Abstract
The Oil industry is present in several segments and services spread all over the world. Although Petrobras operates predominantly in Brazil, its headquarters, it does business and operates in virtually every continent on the planet. Consequently, its professionals move to the most distant and remote places, where, in general, there is no local support from the Company. Thus, there are more challenges and complexities inherent to Petrobras’ corporate travels, as well as the likelihood of incidents is higher. Given the accelerated growth in travel demands and the consequent increase in employees traveling around the world, it was necessary to develop a dedicated internal process for international travel control. The process includes guidance to employees on security aspects before, during and after the travel, mitigation actions and support to employees at risk, as well as a channel for integration with other areas related to travel security. This article reflects the company's cultural change in reinforcing its commitment to life and safety, by creating a process and assigning a team dedicated to the care of travelers abroad, and identifies the need for improvement in parallel processes in order to improve their integration, the monitoring of scenarios and of external environments. The data that supports the article also supports the thesis that all the work of transforming the process and investing in prevention and guidance to employees only with the differential of internal production and adaptation to the Company's culture is feasible with low cost. This article reinforces the need to align travel security activities with the culture of the company and its employees so both can speak the same language and not create cultural gaps.
