Title Stardust Petroleum Sendirian Berhad : how to inculcate the pro-active safety culture? / Farzana Quoquab (Azman Hashim International Business School, Universiti Teknologi Malaysia, Skudai, Johor, Malaysia), Nomahaza Mahadi (Azman Hashim International Business School, Universiti Teknologi Malaysia, Skudai, Johor, Malaysia), Taram Satiraksa Wan Abdullah (Faculty of Chemical and Energy Engineering, Universiti Teknologi Malaysia, Skudai, Johor, Malaysia), and Jihad Mohammad (Azman Hashim International Business School, Universiti Teknologi Malaysia, Skudai, Johor, Malaysia)

Published Bingley, U.K. : Emerald Publishing Limited, 2018 018

Online access available from: Emerald Emerging Markets    View Resource Record

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Description 1 online resource (4 pages) : 20 illustrations ; cm Series Emerald emerging markets case studies, 2045-0621 ; volume 8, issue 4 Notes The learning objectives of using this case are as follows: to understand the concepts of organizational structure, organizational culture and organizational change; to expose students to the problems that may encounter organization when it intends to bring changes in culture; to stimulate students understanding of the necessity to build positive organizational culture; to advance students knowledge about oil and gas industry; to develop students understanding of using Levins model of cultural change; and to illustrate the challenges that an organization might face while changing its existing culture This case teaches about the importance of boosting positive organization culture to accept organizational change. Stardust was established in 2013 as Petronas Carigali Sdn Bhds subsidiary. The company was established to manage small and marginal field in Malaysia which was under the oil and gas field that had smaller reservoir and lasted for four to five years. On 2014, Stardust was given an opportunity to take over one of the fields to manage. However, during the process of handing over the facility and field from the parent to the new company, the tanker caught fire in one of its pump in the pump room. The fire resulted substantial damage to the pump room; two out of four pumps were totally damaged. It delayed the oil production for more than a month. Total estimated damage due to the fire incurred RM19m losses. Direct cost included replacing two new 400 kW pumps, repairing the damaged pump room with new manifolds and painting, and cost of shutdown production for 40 days. Investigation was initiated to identify the causes of the fire which revealed that human error, mostly peoples negligence was one of the major reasons along with location, equipment and procedure. The Health, Safety and Environment department of the company was given the task to create Living Safety culture among the crew. Being the head of this department, Tarmizi found it very challenging to inculcate the culture Action Today, Perfect Day Tomorrow and was thinking how to instill this culture with zero failure by the end of the calendar year which is December 2016. The time was running fast as the parent company emphasized to handle the situation urgently and to ensure that the similar incident will not happen in the future. If it re-occurs, it will jeopardize the trustworthiness of Stardust with the other parties involved and also the parent company might not allow the company to operate other facilities, which will put the company at stake to remain competitive in the oil and gas business This case is suitable to use in advanced undergraduate level, MBA and MSc to teach organizational behavior and organizational theory courses Teaching Notes are available for educators only. Please contact your library to gain login details Bibliography Includes bibliographical references and index Subject Organizational behavior Management science Business & Economics -- Industrial Management. Information technology industries. Genre/Form Case studies. Form Electronic book Author Mahadi, Nomahaza, author Wan Abdullah, Taram Satiraksa, author Mohammad, Jihad, 1970- author

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