The facility and the people that made it work required revitalizing through improved systems, processes and leadership skills.
In 2003, the executives responsible for BP Trinidad & Tobago’s terminal at Galeota
Point recognised the need to make improvements at the facility, which processes and separates the oil, water and natural gas pumped from several offshore production platforms. While the facility was meeting its fundamental purpose, many unhelpful behaviors limited its potential.
The terminal faced challenges stemming from a variety of organizational issues. Conflicts existed between permanent employees and contract workers, and divisions also formed between Amoco and BP heritage staff after their 1998 merger. The goal was to bring the terminal’s culture into alignment with their aspirational values statement, which call for “treating everyone with respect and dignity, striving for mutual advantage and contributing to human progress.”