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do you not have the same degree of face timeas you would on a conventional land basedproject, but obviously people disappear forseveral weeks. Going into every project withthat understanding and having Consultantswho understand that environment and aretuned into that challenge is clearly one of ourstrengths.DV: Part of it is structural. It’s related to theexisting shift patterns of two on and three off.People are rotating off the platform and spendingsignificant amounts of time away from theworking environment and this presents areal challenge in terms of driving new waysof working and getting them hardwired intothe organisation. Another observation for meis that quite a number of Operators seem tohave allowed the evolution of quite a lot ofvariation in performance from shift to shift. Itfeels as though there’s almost an acceptancethat shift to shift it’s the people out there thatset the tone in terms of how certain things aredone - as opposed to getting to a clear view ofstandardised best practice that is consistentlyapplied consistently.MT: The challenge that I see is that traditionally,there has always been an onshore organisationthat developed and set high standards and thenthere’s the offshore organisation where thesethings are implemented and from my experiencethere’s a bit of a disconnect between the two.By that I mean that the flow of leadership fromonshore to offshore is perhaps not as effectiveas it could be. So whilst expectations are sethigh onshore, I would question whether that’scommunicated and reinforced as much as itcould be and whether roles and responsibilitiesare clarified as much as they should be. I thinkthe industry recognises that this is a continuingchallenge. And that’s an area where we clearlyput a lot of our focus.How do you ensure youleave a sustainable legacy?MT: As we come to the latter stages of ourengagement, sustainability is a conversationthat we start and continually reinforce with ourclients. You can’t underestimate the importanceof leadership in this whole sustainability debate.‘ Closework ® is the fundamentaldifference in our approach.We work alongside people atthe point where the solutionhas to happen.’Once we leave it really is down to Leadership toensure that the processes, practices and systemsthat we’ve put in place are sustainable. So partof our job is to make Leaders understand whattheir role is in this. It’s a conversation that startsalmost immediately, but becomes more andmore relevant as we got towards the latter stages.They have to be clear where they fit into thosethings and what they have to continue doing toensure these things live on.DV: The other point to remember is that thesethings aren’t a quick fix. There‘s an investmentof resource in terms of activity and durationto ensure that the new ways of working areembedded into the organisation. There’s aChange vehicle that has to be put in place withboth client resource and external support andexpertise. You’ve got to have the right criticalmass to properly drive and install the newpractices. That all comes back to the quality ofpeople we put on these projects. It’s also aboutyour tenacity and rigour throughout the projectand not getting distracted. One of the lessonsthat we point to in programmes that fail withclients is that when things get tough, they thentake away the structures and lose their focus andthings dissipate. You’ve got to hold the structurethroughout the transformational change.How do you crossthe Rubicon?DC: Energy is a key sector for Celerant. It’schanging and moving and so are we. We havealready opened offices in Brazil, Africa and theMiddle East where we’re involved in manymajor projects, including Liquefied Gas. Thecompanies we deal with have a global footprint,so we’ve got to take our massive learnings andstart utilising them right across the globe.CLOSEWORK® GLOBAL REVIEW 2012 65