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Creating a customer-focused culture in the offshore industry


In a recent video, Doug Sheridan shared his research on oilfield supplier-customer satisfaction, and what engineers and suppliers alike can do to ensure they’re pleasing their important clients. Here are just some of the statistics he found:

30% of oilfield rated ‘unsatisfactory’

Energy Point’s latest survey revealed that 30% of oilfield suppliers scored 6.75 or lower (on a 10-pt scale). Despite this figure being a higher proportion than the airline and government sectors, it is proof that the oil and gas industry has a long way to go to give the service operators and OEMs what they want.

17.4% stock price compared to peers

Buoyed by greater customer loyalty and stronger reputations, the survey found that stock prices of those suppliers in the top quarter of the customer satisfaction results outperform their peers by 17.4% every two years.

Onshore drillers lead the way

If ever the offshore industry wanted a representation of someone offering both value and service, look no further than onshore land drillers, according to Energy Point. “Many contract drillers have upped their games in recent years. Better rigs and increased productivity have been key.” On the opposite side, the midstream industry are struggling to provide the best service with a lack of “project development skills” holding them back.

HSE performance bucks the trend

While supplier responsiveness, service and professionalism are still required to improve in the eyes of the survey, HSE performance was highly praised. “Performance records and respect for other companies’ policies make the difference” according to the Doug Sheridan.


Far from just a ‘corporate’ project to set the company’s tone of voice, a shift towards a customer culture needs the buy-in from employees too. But before making plans to revolutionising the business, Doug explained the most crucial part of creating a fulfilling customer experience – listening.

“A sales function, in particular, have a unique opportunity to collect both formal and informal feedback from customers. Maintenance, quality-assurance and project-management personnel also have an ability to inform. Gathering and passing along that information should be a natural part of their job.”


This approach is one that has been embraced by Claxton Engineering ever since our creation in 1985. Rapid growth hasn’t stopped us listening and responding to our client’s needs and we always ask ourselves three questions on every project:

  • Are we giving the best, most responsive service we can?
  • Is there a more cost-effective and safe way of doing this?
  • Can we offer a better solution to the issues faced by clients?

Together with our talented team, these three questions have allowed us to keep customer satisfaction, quality, health, and safety high on every project we work on. This was emphasized in July 2016 when we achieved four years with no lost time injuries (LTIs).

Speaking on the achievement, Claxton’s QHSSE Director, Peter Carrier, said: “Four years LTI equates to over one million man-hours. When you talk in those figures this milestone is a real endorsement to our safety culture and acknowledgement of the efforts of our staff.”

“As part of our continuous improvement programme here at Claxton, we have also enhanced our ISO registration scope. This is a real asset particularly when a client is looking for the right company to ‘make it happen’.”

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