An international Oil and Gas Company took over a state owned Romanian oil company in 2005 with about 22.000 employees, operating in more than 300 fields all over the country with significant offshore operations in the black Sea. The Original Company had been in operation for 150 years with 50 years under communist management and had become available for buy out after several restructuring efforts by the state.

It was understood from the due diligence process that the HSE performance of the Company was far from that normally expected by modern international standards and that the technical infrastructure as well as the attitude of the workforce towards HSE needed significant improvement.

In the early years after take over the focus was very much on inventorying the existing infrastructure and an assessment of technical safety conditions. The HSE organization was expanded, re-structured and the people trained in modern HSE practices and techniques. A lot of energy was spent in easy, quick wins, such as housekeeping campaigns, fixing the most obvious and unacceptable hazards and endowing the workforce with PPE that conformed to EU Standards.

3 Years after the take over the Management focus of the organization was changed from just production towards production, cost and HSE performance. This has been achieved by change in the Management and training the Managers in HSE understanding and skills such as HSE leadership aspects.

The introduction of annual HSE objectives combined with a Balanced Score Card which the company tied to personal performance bonuses as well as benchmarking the performance at all operational levels helped significantly in the implementation of strategic objectives defined by the new Parent Companies headquarters mantra of; "what gets measured get done".

The results of these initiatives can be seen in the in lost time injury rates which dropped from 1,1 to 0,19 (per million work hours) and also in the level of proactive involvement of the whole workforce through hazard and near miss reports which increased from 35 in 2006 to 25.000 per year in 2009.

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