Global talent summit final
•Download as PPTX, PDF•
1 like•204 views
State of the Industry, Shifting Priorities and a Shifting Workforce, Diversity in Canada's Oil and Gas Workforce and Career Planning Resources
Recommended
Recommended
More Related Content
What's hot
What's hot (17)
Viewers also liked
Viewers also liked (15)
Similar to Global talent summit final
Similar to Global talent summit final (20)
More from PetroLMI
More from PetroLMI (20)
Recently uploaded
Recently uploaded (20)
Global talent summit final
- 1. Planning for Long-Term Growth in Canada’s Oil and Gas Industry Global Talent Summit
- 2. Introductions 2 2 PRESENTER Heather DeBoer Project Manager, Occupational Information and Tools
- 3. Agenda • Introduction • Overview of PetroLMI • State of the Industry • Shifting Priorities and a Shifting Workforce • Diversity in Canada’s Oil and Gas Workforce • Career Planning Resources • Questions 3
- 4. Petroleum Labour Market Information (PetroLMI) Division of Enform • PetroLMI merged with Enform in 2013; formerly the Petroleum Human Resources Council. • We are a leading resource for labour market information and insights in the Canadian petroleum industry. • Our labour market data, knowledge and expertise also assists Enform in further aligning its training and safety services with industry needs. • Our mandate is to collaborate with industry, government, educators and training agencies to support and advance the development of a sustainable, skilled and productive workforce in the upstream and midstream sectors. 4
- 5. PetroLMI Key Stakeholders • Our key stakeholder is industry, however, we have many stakeholders using and/or financially supporting PetroLMI’s products and services: 5
- 6. Labour Market Information (LMI) Project Overview • Labour Market Outlooks provide longer-term employment and hiring projections using a proprietary, industry-validated modelling system for: – Labour demand and supply projections for overall upstream and midstream industry – Key operating regions – B.C., AB, SK, Rest of Canada (RoC) – Petroleum industry sectors: exploration and production (E&P), oil sands, oil and gas services, and pipeline transmission • HR Trends and Insights reports provide intelligence on current and short-term labour market conditions and HR trends within Canada’s oil and gas industry. 6
- 7. Occupational Information and Tools Project Overview • We produce profiles of current and future occupations within the petroleum industry. • These occupation profiles will feed into the Careers in Oil + Gas online tool, which will allow stakeholders to explore different occupations and discover how their skills and qualifications can transfer within and outside the oil and gas industry. 7
- 8. State of the Industry • Between 2014 and 2015, approximately $34 billion of investment was taken out of Canada’s economy. • The oil and gas industry responded with an unprecedented focus on reducing operating costs, resulting in layoffs of full-time staff and the termination of contractors and contingent workers. 8
- 9. 2016 and Beyond • Beginning in 2017, the oil and gas industry is projected to start regaining some jobs as the market begins to realize that US$40/bl oil is not sustainable and prices begin to rise. • Neither industry activity nor employment will recover to 2014 levels during the forecast period. • However, the industry may be challenged to attract workers back when a recovery does occur as they may be less attracted to the industry following two years of contraction. 9
- 10. Shifting Priorities and a Shifting Workforce “Canada’s petroleum industry is increasingly in need of a more skilled and knowledgeable workforce. The growing complexity of the oil and gas business, along with the pressures to remain profitable and competitive determines skills and knowledge required by its workers.” 10
- 11. Upstream Technology is Driving Changes in Midstream and Downstream Activities …. 11 10 years ago… Seismic Exploration and production (E&P) Wellsite construction Drilling and completions Well servicing Gathering lines Abandonment and remediation Natural gas processing Upgrading Storage Mainline pipelines Refineries Petrochemical plants Natural gas utilities Gas stations Today… Seismic E&P Wellsite construction Drilling and completions Well servicing Gathering lines Abandonment and remediation Natural gas processing Upgrading Storage Mainline pipelines Natural gas liquids (NGL) facilities Rail and truck terminals Water and waste treatment Refineries Petrochemical plants Natural gas utilities Gas stations LNG processing facilities LNG fueling stations Upstream Midstream Downstream
- 12. Oil and Gas Industry Priorities 12 The following three industry priorities are driving change in workforce requirements: • Accessing technically complex unconventional reserves • Balancing performance and cost management to achieve profitability • Achieving market diversification to grow the business
- 13. Accessing Complex Unconventional Reserves • Application of new technologies have made more remote resources commercially viable • Types of equipment, materials and services required for this work is changing • Increased demand for workers with more advanced technical skills 13
- 14. Balancing Performance and Cost Management • The industry is applying innovative technologies to streamline processes and to ensure the right skills are in the right place at the right time. • Workers play a key role in balancing performance and cost management to achieve profitability. • As a result, they must have a firm understanding of cost implications of their actions/decisions and be better attuned to the increasingly complex regulatory and socio-economic environment 14
- 15. Pursuing Market Diversification • Market diversification can only be achieved through ongoing investment in large, capital-intensive projects, such as LNG facilities. • Availability of a skilled construction and operations workforce is an important consideration in corporate investment decisions • Greater need for workers with the knowledge and skills required for complex, technical commercial and regulatory planning 15
- 16. Today’s Oil and Gas Worker Needs to… 16 • Be comfortable with technology • Have business acumen • Be innovative • Be able to negotiate successfully • Strive for continuous improvement • Be highly skilled at reading, numeracy, communication and problem solving • Plan and execute projects of all sizes • Be aware of the regulatory and compliance implications of projects
- 17. Diversity in Canada’s Oil and Gas Workforce “Companies that show leadership in diversity and inclusion practices integrate them into their business practices and ensure they are sustainable through changing economic cycles. Undoubtedly, these companies will gain advantages in accessing these labour pools to address their workforce needs. Perhaps more importantly, they will create work environments that help them to succeed and support learning and innovation for all.” 17
- 18. Workforce Diversity: Business Drivers Diversity and inclusion practices usually fall into two broad groups: 18
- 19. Key Trends • Companies that are well-recognized as diversity leaders have engaged in diversity programs for many years • These companies have made use of a range of targeted investments, internal programs and partnerships with external organizations. • Other trends that have emerged from company interviews include: – Hiring and advancing women into companies and leadership and technical roles. – Developing partnerships to build relationships and improve diversity. – Sponsoring resource groups or diversity and inclusion networks. – Supporting science, technology, engineering and mathematics skills. 19
- 20. Successful Hiring Strategies • Improve access to diverse candidates • Improve workplace culture to support diversity • Enhance learning and innovation by linking diversity to the business 20
- 21. Career Resources • Updating and developing 90+ occupational profiles that range from upstream to midstream to LNG • Creating a first-of-its kind interactive career map, skills matrix and self-assessment tool using the occupational profiles • Developing a career practioners package 21
- 22. Industry Scan • Focus on transferable skills • Interact with information in multiple ways • Standardized approach • Career mapping 22
- 23. Raise Your Hand Do you find yourself faced with any of the following challenges when career or workforce planning? • Non-consolidated data or inconsistent and missing information • Time consuming search • Not knowing where to go to get information • Out-of-date information 23
- 24. The Job Profile OPERATIONS ACCOUNTANT AND REGULATORY REPORTING PROFESSIONAL #OperationsAccountant #ProductionAccountants #BusinessAnalyst #TechnicalAccountingSpecialist #FinancialAnalyst You are a “numbers person.” Your philosophy? If knowledge is power, then the numbers are the power source. You’re the accountant and keeper of the data leaders need to make good decisions about a facility or a project. You skillfully crunch, verify and report on the quantities, costs and revenues from oil and gas activities involved in exploring, drilling and operating wells. What does it look like? With wells pumping and oil flowing through pipelines, you know whether a well or a facility is performing. In the Production Accountant role, for example, you observe, calculate, verify and report volumes, rates, gas/oil ratios and royalties. You hold the knowledge to answer the question: “What did we make this month?” 24
- 25. Current Online Tools • The two most frequently used online tools are a basic Google Search and ALIS (Alberta Learning Information Service). • There is no consistent process or approach for conducting career profile research. • Stakeholder participants do not rely on offline tools, such as manuals, to aid them in their careers research. 25
- 26. Careers in Oil + Gas: Career Planning Tool 26
- 27. 27
- 28. 28
- 29. 29
- 30. 30
- 31. 31
- 32. 24
- 33. QUESTIONS?
- 34. For more information Contact Heather DeBoer at heather.deboer@enform.ca or 403-516-8049 Visit careersinoilandgas.com Find us on social media @PetroLMI @CareersInOandG facebook.com/careersinoilandgas slideshare.net/PetroLMI
Editor's Notes
- A big part of our focus and our expertise is providing labour market outlooks for long and shorter-term employment and hiring projections in the upstream and mid stream sectors. We use a proprietary, modelling system to project labour demand and supply and we do it for key regions across Canada, including B.C. We also do it for the industry sub-sectors: exploration and production, oil sands, oil and gas services and pipeline transmission. We are currently working on an outlook for LNG. Yesterday there was some discussion about accurate forecasting of the labour market and it is difficult. I’m not sure if you are aware but there are committees that have been established by the B.C. government and industry to look at the skills requirements for the LNG industry, where the gaps are and how B.C. is going to fill those gaps should these projects go ahead. We sit on a couple of those committees. Aside from labour market information, we also provide what we call HR trends and insights that provide information on current and short-term labour market conditions and trends. Over the summer we released a report on the rotational workforce in Alberta – those who fly in and fly out, drive in and drive out.. I’ve also heard a lot of conversation over the past couple of days about camps and rotational workforce requirements. You might find this report interesting. The last key area of our work, which I wanted to mention is occupational profiles. We are currently working on 85+ occupations either updating them or developing profiles for new and emerging occupatios in the industry, including occupations in LNG.
- The oil and gas industry responded with an unprecedented focus on reducing operating costs. In 2015, companies from across all sectors implemented a range of cost-cutting tactics to survive the lower price environment. Cutting capital and operating expenditures resulted in widespread layoffs of full-time staff and the termination of contractors and contingent workers. The majority of companies in the oil and gas sector implemented wage freezes or cuts across all levels of their organizations. They reduced benefits, bonuses and other perks, such as vehicle allowances. Discretionary spending on travel decreased while companies rolled back spending associated with worker camp accommodations and travel arrangements. From 2014, 28,145 or 12% of jobs were lost, leaving direct employment within the upstream and midstream petroleum sector at 198,315 workers in 2015.
- The oil and gas industry may be challenged to attract labour supply when a recovery does occur. Assuming hiring resumes in 2017, potential workers may be less attracted to the sector following two years of contraction. This is particularly true for trades workers, who have the flexibility to work in different industries and locations. New entrants, career changers or workers downsized from the oil and gas industry will also likely have found employment in other industries. Labour supply, therefore, continues to fall short of demand once industry begins rehiring and replacing retirees in 2017.
- So we know we will need to work to attract and recruit workers to the oil and gas industry once prices recover – before we go into strategies to do so, let’s first explore how changes in the oil and gas industry have changed the face of its workforce. In September 2015, we released a report on shifting priorities and a shifting workforce. The reason for doing so was 2-fold: Many of us who have been in the industry for a while recognize the changes that have taken place in recent years but a lot of it is still relatively new to many Canadians. Also, we are in the midst of pulling together our next Canada-wide employment outlook which we will be releasing next month and these changes to occupations will be reflected in this report.
- The use of new and innovative technologies to tap into oil and gas reserves has altered the types of equipment, materials, services and activities required across the industry. The increased use of technology in the upstream sector has contributed to the evolvement of the midstream sector to provide niche services to the petroleum industry. Increased production from unconventional reserves and demand for natural gas liquids and diluent recovery for example, are driving the midstream sector to invest heavily in building, expanding and retrofitting processing plants. New and retrofitted plants increase the need to both hire and train plant operators who have plant and process specific knowledge and skills.
- Our report shifting priorities and a shifting workforce looked at 3 priorities in industry that are driving the change in the requirements of the workforce. The first is accessing technical complex unconventional reserves The second, balancing performance and cost management to achieve profitability, and, third, achieving market diversification to grow the business.
- Accessing technically complex unconventional reserves has really changed the types of equipment, materials and services that are required to carry out this work and in turn, the associated skills that required to work in this new technical world have also advanced. It has also helped to spawn the expansion of a much larger rotational workforce in the industry – those whose skills can be applied in the right place at the right time.
- Similarly, as industry applies technologies to streamline processes workers are playing an increasing role in helping companies to achieve profitability. Workers are expected to have a better understanding of the cost implications of their decisions and also a better understanding of the regulatory environment and the socio economic environment. There is also some other interesting changes that have fallen out of all of this. Supply chain management professionals, for instance, are playing an increasingly important role in minimizing downtime on capital projects and operations by moving equipment, materials and services in the most efficient manner possible. Occupations that deal with people logistics have emerged – those who coordinate and manage various aspects of rotational workforce. A focus on asset management, equipment reliability and predictive and preventative maintenance roles has also emerged to support the continuous growth of these unconventional resources.
- The third priority – pursuing market diversification. It can only be achieved by investment in large, capital intensive projects and that has a number of implications – the availability of a skilled construction and operations workforce is an important consideration when making these investments decisions. It also means there are news skills and knowledge required. LNG is a new industry for Canada and as we’ve all probably heard it is being planned in a very complicated, technical commercial and regulatory environment. As we all know, most of the proposed pipelines have not yet been approved and what that has done is created a number of new occupations with the oil and gas industry because of the use of rail tanker and barges - occupations that support alternate forms of transportation networks, such as rail terminal workers and commercial/marketing professionals.
- Many of today’s oil and gas workers need to be comfortable with technology (there’s some advantage these days if your youngster is a bit of a gamer), they may need to have more business acumen, be innovative, be able to negotiate, be good at problem solving, be skilled at reading, numeracy and communication. Many will need to be able to work with projects where there’s planning and execution and they need to be much more aware of regulations and compliance. This certainly isn’t true of all occupations but I think it gives you a sense of the kinds of skills and competencies that the industry is moving towards.
- PetroLMI released a report titled “ Diversity in Canada’s Oil and Gas Workforce.” This report explores the need for companies to consider under-represented groups such as women, youth, Aboriginals, immigrants and persons with disabilities, as a viable labor supply source. In planning for long term growth, oil and gas companies can tap into diverse labour supply pools to meet the increasing need for skilled workers in the oil and gas industry.
- Fairness and Access Fairness: Companies and leaders who seek a diverse workforce as a means of being fair may not be looking to add direct value to their business, but instead are motivated to create a work environment that is free from discrimination and is inclusive for their employees. Access: On the other hand, a somewhat larger group of company participants approach diversity as a way to access new pools of talent or markets, or to improve relationships as a means of achieving the social license to operate in areas of new development. For companies who seek a diverse workforce as a means of obtaining access, changes in the labour market, regulatory requirements or operating cycles may shift their commitment away from diversity goals to other, more immediate priorities. Learning and Innovation Successful companies think creatively and are always looking for ways of delivering innovative products or services, or finding better ways to deliver what they currently offer. Globally, companies that employ leading diversity practices do so as a way of facilitating learning, innovation and problem-solving and believe it leads to positive benefits and results Hiring a more diverse workforce can lead to the attraction and retention of the best employees and improve productivity, innovation, teamwork and decision-making. This view of diversity results in programs that are more integrated into the business.
- Improve access to diverse candidates Target specific occupations for diversity hires Focus on the student population in diversity groups Develop specific strategies for hard to recruit locations to attract diverse candidates Improve workplace culture to support diversity Designate a company contact for diversity-related issues and support Work with field managers to develop diversity initiatives and ensure acceptance beyond head office Enhance learning and innovation by linking diversity to the business Plan the diversity strategy so it can be maintained throughout industry cycles Identify senior leader as diversity champion who can link diversity to other business activities Train leaders and employees on diversity and inclusion
- This project is two-fold, delivering both the development of 90+ job profiles and an online tool: Data collected needs to be both broad and granular Skills Qualifications Transferability Matrix (SQTM) Development of the job profiles
- “Currently no tool provides a realistic picture of what a job/career actually entails - including lifestyle, environment, physical demands “Currently there is nowhere to go to get the information to make an informed decision” “To me, understanding the transferability of skills is huge.” Links to relevant information Recruitment Having difficulty attracting people to certain locations. Seeking alternative methods of sourcing and selecting people. Attracting the qualified candidate who hasn’t applied. Hiring candidates that are diverse. E.g. Aboriginal recruitment strategies. Getting information to people around Canada with the right skills [and union membership] and get them placed quickly. Meeting demand requirements when the “boom” hits again.
- Have you ever wondered what it would be like to have a career in oil and gas? Day in the Life profiles are exactly that, profiles of real people that have a career in oil and gas. Get the whole story from the people in the field, as they tell you about their typical days on the job, what they love about their career and how they got started.