This topic deserves to be addressed openly and candidly. For years, I’ve observed and contributed my thoughts on this site. As a current employee working in a field location for HSE, I’ve witnessed the ongoing deterioration of leadership and operations within this organization. Each year, the situation worsens: an increasing amount of red tape, leadership failing to understand the real issues in the field, and executives embarking on whirlwind tours that serve little purpose beyond personal excursions at the company's expense. There are so many of you in Houston that fall in the excursion category.
What I find particularly troubling is the dismissive response to valid criticisms of current leadership. When someone dares to highlight a shortcoming in leadership—whether in EMC or HSE—the automatic assumption is that the comment must be from someone who was let go in the past. Let me be clear: many of us, present employees, are deeply concerned about the state of leadership and feel compelled to speak out. And we do not have positive things to say about our current leaders.
Here are just a few reasons why:
PDC has been ineffective for the past five years—decisions are essentially made solely by the GM of HSE Operations. This has been the case for both individuals who have held that role, and it’s led to consistent failures.
Our VP is largely absent—We rarely hear from her, and even when we do, it feels as if her presence is more symbolic than impactful. It's as though she exists only on paper.
Selections appear driven more by DEI quotas than by actual capabilities—This has led to an environment where merit and competence seem to take a back seat to meeting diversity targets, undermining the effectiveness of our teams.
HSE Sponsor—The individual in this role seems largely indifferent to talent and competencies, except when it comes to DEI candidates. There’s little effort to understand the needs of the broader team. They literally have had no desire to understand the workforce in the last 7 years. This role is a joke.
HSE Talent Manager - Who What Why that is all I have to say there.
The frustration within the organization is palpable. When people raise legitimate concerns—whether about DP, SG (reverse the letters), or BM (reverse the letters but the way they are is probably more accurate) —the automatic response is that these are just disgruntled individuals who were let go during the transformation process, and that everything is fine now. Let me be clear: everything is not fine. You have created a toxic environment, and your leadership has made HSE a function that is no longer trusted or respected.
It’s disheartening to see leaders collecting a paycheck while prioritizing DEI numbers over the safety and well-being of employees. We need leadership that is committed to real, tangible change, not superficial metrics.
I urge you to take this feedback seriously. Do not dismiss this as a voice from the past. I am here, present in this organization, and I am speaking up because I want to see change. We need a safe, effective, and supportive workplace—one where leadership takes accountability for its actions and works to fix the real issues we face today.