Success Stories

Decommissioning – Performance Development

The Challenge
Wild Thinking was asked to get involved in a major North Sea decommissioning project.  The brief was to help ensure continued focus on developing the effectiveness of the onshore & offshore teams involved.  Decommissioning is  a complex and challenging undertaking and the outcomes that we were asked to deliver included:

  • Enhanced focus on identifying and implementing lessons learned
  • More effective front line leadership
  • Developing a “1 team” approach
Our Approach
Initially, we visited the platform to hear first hand about the issues involved.  We then designed a series of onshore workshops, attended by all of the cerws, where we explored the issues, agreed on strategies for success and created a Performance Charter that the whole team signed up to.  The Performance Charter became a central focus for the team.  We developed a Dashboard to promote a greater awareness of the key performance metrics and worked with offshore coaches to help them to effectively engage with the rest of the team on implementing lessons learned.  We then delivered a series of highly tailored leadership skills training sessions to the front line supervisors.  The focus was on developing the skills necessary to drive forward the success strategies agreed at the workshops.  The sessions were coordinated to allow offshore workers to train the day prior to their departure to the platform, ensuring a highly efficient use of time. 

A Wild Thinking Consultant made a number of trips to the platform, to support the Supervisors and the Coaches as they further developed their skills. After 12 months of activity, at the end of the decommissioning project, we got the whole team together onshore to celebrate, review and agree on the focus going forward to the next decommissioning.

The programme was very well received and has contributed to the platform winning awards for its performance.  Wild Thinking has been credited with helping to deliver:
  • More openness in communications
  • A more active focus on performance development
  • Greater staff retention
  • Improved relationships between onshore Leadership and offshore Supervisors
Comments from participants included:

“Communications between crew and supervisors has got better in the past year”

“People are buying-in to our safety culture more now than before”

“Barriers are coming down”

“Offshore/Onshore interaction has become easier”