5 Core Values Flashcards
What attracts you about working at BP?
I believe that BP fosters a culture of continuous improvement, which is one of the area’s that I’m extremely passionate about. I love solving complex problems through the implementation of various technologies, and that’s what I’ve done in my current role over the past several years. This mostly applies to areas of cost control, data analysis, and visualizations to better understand job productivity and tracking. **maybe talk about how bp offers more opportunities or challenges for you to build this skill?
What do you think you can bring to this role?
I believe I can bring a unique set of skills and experiences to this role. One of my strengths is my innate ability to solve complex problems by collaborating effectively with a team and leveraging various technologies.
In my previous role as the lead Cost Controller at BrandSafway for the Bellingham and Alaska regions, I encountered challenges related to bridging gaps between legacy accounting systems and our custom site tracking software. These gaps were causing instances where billable costs were not being properly invoiced, leading to decreased profitability on several projects. To address this issue, I proactively worked with our Purchasing and Office Management teams. Using Microsoft’s Power Automate and Power BI tools, I created a solution that integrated data from our accounting system and site tracking system into a single data model. This model is now refreshed on-demand, allowing us to validate that all billable costs are invoiced correctly.
I believe I can apply these problem-solving and technology integration skills effectively in the role of Turnaround Cost Specialist at BP. My goal would be to enhance cost transparency, streamline processes, and minimize communication gaps, ultimately contributing to the success of BP’s projects. My goal would be to enhance cost transparency, streamline processes, and minimize communication gaps, ultimately contributing to the success of BP’s projects. *adding a goal is a really cool idea
What will be the key transition points moving to this role for you?
The key transition points for me moving into this role will involve building strong relationships and effective lines of communication with my colleagues. Teamwork is crucial during Turnarounds, and while I excel at independent work, I understand the importance of a cohesive team for successful outcomes. I have experience working with a diverse range of personality types and believe in treating people with respect, which is fundamental to building strong relationships.
Strong relationships often lead to effective communication practices. Learning and growing in my role at BP will rely on these relationships and good communication. I’m not hesitant to ask questions, as I’ve learned that it’s always better to seek clarification, even when I have the slightest doubt about something. Taking a few seconds to speak up is a wise investment in avoiding mistakes and ensuring that I contribute effectively to the team’s success. you mentioned that you love learning, and that’s something you do in your free time. Cool thing to add.
What are you looking for in an employer?
I’m seeking an employer that values continuous improvement and is committed to making a positive impact in the world. BP’s plans for renewable hydrogen facilities align with my passion for innovation and their inclusive culture at Cherry Point makes it an appealing workplace. I believe this is a place where I can contribute to a brighter future while pursuing my professional goals.
What are your expectations for this role?
I expect that this role will involve a transition period where I’ll need to learn new systems and processes that I haven’t encountered as a contractor on-site. I thrive in such learning phases as they offer opportunities for personal development and growth. My goal is to blend my expertise in turnaround cost tracking with BP’s existing structure, bringing alternative solutions to data collection and analysis challenges and improving data accuracy and utilization in Turnarounds.
Describe a situation in which working in line with guidance and procedures was essential to success.
In my current role, I handle contract reviews for the Bellingham branch and the state of Alaska. We have a well-defined contract review process in place to mitigate risks. In a recent contract negotiation for a project on a Navy base, there was eagerness from both our sales team and the customer to get started immediately. However, I couldn’t approve the work to proceed without a properly negotiated contract. This did lead to some frustration from the customer.
Instead of compromising our policies and procedures, I decided to communicate with the customer directly. I explained our situation and the importance of following our internal procedures for risk management. Surprisingly, after our conversation, the customer agreed to allocate more time for the contract review process. I worked closely with our legal team, and within a day, we had a negotiated contract in place.
This experience reinforced the importance of adhering to guidance and procedures, even when facing external pressure or tight timelines. Deviating from established protocols can introduce unnecessary risks to projects, whether in terms of safety or potential financial liabilities. It’s crucial to follow the proper procedures to mitigate these risks, even if it means taking a bit more time. In the end, the extra effort is well worth it to ensure a smooth and secure project execution. It doesn’t matter. How big the project is, it can be a $5k project, but if something goes wrong it can end up costing millions in liquidated damages
Tell me about a specific action you have taken to ensure that safety or risk management procedures were followed:
During a contract negotiation there was eagerness from the customer to start the job early. Prior to starting the job we need to ensure we have a signed contract in place to address any risks we’d face on that project. The customer wanted to proceed asap, and so I worked with legal to expedite the contract. If we didn’t follow procedure with getting a signed contract, a small 5,000 job can have millions of dollars in liquidated damages.
Give me an example of a time when you have identified a risk within your workplace.
In my role, I manage the data for our branch’s internal observation system, which is similar to BP’s IRIS system. I noticed a trend where a significant number of first aid incidents occurred on Tuesdays. This seemed counterintuitive as most incidents are typically associated with either the end of the workweek when fatigue sets in or the start of the week when employees are getting back to work. I brought this up with our Safety Manager, and after further analysis, we discovered that Tuesdays had the highest attendance and the most people on-site, statistically increasing the likelihood of incidents. We shared this information with our teams to raise awareness and promote safe work practices. Mention that you created this dashboard. Mention that your peak head counts is Tuesday, and that you passed the information of to the people in the field and made everyone aware that the safety risks are higher on those days, and to keep an eye out. This answer is great!
Describe a situation in which you have had to adapt your working style to collaborate effectively.
In my current role, I often work closely with Project Managers who are eager to kick off new projects. However, part of my responsibilities involves ensuring that we follow a specific job setup process before starting any project. This process includes steps like contract approval by our legal department, credit checks, and setting up customers in our job tracking and accounting systems.
The challenge here was that this process sometimes took several days, and it led to frustration among our Project Managers. They were understandably keen on delivering the best service to our customers, and any delay in starting a project was a source of concern. The issue wasn’t with the process itself but rather the lack of visibility into where we were in that process.
To address this challenge and improve collaboration, I decided to take proactive measures. I started cc’ing the Project Managers on all relevant communications related to job setup. Additionally, I began sending them regular email updates when applicable. This simple adjustment made a significant difference.
As a result, their frustrations eased as they gained real-time insight into the progress of job setup. They could now focus more of their valuable time and energy on managing projects effectively instead of getting bogged down in contract reviews. This change not only resolved the immediate issue but also strengthened our working relationships.
Today, the Project Managers trust the process and know that I’ll keep them informed if any issues arise during job setup. This adaptation not only improved collaboration but also enhanced our ability to deliver projects safely, on budget, and on time.
Describe a situation in which you have had to adapt your working style to collaborate effectively.
During a major refinery turnaround, we were asked to report daily changes in headcount and costs in an Excel spreadsheet. This meant creating about 30 change orders daily, adding significant workload. Before diving in, I reached out to the lead cost controller to understand why this was necessary.
They expressed concerns about cost overruns and the need for better cost visibility. I realized they were primarily interested in cost transparency rather than the specific report format. So, I created an automated reporting template linked to our cost tracking database. This streamlined the process, reducing manual work.
Additionally, I developed a custom dashboard for the customer, providing real-time visibility into turnaround status. Impressed by our reporting, the customer extended our cost review cycle from weekly to every two weeks.
This adaptation not only made reporting more efficient but also enhanced collaboration by addressing the customer’s core concerns. It was a win-win situation.
How do you go about ensuring people focus on “task” and “behavior”?
To ensure a focus on both task and behavior, I emphasize the importance of teamwork and shared goals. For example, when we faced a daunting task of entering 1,600 backlogged timesheets into our system within a tight deadline, I assembled a team and explained the task and timeframe. As we initially struggled to keep up, I recognized the need for additional help and reached out to a skilled temp worker who had assisted us before.
By fostering an environment where each team member’s work is valued and vital to our collective success, we maintain a strong focus on the task. I lead by example, working alongside my team, and ensuring open communication and support. This shared commitment to our mission helps us maintain concentration on both the task and the behaviors that drive our success.
When have you found your own values or standards of behavior to be misaligned with those of the organization?
During the merger of Safway and Brand in 2018, a significant misalignment occurred between my personal values and the organization’s decisions. The merger dictated that legacy Safway employees would adopt the health benefit package of legacy Brand employees. This change effectively doubled deductibles for existing Safway employees, leading to widespread frustration within the workforce.
My values strongly emphasize taking care of the people we work with, which put me at odds with an organization I had been a part of for six years. Although I was fortunate to switch to my spouse’s benefits, the majority of our employees relied on the company’s insurance as their primary coverage. This change would significantly increase their costs.
I discussed this frustration with my supervisor and voiced my concerns during a call that addressed the negative impact of the benefit change. Within the next 30 days, our Chief People Officer initiated a companywide survey to collect employee feedback. The following year brought positive changes to our benefits, although we did not return to our original package, the alterations were better than the initially proposed changes.
Since then, we have continued to see improvements in our health and benefits programs. While I cannot take full credit for these changes, I firmly believe that speaking up when organizational decisions clash with personal values is essential. It is equally important to voice concerns respectfully and adhere to proper communication protocols.
Give me an example of a time when you have taken a strong ethical position and stood by it. What was the situation?
There was a situation where I was asked to sign and approve a contract for a project without undergoing legal review. Although we had a positive history with this customer and the sales team believed it was safe to proceed, I knew that this action would directly violate our company protocols and expose our organization to unnecessary risk.
I explained to the sales team that I couldn’t sign the contract until it had been properly negotiated between our legal department and the customer. Initially, this frustrated them, but I made an effort to clarify my perspective. I walked them through the potential liability our company could face if something went wrong and contractual risks weren’t addressed beforehand. These liabilities could run into the millions of dollars. Furthermore, in the unfortunate event of an employee injury and subsequent investigation, the contract would become a pivotal part of that inquiry.
I emphasized that the short-term benefits of signing the contract immediately, as opposed to waiting for our legal team’s review, weren’t worth the long-term risks. After this discussion, the sales team understood my point of view and agreed that it was in our best interest to have the contract reviewed before proceeding with the project. Great example, consider spending some time covering why this took courage.
When have you made a mistake and asked for help?
In a collaboration with a subcontractor on a significant industrial project, I developed a dashboard to track and forecast their costs. This dashboard was regularly updated and automatically sent them email screenshots displaying the updated project costs. As we neared the project’s conclusion, the customer noticed a discrepancy between the values on the dashboard and the invoiced values they received from us.
Upon investigation, I realized that the difference lay in the taxes applied on our invoices, which were not reflected on the dashboard. Our estimates often excluded taxes, depending on the project’s characteristics, such as exemptions, reseller certification status, and the type of work involved.
This discrepancy created a conflict with the customer, who was reluctant to pay taxes that weren’t indicated on the dashboard. I acknowledged that this was my responsibility and that I should have clarified the customer’s preference to include taxes in their reporting.
I promptly contacted my manager to report the discrepancy. We collaborated to gather accurate data, including the previously unaccounted-for taxes, and met with the customer. Ultimately, we decided to refund the value of the taxes on that project. The value of our relationship with the customer far exceeded the tax amount, and we believed it was the best solution for maintaining a healthy business relationship.
This experience taught me the importance of taking responsibility for mistakes and working collaboratively with team members to resolve issues in the best possible way. Moving forward, I ensure clear communication with each customer to understand their specific reporting preferences and include notes on reports to clarify included and excluded data. Everybody makes mistakes, no one goes through their entire career without making mistakes. It’s more about how to respond after you’ve made one. Add this to preface answer. You can say that you haven’t made a lot of mistakes, but the mistakes you have made, you’ve never made again.
Tell me about a time when you have had to deal with uncertainty / ambiguity in your work.
During a company restructure, our branch was assigned several existing industrial projects in Washington State. These were unfamiliar projects to me, and I was tasked with overseeing cost control and job reporting for them. The uncertainty stemmed from not knowing the projects, the on-site employees, or the existing cost control processes.
To address this uncertainty, I reached out to my supervisor for contacts related to the sites. I identified the site superintendent, who had a decade of experience on those sites and was the primary liaison with the customer, as a valuable resource. I also requested any relevant site documents, estimates, and cost breakdowns used for tracking and reporting.
Over the next few weeks, we engaged in several productive conversations to clarify data tracking procedures, reporting templates, submission deadlines, and any unique aspects that required attention. I leveraged this information to configure our Site Tracking System for these projects, ensuring alignment with the necessary Work Breakdown Structure (WBS) elements.
The superintendent provided valuable feedback to refine our tracking system until it fully met the job site’s requirements. This collaborative effort allowed us to navigate the uncertainty and ambiguity effectively, ensuring accurate cost control and reporting for these projects.
