Remember: As Shell Aircraft's MD has said many times, safety culture is determined by the customer (not the operator) and that is why the change from one operator to another (even after 50 years of continuous service) is so easy for a world leader in safety like Shell to organise.
Its almost 2 years ago that the success of Caverton was predicted here when their strategy was revealed:
https://www.pprune.org/rotorheads/14...ml#post3906397
Once we have our brand new, shinny AW139 here, with the superb new engineers we have hired to replace certain persons who no longer met our toppest of standards, many top international companies will be queueueing up for our services. Its not every day they will be able to have the world's leader in helicopter operations to show them how they may be taken to new levels of service and experience from Nigeria's premiere helicopter provider.
Shell clearly recognises a good potential supplier when they see one!
In the coming week or two as the first Bristow aircraft are phased out (those S-76s, with their 1979 certification standards) you will see another element of the High Reliability Organisations that are Shell Aircraft and SCiN/SPDC being demonstrated. Namely FLEXIBILITY.
Thats why nuclear aircraft carriers are safe - FLEXIBILITY amongst the experts involved.
You can be sure that Shell's aviation advisors, in Lagos and Rotterdam (who do collaborate closely to help achieve the worlds highest aviation safety standards) will respond FLEXIBLY to all the circumstances to make this Management of Change from Bristow to the futureristic nationally managed Caverton operation smooth and trouble free.
Mark my words: we will all still be talking about the success of this historic change program in 10 years time!
Some sciolists also seem to fail to realise that as well as the leaders in aviation safety, Shell are also leaders in business integrity:
As it says at
www.shell.com for all to see:
Shell employees share a set of core values - honesty, integrity and respect for people. We also firmly believe in the fundamental importance of trust, openness, teamwork and professionalism, and pride in what we do.
Our Shell General Business Principles contain the core values of honesty, integrity and respect for people. We apply these through our Code of Conduct and provide training to help staff and contractors meet our standards. If violations occur then we take appropriate action.
Business integrity has been an integral part of
Shell’s General Business Principles since 1976 and we have reinforced it internally ever since.
We comply with all applicable laws and regulations of the countries in which we operate.
The direct or indirect offer, payment, soliciting or acceptance of bribes in any form is unacceptable. Facilitation payments are also bribes and should not be made. Employees must avoid conflicts of interest between their private activities and their part in the conduct of company business.
Employees must also declare to their employing company potential conflicts of interest. All business transactions on behalf of a Shell company must be reflected accurately and fairly in the accounts of the company in accordance with established procedures and are subject to audit and disclosure.
If you want to report a violation just call:
http://www-static.shell.com/static/a...st_31aug09.pdf
All reports are properly investigated and any individuals at fault are punished:
Bribery and corruption put fresh dent in tarnished image of Shell - Business News, Business - The Independent
Shell investigated by SEC over bribery claims - Times Online
Shell also initiated, and was a leading sponsor of, the Nigerian Extractive Industry Transparency Initiative (NEITI), which openly publishes payments made to the government by the international oil companies. Former PM and respected world statesman Tony Blair was a strong supporter of NEITI.