Executive viewpoint

The ups and downs of the oil and gas industry are something that we’ve all come to expect. If you’ve been in the industry for more than a few years, you’ve experienced the cycles—the corrections and the recoveries. Just as the industry was adjusting to a post-2014 sea change in operational fundamentals, the global Covid-19 pandemic came along and changed everything. Manufacturing and service companies, like Weir Oil & Gas, as well as operators and other oil companies, are now determining new paths forward to thrive in a post-pandemic world.

One thing is certain: interaction is inherent to daily operations in the oil and gas industry. Whether purchasing equipment, rigging up on a wellsite, or servicing machinery in a workshop, collaboration and contact have always made our industry function. With in-person contact severely limited, everyone has been challenged to find new ways to perform their job functions in safe and effective ways.

New processes. In the midst of a globally disconnected world, it’s been exciting to witness Weir’s Pressure Control team forge new internal and external processes that foster deeper communication and transparency. Internally, it was recognized how critical that it was for every team member to be connected to their team. When the global shutdown occurred, Weir invested in its people rather than cutting back. Although our technicians typically don’t possess the same technology tools used by engineers or sales teams, it was recognized that connective technology wasn’t optional. So, our technicians were immediately supplied with digital devices and company emails, to ensure that they remained well-connected during the global pandemic crisis

Team-building. With the world on lockdown and personal interactions dramatically curtailed, the Pressure Control team transformed technical trainings into team-building exercises. Creating these purposeful opportunities to virtually commune and connect with peers became a lifeline that lifted morale and mood. In a climate where everyone felt powerless in the face of the pandemic, these virtual encounters proved to create a resolve and determination among team members to focus on what each person could control. The team focused on simple things that could be easily overlooked, yet took on increased importance during this time. For instance, teams were educated on how taking care of their gloves and trucks can save the company money, and how they could increase their soft and technical skills to positively impact others in such an unprecedented time.

Providing a high level of transparency. The need for increased face time with team members was recognized, and as a result, virtual endeavors were expanded to include townhalls that provided a level of transparency uncommon in the industry. These townhalls fostered a level of trust that few organizations are fortunate to experience, especially during such an extraordinarily trying time. Recognition took on more significance as new ways to acknowledge technicians, both formally and informally, were developed—including monetary incentives for meeting safety goals in the pandemic climate.

Communication has been the key. Nine months into the Covid-19 global pandemic, the Pressure Control group’s revenues are up, and its team is stronger than ever, with an all-time-high retention rate. Connection in a time of disconnect was able to completely transform the culture and create a stronger bottom line. Communication is at the heart of connection. Communication infused with empathy was cultivated as a result of connecting our team members. It has created an open environment in which empowered team members try new things and inspire others.

When the world became disconnected because of Covid-19 shutdowns, communication underpinned how we connected with our customers, too. Communication was leveraged to interact with all stakeholders and to make their jobs easier. We exercised transparency to share the specific actions that we took as a company to reduce coronavirus on-site.

Harnessing video and livestreams. We leveraged technology to produce weekly livestreams, to interact virtually with customers and offer engineering and technical-driven insights. These knowledge-packed videos brought our product experts into our customers’ homes and facilities, to enable them to continue to maintain and extend the life of their equipment. We hoped to spark a change, both technically and emotionally, to communicate that we are in this situation together and to connect on a deeper level. During such an unprecedented time, our customer partnerships grew even stronger.

Communication, connection and empathy have been transformative during the pandemic. Right now, we are able to ride the coattails of goodwill that are present in existing relationships. Going forward, we will need to evolve, as new relationships will require different levels of communication to foster those strong bonds. As industries adjust to a post-pandemic world, and new team members and new customers are introduced, one thing is certain. Whatever the future brings to us, connecting our people and our customers—in other words, communication—will be a core operating strategy.