Our map is founded on two principles:

  • The HSE Framework, which provides not only direction, but also “rules for the road.” Our journey is always based on business needs.
  • The Culture Model, which establishes the expectation of Zero. Because of this model, we’ve been able to make leaps in thinking – and performance.

In 2016, we made some impactful additions to our map. We mapped our risks and controls on a “Risk Waterfall,” so that we can better understand the obstacles in our path and how to navigate around them. This helps us understand where the obstacles or gaps are, and from there we identify laser focus areas for improvement.

And, we’ve expanded our use of leading indicators as a proactive way to map out the behaviors we need and move forward in the direction we want to travel.


Learn How We Set The Direction


Discover Where We’re Headed On Our Culture Journey


See How We’ve Mapped Our Routes

  • HSE Framework

    With HSE as much our purpose as energy, we made it integral to the company and outlined a business framework for it, just as we did for other key aspects of the business.
    We took a very pragmatic approach – convinced that if we used the right “lenses” to guide us, we could drive non-conformances out of our system and at the same time, improve effectiveness and efficiency. After much searching and testing, we landed on four sustaining “lenses” through which we would view and manage HSE and build our culture going forward.

    • Business based – everything we did in HSE had to be aligned in support of the business
    • Risk based – our focus had to be on our risks, the hazards intrinsic to our business and our product lines
    • Culture based – our HSE conscience had to be believed from within and it had to start with our leadership
    • Best organizational practices based – we’ve worked to learn from others and modify those practices to fit our risks and activities. Best organizational practices must be implemented.

    These are the lenses we still use today.

  • Culture

    We landed on a culture model that made sense for us. In essence, we built it on our own. We looked at Dr. Hudson’s model and took pieces of it. And the DuPont Bradley Curve – and used it to visualize a common state we wanted the whole company to become. An interdependent – or, generative – state.
    The model predicted a vision-target-expectation progression. But, as our culture kicked in, we made leaps in both thinking and performance, and the vision-target-expectation became reality much sooner than anyone expected.
    Years ago, we were very dependent on others to own HSE. Today, everyone cares for each other. And the results have been phenomenal.