The utilities industry is under pressure from aging infrastructure, rising demand, tighter regulation, and affordability concerns—but the real differentiator will be people and culture. Utilities that build cultures of accountability, collaboration, and trust are better equipped to manage complex change because employees understand priorities, work across silos, and stay focused on reliable service. In that environment, leaders do more than set strategy; they model the behaviors, reinforce the standards, and create the consistency needed for the organization to modernize without losing operational discipline.
As utilities face extreme weather, cyber risk, talent shortages, and growing operational complexity, culture becomes a business asset rather than a soft concept. A strong culture helps people make better decisions under pressure, escalate issues early, follow through on commitments, and learn quickly from disruptions and near misses. When leaders invest in communication, coaching, recognition, and capability building—and when employees consistently apply safe, disciplined, and customer-focused practices—the organization becomes more resilient, more adaptable, and better prepared for change.
Ultimately, the organizations that will outperform others are those that treat culture as essential infrastructure. Decarbonization, digital transformation, regulatory compliance, and customer expectations all depend on whether the workforce is engaged, aligned, and supported to execute well every day. By building strong leadership habits, preserving institutional knowledge, developing new skills, and creating a culture where people take ownership and work with purpose, utilities can turn industry disruption into stronger performance, greater resilience, and more sustainable long-term results.
Case Study
Large natural gas producer applies behavior-based solutions to mitigate employee risk and reduce overtime costs.
Situation
One of the largest natural gas producing operations in North America enjoyed a long-term positive safety record but site operations managers were aware of ongoing risk-taking actions. The organization operated over 700 producing wells with a full-time employee base of 55 people who also traveled long distances over rugged terrain to service the sites. Managers were concerned that lone workers were not consistently working safely. Also, the operation depended heavily on outside contractors to perform much of the fieldwork (hiring out more than 250,000 man hours per year, up to 60 percent of the workforce). Management and supervision had less control over contractor safety and also experienced a 300 percent turnover with contractor personnel—a factor they believed to further heighten risks.e of the largest natural gas producing operations in North America enjoyed a long-term positive safety record but site operations managers were aware of ongoing risk-taking actions. The organization operated over 700 producing wells with a full-time employee base of 55 people who also traveled long distances over rugged terrain to service the sites.
Solution Implemented
Aubrey Daniels International (ADI) consultants performed an onsite study of high-risk behavior and standard safety procedures. One area of high concern involved a procedure that if done incorrectly could result in hazardous gas flash fires and natural gas explosions. During behavioral observations, ADI discovered that employees consistently deviated from procedures despite the possible hazards involved in doing so. The ADI team facilitated a communications session in which management learned that employees had purposely eliminated several safety steps deeming them redundant and unnecessarily time consuming. During a guided walk through, management and field worker teams realized that some of the steps were indeed unnecessary but that one of the steps employees had omitted was highly important for a reason workers had not previously understood. The new mutually agreeable procedure virtually eliminated this potentially dangerous problem. Also, ADI helped management establish an ongoing safety and communication intervention with contract workers that quickly increased use of safety equipment and demonstration of safe behavior. Contractors who volunteered to participate were then able to reduce worker’s compensation costs and offer more to employees, thus making a significant turnaround in retention.
Results of Intervention
- Client eliminated ongoing high risk behavior through positive intervention
- Contractor reduced turnover
- Safety equipment use and observable behavior rose from 50% to 75% within weeks
- Overtime costs substantially reduced
The cost of the process was roughly the average cost of one disabling accident. We see the process as a major success. It helps people think about what they are doing and gives them the tools they need to do something about it.
– Operations Center Foreman
