Our challenge was to help bring together three distinctly different cultures as one team, to build a unique corporate culture which supports their ambitious production and safety targets.

One of the largest oilfields in the world (Rumaila, southern Iraq) had undergone decades of neglect and underinvestment before BP and PetroChina were brought in by Iraq’s South Oil Company to help re-generate the field.


We identified that everyone involved was united behind a common purpose: to help rebuild Iraq. No matter whether staff came from Basra, Birmingham or Beijing, there was a strong desire to do more than just increase oil production. It was essential to tap into this mutually shared interest, identify common values and help people connect in a way that built real trust and support for each other.


Through a series of face-to-face sessions, we identified a set of principles and values that would help shape the way people behaved. We tested, refined and gained buy-in from the leadership for this new way of operating. We called it ‘The Rumaila Way’. Central to its ethos is respect for each other and different cultures and beliefs. The Rumaila Way corporate culture, now shapes all communications from newspapers, Town Halls and leadership site visits to a new recognition awards process.


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