E&C execs discuss industry work and leadership in the "new normal"
Adrienne Blume, Executive Editor
Rice Global Engineering & Construction (E&C) Forum held its first virtual roundtable on April 24 on the subject, "Leading through a crisis: E&C leadership perspective." The lunchtime seminar, which was moderated by Hydrocarbon Processing Editor-in-Chief/Associate Publisher Lee Nichols, focused on how E&C companies are working and leading during the COVID-19 pandemic.
The panelists included Kevin Wetherington, Chief HSE Security & Quality Officer, Baker Hughes; Stephen Toups, President, Turner Industries; and Joerg Linsenmaier, Vice President of Project Management, Manufacturing and Construction, Air Products.
Working in the "new normal." Mr. Nichols first asked the panelists how they plan to bring remote workers safely back to office work amid public health concerns. Mr. Wetherington explained that Baker Hughes' "back-to-work" guidelines will change employee spacing and density in the workplace, and put increased focus on hygiene and workspace cleaning. Many companies, including Baker Hughes, have outlined a phased approach to these guidelines. Phase 1 includes various remote work initiatives, Phase 2 will bring essential employees back to the office, and Phase 3—resumption of normal working conditions—will be rolled out after a vaccine for the novel coronavirus is available.
As for industry conferences, events and travel going forward, Mr. Toups noted that the first prerequisite for an economic recovery is a viable public health response. "The sooner people feel confident about [COVID-19] testing, cleaning and how social distancing will work, the sooner we'll be ready to resume those activities," he said.
Assisting workers with creative solutions. With regard to technology improvements and productivity enhancements assisting with the current situation, Mr. Linsenmaier noted that at Air Products, several systems are in place to inspect or troubleshoot plants completely remotely. The company can remotely check machinery, perform repairs and monitor controls and process conditions for industrial gas plants. As an example, he noted that Air Products recently started up a plant in Spain almost completely remotely, with minimal help from the site, since a startup team could not be sent to the site itself due to travel restrictions from COVID-19.
Mr. Wetherington added, "We've discovered we can do more remote work than originally thought. We've adopted some creative ways to establish distance in [Baker Hughes'] offices, such as one-way hallways, adjusting the layout of cubicles, and using occupancy limit signs for certain confined areas."
Turner Industries is also finding creative solutions to meet its work needs. Mr. Toups gave the example of a new reactor that was delivered to the Port of New Orleans by barge. The coronavirus has been widespread in New Orleans, and so a pickup team was assembled and outfitted in personal protective equipment to retrieve the reactor. Drones and remote monitoring across the Mississippi River from the project helped workers safely and successfully accomplish the reactor transfer.
What will the post-COVID-19 workplace look like? The panelists also discussed how the E&C industry could change after the COVID-19 crisis. Mr. Toups noted that the goal is to maintain the same level of productivity, despite industry challenges caused by the loss of demand from the virus. "The industry needs to think of this as a positive. It's going to be ugly, and there's going to be some bumps in the road while getting there, but the industry will come out of this with a positive outlook," he said.
Mr. Linsenmaier explained that the majority of Air Products' 17,000 personnel worldwide have shifted to working from home. The company recently conducted employee surveys about productivity and found that home-office productivity was about 95% of in-office productivity—a positive result, considering the multiple distractions that working from home could pose for some workers. "It's hard to say what will happen in the next six months," he said, "but it won't be the same as before. We've found that some people can completely work from home. Maybe we'll find that our offices are too large," which could result in downsizing of workspace.
Mr. Linsenmaier also noted that company leadership would need to change to meet the "new normal" imposed by the novel coronavirus. Company and project heads will find different ways to meet virtually with clients and partners. Work teams will be in touch more often via email, phone and video, in lieu of communicating with team members in person. Air Products will enact more frequent scheduling of cost controls and schedule controls—on a weekly basis instead of monthly, or even daily for very important projects, the VP noted.
Mr. Wetherington summed up the webcast's focus on leadership strategies, saying, "With any crisis comes an opportunity for improvement, along with opportunities for technology and business advancement … We need to make sure that we don't miss the opportunities to improve as leaders, to implement certain [helpful] technologies and to evolve our business practices. We have to make sure we learn, advance and improve. That includes the leadership skills that need to be developed to meet the 'new normal'—a willingness to learn and adapt."
Next on the virtual E&C Forum. The next virtual Rice Global E&C Forum will take place on May 8 on the topic, "Leading through a crisis: Contractual implications." Register here for the May 8 virtual event: https://signup.rice.edu/RT0520/
[CLICK HERE TO LISTEN TO THE ROUNDTABLE WEBCAST]
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