Signos (Jan 2015)
Cultural conditions and risk factors included in the management of Key Energy Services
Abstract
Key Energy Services is a worldwide pioneer in workover services, completion of oil wells, with 1200 rigs in the world and with the dream of starting a sustainable business line in Colombia. As a multinational organization, Key Energy Services has standardized its management system under the requirements of the technical standards ISO 9001, ISO 14001 and OHSAS 18001, with the expectation that all operations are carried out under one and the same language, so that the operations in the Middle East be developed in a similar way in Colombia. Senior management assumed this responsibility and following the given guideline, achieved certification of their management systems, however the results were not as expected. Between 2011 and 2014 two contracts were lost, they had to lay off more than 400 workers, shares on the stock exchange fell 200% and the rates of labor, environmental and operational accidents were increased, which made lose the trust of customers in Key Energy Services and the possibility for the company to abandon its operations in Colombia. The analysis of the previous situation show the need to involve socio-cultural conditions of the people´s organization, as input for planning integrated management system, in order to supplement some human aspects that are not traditionally included in management systems. Despite the drawbacks by the lack of national and international information on the subject, this proposal includes and assess conditions and risk factors sociocultural in the integrated management system of Key Energy Services, to answer some questions such as: Why which despite the willingness of senior management to designed and implemented management systems correctly, the results are not what you expected ?, What is the role of the sociocultural conditions for achieving those results ?. For Key Energy Services was important to know the sociocultural conditions of workers, regardless of their position, their social status, beliefs or associations, among others, as a strategy to adapt and improve the integrated management system under the premise that they are workers who guarantee the success or failure of management systems in the organization.
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