IMCA Survey Division - Competency and Training
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A People Training and Competence Health Check for the Survey Division of the International Marine Contractors Association during the current Oil Downturn
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IMCA Survey Division - Competency and Training
- 2. A PEOPLE TRAINING AND COMPETENCE HEALTH CHECK FOR THE SURVEY DIVISION Mike Silvester FCInstCES, EngTech MInstRE Horizon Geosciences
- 3. STRAW POLL • Competency Scheme in place? • Training and Competency Budget affected by the current downturn? • Training and Competency Budget?
- 4. SCENE SETTING (1 OF 2) AN OIL AND GAS MAJOR’S COMMENTS ON TRAINING AND COMPETENCY IN THE CURRENT MARKET • Reduction in Training budgets • Reactive – not Proactive Training • Management Commitment to Training and Competency • CV’s versus Logbooks / Competency Management Schemes • Summary
- 5. SCENE SETTING (2 OF 2) GENERAL ISSUES • Technical Survey Training and Competency Management Schemes are Expensive? • An Aging (but Trained and Competent) Workforce • During a downturn we need to keep to the minimum client requirements • Client bed space availability for trainees • Priorities and management buy-in differ from company to company
- 6. IMCA CONCERNS DURING THIS TUBULENT TIME (1 OF 2) OFFSHORE SURVEY PERSONNEL – KEEPING UP A CURRENT TRAINING AND COMPETENCY REGIME • “In the context of personnel reductions due to the industry downturn, it was suggested that staff were likely to comply with subjects such as competence assessment and training as they would want to be doing all they could to increase their chances of staying employed or being re- employed if laid off”. Taken from IMCA C&T Core Committee Minutes (12 May 15) )
- 7. IMCA CONCERNS DURING THIS TUBULENT TIME (2 OF 2) OFFSHORE SURVEY PERSONNEL – KEEPING UP A CURRENT TRAINING AND COMPETENCY REGIME • “It was agreed that in the current industry downturn, the focus of the C&T Committee should shift from personnel shortage to helping companies to build competence in key areas so that they were better positioned in an increasingly competitive market place”. Taken from IMCA C&T Core Committee Minutes (12 May 15) )
- 8. IMCA ACTIONS • Review of C004 - Guidance on Competence Assurance and Assessment: Offshore Survey Division • IMCA accreditation of Competency Management Schemes • Collaboration with the ICES
- 9. OTHER POTENTIAL ACTIONS • Work closer with Technical Equipment Vendors • Technical Survey Based E-learning opportunities THE FLOOR WILL BE OPENED UP TO THE DELEGATES AFTER THE NEXT PRESENTATION
- 10. SUMMARY • Trained and Competent Staff naturally leads to Efficiency and Engagement • Continuance – (even expansion) of Training and Competency Programs • Management Buy-In • Flexibility • Communication is Key • Time is ticking for survey in regards to competence compliance “SHOULD THE BUDGET ALLOW”
- 11. THANK YOU FOR YOUR TIME Mike Silvester FCInstCES, EngTech MInstRE Horizon Geosciences
Editor's Notes
- Slide 1 No Notes ______________________________________________________________________________________________________
- Slide 2 No Notes ______________________________________________________________________________________________________
- Slide 3 No Notes ______________________________________________________________________________________________________
- Slide 4 It has been noted on a set of recent minutes that there is a lack of input from the Oil and Gas Majors in respect to what they expect Competency and Training wise from their contractors. The Middle East and India Section recently managed to secure a Survey Representative (from an Oil Major) who conducted a presentation at a section meeting in Doha this July. His Presentation indicated that as well as the standard requirement that every Major Oil & Gas Operator expects (i.e. contractor to conduct the works to the agreed price, on time, highest possible quality and without incidents / accidents), they had also made the following observations on Survey based Contractors in regards to Competency and Training: REDUCTION IN TRAINING BUDGETS Due to the current economic climate, costs are being reduced throughout the industry and we are seeing that training is generally one of the first casualties. This will eventually result in an increase of incidents & accidents. Each Contractor is cutting cost based on their own assessment of the market conditions. REACTIVE – NOT PROACTIVE TRAINING We are seeing training being conducted at the last minute for bespoke tasks, especially for projects that have the requirement to utilise the new technology available on the market. It is clear that technical training is therefore not always based on Personnel, Departmental and R&D Development Programs (in line with the company’s capabilities and training plan), but often based on the contractor’s scope of work based on new / immediate adhoc requirements that arise. This always leads to delays / additional costs / Contractual Issues, etc. MANAGEMENT COMMITMENT TO TRAINING AND COMPETENCY We are seeing limited management commitment in respect to Competency and Training – exacerbated by the current oil downturn. CV’S VERSUS LOGBOOKS / COMPETENCY MANAGEMENT SCHEMES Survey Personnel Competency Information from contractors is still mainly CV based – not via Logbooks / Competency Management Schemes. I see in the not too distant future a point where CV’s will not be the main requirement for Tenders / Personnel Approval and the requirement for Logbooks and Competency Management Schemes will take over. SUMMARY In summary - Competency, Safety Culture and Training should be of paramount importance to the Oil and Gas industry and should not be subject to cost cutting. These important issues (which could lead to calculated – and / or unexpected risks) should be the primary focus in regards to any Contractors (Employees or Departments) Personal Development Plans. This certainly re-iterates Gavin’s / Jim’s Presentation. ______________________________________________________________________________________________________
- Slide 5 TECHNICAL SURVEY TRAINING AND COMPETENCY MANAGEMENT SCHEMES ARE EXPENSIVE? Training and Competency is (GENERALLY) EXPENSIVE for Offshore Survey Staff (even when the market isn’t in its current state). It is the Nature of the beast that personnel are either offshore or on leave. Time spent in the office is limited (certainly in the Middle East) and kept to the minimum to reduce Field Rate Overheads, sometimes to the point where the Offshore Staff are not seen for long periods in between visa renewals. Training and Competency Schemes are therefore an EASY TARGET TO CUT as both have what looks like “unnecessary costs” with no (immediate) Return of Investment. HOWEVER In respect to Training, costs can be significantly reduced by the prudent initiation and management of “In House / On Board Training Regimes”. In addition to this; once the large overhead of establishing a Competency Management Scheme has been created, Assessor and Verifier Training has been conducted and the teething problems ironed out. The costs to run the scheme are minimal and with careful management of the scheme costs can be reduced. Finally – Should External Training Courses be required for bespoke Equipment or Software. The question has to be asked whether or not; External Training Providers are adjusting their prices to suit the Current Market? AN AGING (BUT TRAINED AND COMPETENT) WORKFORCE It has been well documented by the Personnel and Skills Shortages Workgroup that many (Trained and Competent) Offshore Survey Personnel will be retiring in the next few years which will leave a big gap in experience. Some companies have succession planning policies – some don’t. This is very similar to the Engineering Industry. How do we get today’s youth interested in what appears to them as a “messy” industry” where they can be in a nice clean office environment. We need to get away from the dirty greasy oily rag perception of the offshore environment to a professional modern environment within our industry. A quote From the Skills Shortages Workgroup (as far back as 03 Sep 13): “All divisions supported the view that there is not enough interest in careers in the offshore industry and promotion must start at school / grass roots level at the earliest opportunity”. How could we tackle this? Apprenticeships / INTERNSHIPS (I have personally ran Internships for the last two years) Use of IMCA Careers based materials and Animations to promote the Industry in Schools at the earliest stage possible to attract the younger generation to have an awareness of our industry. DURING A DOWNTURN WE NEED TO KEEP TO THE MINIMUM CLIENT REQUIREMENTS I.E. Compliance courses only and no technical survey training (unless warranted by a specific Scope of Works - in which case there may be a panic) Some companies are currently supplying personnel that have been trained with the “Bare Minimum Requirements” so to fulfil the individual client’s compliance specifications. In this case we have to ask ourselves, “What happens when the Oil Price goes back up again?” – Companies that have been surviving on supplying personnel with the bare minimum requirements will find themselves losing contracts to competitors that have kept the Training and Competency Program active during the downturn. In additional to this – have companies budgeted for the ADDITIONAL COST OF TRAINING once Vendors realise that the Market is stabilising and put their prices up. CLIENT BED SPACE AVAILABILITY FOR TRAINEES “Bed space availability” provided by Clients for trainees is becoming an issue across all areas and disciplines and is becoming increasingly difficult in the current climate. This lends to the question - Are Clients factoring these additional “Training Costs” into their Tenders prior to Sub-Contracting Offshore Survey Companies? PRIORITIES AND MANAGEMENT BUY-IN DIFFER FROM COMPANY TO COMPANY We are seeing changing priorities in various degrees in regards to management engagement / attitudes on Training & Competency & Development depending on size and status of the company If (for whatever reason – whether just pure cost or other), management does not see the importance of this we may see the Risk Profile in regards to accidents (or worse) increase - along with the morale of the work force. Whatever decision is made by management in regards to Training and Competence – Client Audit Requirements generally remain active with a risk of non-compliance if requirements are not met. How can we change Management Perception and Commitment in regards to the value of Training? ______________________________________________________________________________________________________
- Slide 6 No Notes ______________________________________________________________________________________________________
- Slide 7 The whole issue may force Redundant Offshore Staff (including Freelancers) to focus on their CPD and shift their thinking from a “Must Do” to a “Need to Do” Attitude. This will ensure that they are more employable and attractive to potential employers once the Oil Price goes back up. ______________________________________________________________________________________________________
- Slide 8 REVIEW OF C004 - GUIDANCE ON COMPETENCE ASSURANCE AND ASSESSMENT: OFFSHORE SURVEY DIVISION During the downturn, IMCA is taking the time to review the Offshore Survey Competence material (including IMCA C 004 which was last revised in November 2009). There has been considerable technical and procedural change since 2009 when the document was last revised, most particularly as a result of developments in Inertial Navigation Systems (INS) and Global Satellite Positioning (GPS) technology. This will certainly assist Survey Companies that are IMCA Members with keeping their staff up to date with the latest technologies (If a Competency Scheme is in place of course). IMCA ACCREDITATION OF COMPETENCY MANAGEMENT SCHEMES The Overall Management Committee has given approval to proceed to the pilot phase. OMC had requested that the Pilots Schemes take place ahead of the general promotion of the scheme and that formal accreditation should not be awarded from the pilots themselves. Special interest had been shown in the auditing criteria to be developed and it had been agreed that Neil Evans (IMCA Technical Advisor – Competence and training) should undertake lead auditor training in order that the pilots operate successfully. These factors combined would enable the final criteria for audits to be based on the newly acquired knowledge and experience. It was agreed that the Accreditation sub-group should continue to progress the criteria including the agreement of auditing arrangements and templates. COLLABORATION WITH THE ICES IMCA has recently renewed discussion with the Chartered Institution of Civil Engineering Surveyors (ICES) following the Memorandum of Understanding between IMCA and ICES signed last year. Under the terms of the 2014 Memorandum of Understanding, Offshore Survey Personnel who have completed competence portfolios based on the IMCA framework can use this as a demonstration of their competence for Corporate Membership of ICES. Reciprocating this, IMCA will promote recognition of the competence of ICES members to its international offshore contractor membership where companies have competence management schemes in place based on the IMCA model. During the downturn, Surveyors are encouraged to follow up this potential route to become Members of a Chartered UK Based Institution. This will certainly allow individuals (and companies sponsoring individuals) to be far more marketable when the Oil Price eventually lifts. Link: http://mailshot.cices.org/IMCA%20ICES%20UPDATE%20OCT15.html ______________________________________________________________________________________________________
- Slide 9 WORK CLOSER WITH TECHNICAL EQUIPMENT VENDORS Seek more assistance with Vendors in regards to Training on new Market Products (and upgrades for that matter). Explore Training Agreements to be included in the contract from the earliest stage of procurement in the most cost effective manner. This would stop the issue of Survey Disciplines being issued new equipment without sufficient training, thus wasting time and money on site whilst the individual has no choice to get familiar with the new equipment by reading the manual. TECHNICAL SURVEY BASED E-LEARNING OPPORTUNITIES Many Survey based personnel are turning to E-Learning Systems (in their own time) for further development. This is a cost effective method of Training as individuals can conduct the training at home (or in between shifts on board – if the internet bandwidth allows). This would afford less costly visits to the Head Office during which Field Allowance may be expected. Companies will have to regulate this carefully. Companies can apply incentives – i.e. non completion of a set number of modules during the year equals no promotion / salary review. THE FLOOR WILL BE OPENED UP TO THE DELEGATES AFTER THE NEXT PRESENTATION FOR OTHER POTENTIAL ACTIONS ______________________________________________________________________________________________________
- Slide 10 TRAINED AND COMPETENT STAFF NATURALLY LEADS TO EFFICIENCY AND ENGAGEMENT Utilisation of Trained and Competent Staff naturally creates an Efficient Workforce which will most certainly reduce Operating Costs. An example of this would be reduced time spent Mobilising and Calibrating Vessels at the start of a project with a Trained and Competent Survey Crew a MEASUREABLE RETURN OF INVESTMENT. The continuation of “ON THE JOB / ON BOARD” Competency Assessment will keep the Work Force Engaged and doesn’t necessary have to be expensive. CONTINUANCE – (EVEN EXPANSION) OF TRAINING AND COMPETENCY PROGRAMS During downturns, companies should continue to embrace training and competency campaigns. This is the perfect time to continue training / embrace training so to keep a competitive advantage with competitors so that when the Oil Price rises and projects are available, Survey Staff are current and ready to tackle the new technologies and techniques. MANAGEMENT BUY-IN For the above to succeed, Management buy-in (in conjunction with prudent budgeting) to Training, Competencies and Development during a downturn is essential. This is of course difficult when (during downturns) training based personnel are looked at in regards to what they cost – not what RETURN OF INVESTMENT they (INDIRECTLY) PROVIDE. FLEXIBILITY We need to be flexible in our approach and look for alternatives such as upskilling via E-Learning and entry into Chartered Institutions such as the ICES. COMMUNICATION IS KEY PASSAGE OF INFORMATION IS KEY - To reiterate the original presentation by Jim Man (Gavin Smith) earlier - COMMUNICATION AND TRANSPARENCY (In regards to the current snapshot of the companies Training and Competency status / policy) during the downturn is communication down to the last man is essential. TIME IS TICKING FOR SURVEY IN REGARDS TO COMPETENCE COMPLIANCE Making a comparison with the ROV Industry (more with Darren after this presentation): At the moment. ROV Pilots who have been made redundant but been assessed and professionally verified via IMCAC005 (Competence Assurance & Assessment - Remote Systems & ROV Division) are picking up Freelance Work. Those who cannot demonstrate that they have gone through the Competency Process are not. It is only a matter of time before this will become the norm for the Survey World; the issuance of CV’s will become a thing of the past and the requirement for demonstration of Survey Competence will take over. Now is the time to act. ___________________________________________________________________________________________ OF COURSE ALL OF THE ABOVE IS SUBJECT TO THE FOLLOWING CAVEAT: “Should the Budget Allow?” ______________________________________________________________________________________________________
- Slide 11 AT THIS TIME IT IS PRUDENT TO SAY THAT I HAVE PERSONALLY BEEN A VICTIM OF THIS AS I HAVE JUST BEEN MADE REDUNDANT MYSELF PLEASE DO COME AND SEE ME SHOULD YOU HAVE ANY LEADS OR OPPORTUNITIES ______________________________________________________________________________________________________ On to the ROV Based Presentation – Daren Walley