This document summarizes a technical session on competency development and the paradigm shift needed in the oil and gas industry. It notes that 50% of the current skilled workforce will leave over the next 10 years, creating a talent shortage. It discusses the need to recruit and train over 125,000 new staff in the UK and replace half of India's technical workforce in the next decade. The document contrasts generations X and Y, noting younger workers need different engagement strategies. It calls for developing compelling employment, building talent pipelines, and constantly innovating to improve employee retention to address the impending "Great Crew Change" in the industry.
Cairn India is committed to conducting its operations in a socially and environmentally responsible manner. This commitment is fundamental to the long term success and focus on creating value and making a difference where Cairn India operates through various community development initiative in Rajasthan, Gujarat, Andhra Pradesh and Sri Lanka. Corporate Social Responsibility (CSR) is therefore an integral part of Cairn India’s business strategy. Cairn India’s success is guided by the CSR vision, which is encapsulated in the 3 Rs – Respect, Relationships and Responsibility.
Cairn India is committed to conducting its operations in a socially and environmentally responsible manner. This commitment is fundamental to the long term success and focus on creating value and making a difference where Cairn India operates through various community development initiative in Rajasthan, Gujarat, Andhra Pradesh and Sri Lanka. Corporate Social Responsibility (CSR) is therefore an integral part of Cairn India’s business strategy. Cairn India’s success is guided by the CSR vision, which is encapsulated in the 3 Rs – Respect, Relationships and Responsibility.
The cover embodies the Cairn India principle of creating
long term value for our stakeholders through sustainable
business processes. While the horizon is a reflection of our
diversified portfolio of producing assets, the heart of the
report is the people or communities around our areas of
operation. Just as the principles of Respect, Responsibility
and Relationships are embedded in our business
processes and carried forward by every employee, we
hope the essence and impact of sustainability will also
act as a bridge between older and younger generations
of communities. The tree of life embodies the fruit of
hydrocarbon development and the children the catalyst
and carriers of this sustainability journey.
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
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Cairn India is committed to conducting its operations in a socially and environmentally responsible manner. This commitment is fundamental to the long term success and focus on creating value and making a difference where Cairn India operates through various community development initiative in Rajasthan, Gujarat, Andhra Pradesh and Sri Lanka. Corporate Social Responsibility (CSR) is therefore an integral part of Cairn India’s business strategy. Cairn India’s success is guided by the CSR vision, which is encapsulated in the 3 Rs – Respect, Relationships and Responsibility.
Cairn India is committed to conducting its operations in a socially and environmentally responsible manner. This commitment is fundamental to the long term success and focus on creating value and making a difference where Cairn India operates through various community development initiative in Rajasthan, Gujarat, Andhra Pradesh and Sri Lanka. Corporate Social Responsibility (CSR) is therefore an integral part of Cairn India’s business strategy. Cairn India’s success is guided by the CSR vision, which is encapsulated in the 3 Rs – Respect, Relationships and Responsibility.
The cover embodies the Cairn India principle of creating
long term value for our stakeholders through sustainable
business processes. While the horizon is a reflection of our
diversified portfolio of producing assets, the heart of the
report is the people or communities around our areas of
operation. Just as the principles of Respect, Responsibility
and Relationships are embedded in our business
processes and carried forward by every employee, we
hope the essence and impact of sustainability will also
act as a bridge between older and younger generations
of communities. The tree of life embodies the fruit of
hydrocarbon development and the children the catalyst
and carriers of this sustainability journey.
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Introductory paper on shifts in construction technology that are leading to significant gains in productivity, supply chain management, materials procurement and project execution
The overall evolution of the Construction industry is referred to as "ConTech"
The Solar Future DE - Matt Cheney "A new large-scale solar initiative"Paul van der Linden
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Are you interested in finding automotive, autoparts and aerospace business opportunities in Mexico?
In this presentation you will learn about the location of different manufacturing OEMs and their needs to integrate their supply chain, which means opportunities for metal stamping, plastic injection molding, cnc machining and other suppliers. Get the presentation and sign up for one of our commercial missions in Mexico.
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
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Competency Development – a paradigm shift | Alastair Shakeshaft, Director, BusinessPort Ltd
1. Technical Session # 2A
Topic : Competency development – a paradigm shift
Competency Development
– a paradigm shift
Alastair Shakeshaft
Director, BusinessPort Ltd
2. Technical Session # 2A
Topic : Competency development – a paradigm shift
Introduction
Demand for oil continues to increase, especially from developing nations. Yet this demand is set against a backdrop of
50% of the current skilled workforce due to leave the industry over the next ten years. The absence of sufficiently skilled
professionals will introduce talent as a new currency in the industry.
3. Technical Session # 2A
Topic : Competency development – a paradigm shift
Indicative size of the Problem
“The UK industry will need to recruit and train 125,000 new staff over the next 10 years”
Oil & Gas UK Survey
“the US will see 22,000 experienced geoscientists and engineers retire by 2015”
Schlumberger
“half of the (Indian) sector’s hands-on technical workforce will need to be replaced in the next decade”
Booz & Co
“US will create 15% more roles in the Oil & Gas sector within 20 years”
Wood McKenzie
4. Technical Session # 2A
Topic : Competency development – a paradigm shift
Migration of Talent
Majors
Large
Corporations
SMEs
LeaversNew Entrants
• Academia
• Military
• Industry
• Retiring
• Industry
5. Technical Session # 2A
Topic : Competency development – a paradigm shift
Competency in the Oil & Gas Sector
Competence is more than just training – it’s about each of us demonstrating that we have the knowledge, skills
and behaviour to do our jobs consistently, efficiently and safely.
Courtesy of Atlas Knowledge
6. Technical Session # 2A
Topic : Competency development – a paradigm shift
Generation Gap – “teaching new dogs old tricks?”
The next generation of skilled workers don’t work, learn or behave as our predecessors did. We need to
recognise this NOW – building strategies that engage with them. To fail, will prolong the Great Crew Change.
7. Technical Session # 2A
Topic : Competency development – a paradigm shift
Are we ready to embrace Generation Y?
8. Technical Session # 2A
Topic : Competency development – a paradigm shift
X Generation
• Independent, resourceful, self-sufficient
• In workplace, they value freedom and responsibility
• Dislike micro-managing, structured hours and have a distain for authority
• Technologically adept, but less committed to same employer
• Gen X is ambitious, eager to learn but on their own terms
9. Technical Session # 2A
Topic : Competency development – a paradigm shift
Y Generation
• Continually connected
• Influenced by Peers
• Seek immediate recognition
• Skim text
• Easily Board
• Sceptical of Authority
10. Technical Session # 2A
Topic : Competency development – a paradigm shift
Adopting Technology
11. Technical Session # 2A
Topic : Competency development – a paradigm shift
A case in point - Macondo
A federal government investigation revealed that in addition to systemic cost and safety
issues, the accident’s severity was largely attributable to human error.
12. Technical Session # 2A
Topic : Competency development – a paradigm shift
Imperatives to survive the Great Crew Change
Develop a Compelling Employment Value Proposition
13. Technical Session # 2A
Topic : Competency development – a paradigm shift
Imperatives to survive the Great Crew Change
Develop a Compelling Employment Value Proposition
Build your Talent Pipeline
14. Technical Session # 2A
Topic : Competency development – a paradigm shift
Imperatives to survive the Great Crew Change
Develop a Compelling Employment Value Proposition
Build your Talent Pipeline
Constantly Innovate and Improve Employee Retention
Editor's Notes
According to politicians and industry leaders in the developed and developing nations, there will be an increasing demand in consumption of hydrocarbon based products leading to a continued expansion of the Oil & Gas Sector. As such, we will be challenged to make smart and ever smarter decisions to keep pace with this demand. Whereas much publicity goes on emerging technologies to exploit existing and new fields, I believe that a critical challenge facing our industry today is one that is not new, is one that has been talked about for the last 20 years and one that in our recent past has shown the consequences of paying lip service to the people who work in our industry -The Great Crew Change. But the challenge of losing so many experienced professionals, estimated to be as much as 50% of the entire workforce over the next few years will undermine our efficiency, effectiveness and above all our safety. The Great Crew Change is here, but what are we doing about it?
We can trace the emergence of the Great Crew Change back to the 1980s when roughly 25% of engineers and geologists left the industry. At the time the price of oil plunged to $10 a barrel, resulting in massive layoffs throughout the industry and ultimately in one of the largest downsizings of highly capitalised, labour intensive industries ever known. As a consequence, we started to see the significant decrease in students entering degree course directly related to the petroleum sector. The next generation of industry leaders and pioneers should have been developed during this time. This period created this perfect storm that has resulted in the talent gap we’re seeing today and will continue to see for decades to come. Rolling this forward to present day and to give some perspective on this:“The UK industry will need to recruit and train 125,000 new staff over the next 10 years” – Oil & Gas UK Survey, or equivalent to the entire working population of the city of Aberdeen“According to a Schlumberger study, the US will see 22,000 experienced geoscientists and engineers will retire by 2015“half of the (Indian) sector’s hands-on technical workforce will need to be replaced in the next decade” Booz & Co“Research by Wood Mckenzie suggests that the US will create 15% more roles within 20 years”
The Global Market for Oil & Gas TalentBy way of an example to emphasise the point; if I take the company I work for, BusinessPort employs approximately 50 staff and in the last 18 months have lost staff to the likes of Petrofac and Chevron. To a small company, this has a monumental impact on our business. The cost of recruitment, training and the short and medium term impact on service delivery is difficult to overcome. The irony is that the very same companies demand we reduce our costs and improve delivery.Now let’s expand this across the sector. There will be a natural gravitation of the best talent towards the super majors. They can and will pay the most, provide the most challenging roles, best career training and development. So, against a backdrop of an expanding sector and a void in available talent, where will these staff come from? The Major corporations will continue to search for talent from their local and increasingly, international market. It is interesting that many of the NOCs from the emerging nations are not only acquiring assets but also acquiring companies. Are they doing this to as much to gain access to latest technology, latest thinking and above all, an assured supply of talent?
This session will not talk about the design of Competency Frameworks; this has already been touched upon. However, for the purpose of this presentation, I will use the definition of competence is more than just training – it’s about each of us demonstrating that we have the knowledge, skills and behaviour to do our jobs safely. My journey today is about how the departure of many industry veterans will give way to a new generation; a generation who think and act differently. And thus how we engage with them is as important as what we tell them.
A Lesson from our near PastOn the 20th April 2010, the Deepwater Horizon disaster, or Macondo as its usually referred to saw 11 people lose their life and the release of 4.9 million barrels of oil into the Gulf of Mexico; the largest oil spill in history. A government investigation revealed that in addition to systemic cost and safety issues, the accident’s severity was largely attributable to human error. The lack of adequately skilled and experienced staff was a contributory factor to the disaster. A reorganisation of staff shortly before the 20th April had led to none of the crew being in the job for more than six months. Just six months! In real terms, it takes decades to build the necessary skills to run complex assets. So imagine this, against a backdrop of a significant loss of experienced staff and an increasing E&P demand, are we in a position that a Macondo incident is more likely or less likely to happen? I’ll leave you to think about that for a moment?
Does your organisation have a compelling answer to the question, “Why should I work here?” The popular “you should be grateful to have a job in this economy” response is not only banal, it will never work with your best people. Talented employees with in-demand skillsets will almost always have a choice about where they work. If they don’t have a reason to work for you, you’re in trouble.Employment Value Propositions (EVPs) can include elements related to rewards and compensation, career development, challenging work, people, or organizational prestige. EVPs need not be complicated, but they must be honest and genuinely reflective of what working for your organization is really like.Executives can leverage their organisation’s EVP to attract and retain top talent through marketing, Best Companies to Work For lists, job fairs, word of mouth, and university recruiting. In general, organisations with strong EVPs are more likely to attract passive candidates not currently searching for a job. And according to the Corporate Leadership Council, companies with strong EVPs see 30-40% more employee commitment versus those with weak EVPs.
Just as oil and gas companies maintain capital equipment to ensure performance, they must invest in their people. Research on this is clear: talent practices like leadership development, career development, training, mentoring and succession planning increase shareholder returns and help organisations compete for the future. How can executives ensure their workforce possesses the right skills to meet current and future business needs? At a minimum, I recommend an annual talent review to identify your company’s critical positions and top talent.Identifying critical positions: All jobs aren’t created equal. Executives must prioritise time and resources to grow and maintain talent in their most important positions. Critical positions typically possess two characteristics: they play a disproportionately significant role in business success and are difficult to hire/replace. For example, most companies employ a staff with specialized, scarce skills as experts in their Environmental Health and Safety group. Losing these employees might have a more direct effect on the business than losing an employee somewhere else.Grow top talent: Knowing critical positions isn’t enough. You must also identify your best people and create meaningful strategies to ensure their development. Carefully and thoroughly evaluate talent in critical roles, including your senior leadership team (typically SVP/VP and above). With a particular focus on “talent sharing” across operating units, identify (at a minimum) one to two high-potential successors for each critical position. Make sure that you identify the skills needed for these critical positions and create a proactive plan to build those skills in successors. Meaningful development plans require focus (1-2 development activities at a time), support (a supervisor who helps drive development) and resources (internal or external development and learning programs).
It is all-too-common in this industry to hear tales of promising hires who were lured away by competitors. This happens most with talented employees, and often leaves managers feeling helpless. What should executives do? Companies will reap huge benefits from “back to basics” practices like appreciation and recognition, competitive compensation, career development, and flexibility. There are examples of Energy companies that provide 100% of employee health insurance; another offers on-site day care. Summary – a Cautionary TaleThe strategies organisations use to attract, develop and retain their talent will be a critical to facilitating industry’s continued growth. The Deepwater Horizon accident is a cautionary tale about skills and talent practices needed in all oil and gas companies. Don’t ignore these imperatives. Don’t let this mistake happen to you.So what are we doing to capture this lost knowledge? How do we mentor the next generation when knowledge on its own is not enough? And how do we engage with the Y Generation, the new people emerging in our industry who are technically savvy, and are great consumers of sound bites of information using visual metaphors delivered via mobile and undoubtedly wearable technology all in a collaborative way? The Great Crew Change is not solely about replacing people and replacing what they know. It’s about the industry reinventing the way it engages with the workforce. Hopefully the above information is not earth shattering. However, there is one secret to employee retention that often makes leaders wide-eyed: if you are worried about losing your key employees….talk to them! I suggest regular “stay interviews” with key employees—ideally, monthly, quarterly at minimum. Begin the conversation with a genuine appreciation for the employee’s contribution. Then dive in. Some sample questions: What are the frustrations you are currently facing? How can I help manage or remove them? Is there anything you need to be effective and happy in your role? What would help you contribute to your fullest?