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Abstract Competency - the Partnership Approach Within Oil and Gas service companies, there is tension between developing medium to long-term capability and delivering the service clients demand. Balancing these two requirements is a continual challenge. Both employers and employees recognise a constant need to develop their skills and knowledge base, and an important requirement of an employer is to be astutely aware of their organisation's talent requirements. Employers must identify and acquire talent through recruitment or retraining, and once acquired, employees must be trained and developed to meet the specific business demands for the present and the future. The need to ensure the effectiveness and application of the knowledge transfer process is more important than ever, and has to be done by measuring the skills and knowledge of the individual through a structured competence programme. There are practical challenges of embedding a competency process within an international organisation and these will be explored in this paper. In the past, the oil and gas industry placed a high premium on experience, which is by definition a reflection of time served. The rapidly changing needs of clients necessitate the acceleration of learning and development activity in the workplace, as the supply of experienced individuals does not always meet the demand. Therefore employers are required to obtain talent and accelerate the knowledge and skills of existing employees, ensuring that talent has been converted into a capability that adds value to the organisation and fulfils client needs by ensuring delivery of excellent service quality. Traditional competency measurement of skill and knowledge has been paper-based, and whilst effective, has proven to be both labour and time intensive when performed by assessors. An alternative approach is electronic competence measurement deployed via a learning management system that allows for electronic knowledge and skills assessment, reducing administration burden and the need for assessor intervention through the automatic recording of completions. If not skillfully managed the binary nature of this approach can limit the integrity and robustness of the system so it is imperative to ensure that additional measures are introduced to maintain and indeed enhance the assurance of the individual's competency. This paper will discuss the cultural, geographical and technological challenges encountered and how they were resolved during the development of a global competency-based system, in an international service company. The paper will propose a | number of innovative methods to address the issues encountered when incorporating a global electronic competency system, whilst maintaining its on-going integrity.
Abstract In a cost constrained world, the efficiency and effectiveness of the HSE function is increasingly being challenged by executives who are looking for better HSE and operational performance and risk management at reduced cost typically by means of reduced headcount, fewer and simpler integrated processes and greater ownership within operations. This paper presents a risk-informed methodology for HSE rationalization developed during companywide cost cutting programs undertaken in multinational oil & gas and extractive companies between 2012 and 2016. A three stage methodology is described comprising a discovery phase to determine the ‘as-is’ organisational arrangements, followed by a co-design stage to generate a fit for purpose operating model and culminating in an implementation phase which as well as reducing headcount incorporates a ‘Stop-Prioritize-Simplify’ approach to the rationalization of HSE processes and services. The methodology comprises a combination of organisational and change management methodologies with commercial and technical analysis. This approach to HSE rationalisation delivered a wide range of benefits as well as lessons learned both during the process and subsequently. These are described and discussed. Whilst we are able to present the methodology due to the highly confidential nature of this work we can only provide selected examples of the models used and the outputs generated.
This paper was prepared for presentation at the 1999 SPE Offshore Europe Conference held in Aberdeen, Scotland, 7–9 September 1999.
Abstract The unitised deepwater Jubilee Field is located 60 km offshore Ghana andcommenced production in late 2010. An FPSO has been installed with oil capacityof 120,000 barrels per day. This was a major oil project execution carried outin a country new to such activities. It was clear from the time of discoverythat expectations in Ghana regarding a positive impact being made by theproject would be high. In the initial project phase of just over 2 years, the Unit Operator (UO) wasresponsible for carrying out the in-country activities, including build of theorganisation required, well drilling and completion execution with severalrigs, the infrastructure build required to support the project team's work andto prepare for the production phase. The UO is now producing the field andexecuting further well and facility expansion work following handover of theproject's facilities from the IPT- Technical Operator. The project was executed at a record pace; success with in-country activitybeing critical in any final judgment of the project as an overall success. Thein-country work set out to ensure that positive precedents, standards andlegacies were set. At all times the highest international standards wereapplied. For example, from the very start due consideration was applied in HSEimpact assessments and required capabilities, local content and capacitydevelopment, national employment and development, and community engagement. Anextensive Environmental and Social Impact Assessment (ESIA) was carried outwith thorough public consultation. The field is run under an independentlyverified Safety Case creating a new standard; currently not a statutoryrequirement. This paper describes the in-country implementation, the high standards appliedto deliver success, the precedents set and examples of the challenges facedwhere activities did not proceed as expected. The implementation ofleading-edge project and field management technologies was carried out in a newcountry setting in a fast moving project. Examples of this are presented inwell engineering, logistics planning and field management information systems. The new country setting was a success factor and was an enabler where a longterm view is taken of the need to involve and benefit all stakeholders. Workcontinues to progress the field development and also the long term developmentof local personnel competency and capability, local content and communityprograms. The Jubilee project stands as a successful modern case history in a country newto major oil production. The approach taken was supported consistently andactively by the Government of Ghana and the Ghana National PetroleumCorporation. The impact has raised Ghana's profile and its level of economicactivity; encouraging further investment. The project establishes a base linefor the expected future growth of the Ghanaian oil industry. Introduction The Jubilee Field was discovered in June 2007 in the Gulf of Guinea, approximately 60 km offshore Ghana. It is a very large, light, sweet oilaccumulation in 1200-1500m of water. The Jubilee Partners including the GhanaNational Petroleum Corporation (GNPC) decided in January 2008 to develop thefield using a phased approach, after just one appraisal well. Kosmos Energy wasappointed Technical Operator to lead an Integrated Project Team (IPT) inexecuting the delivery of the development project and Tullow Ghana wasappointed UO to execute in-country activities, deliver wells and operate andmanage the field in the future. A third major Partner, Anadarko, providednumerous key project personnel. The IPT developed a plan to target just under300 million barrels in Phase 1 with a 17-well subsea well system and 120,000bopd FPSO. Phase 1 was approved by Partners in August 2008, and First Oil wasachieved in November 2010, within the aggressive time goal set by GNPC and theJubilee Partners. The Jubilee project background regarding its characteristicsand the project execution is described in references , , , , and .
Abstract In these lean times, many organisations are considering investing in custom knowledge management (KM) strategies and enabling technologies to drive sustainable and enhanced business performance to reclaim or redefine their competitive advantage. The financial squeeze, movement of employees, and pressure to meet challenging customer requirements in the aftermath of Oil and Gas industry consolidation has effectively curtailed an organisation's ability to compete with financial advantages, retain critical knowledge and demanded increased agility in terms of delivering competence and services to tighter budgets. The changing face of competitive advantage in an increasingly technological and economically challenging world has directed organisations to look within to exploit their knowledge as a resource for innovation and sustainability. Success depends on how organisations have nurtured their differentiating knowledge. It is imperative to rewire industry thinking around a subject that has been misrepresented as a voluntary business strategy. Such thinking has been detrimental to the intellectual health of organisations and the individuals that sustain it. This paper presents a resourceful approach to rescue or advance a KM strategy so that knowledge is created and transferred within the flow of work by ‘hiding KM in plain sight'. Penspen's 8-point KM strategy and model for knowledge creation is a pragmatic approach to improve the transfer, application and reuse of critical knowledge in an organisation where the pressure of meeting project deadlines is always at odds with the imperative to manage knowledge. The discussion around personal knowledge capital and social capital seeks to sober up the reader's mind to the human and technological element of knowledge creation inside managed organisational environments. Insight into the tangible connection between knowledge creation and competitive advantage is offered, and how this is realised through a custom multidisciplinary approach that can elevate the maturity of a KM strategy. Recommendations and insights are provided as intervention strategies, which should appeal to organisations that have either limited KM resources, limited time to leverage critical knowledge or present lower levels of KM readiness.