Skills & Knowledge required to work in today's Oil and Gas Industry, Diverse Workforce, Building a culture of worker Safety Aborignal Peoples in Saskatchewan (a case study)

1. New Skills, New Knowledge, New Workers
North BC Natural Gas Summit
Carol Howes, Vice President Communications & PetroLMI, Enform

2. Agenda
• Introduction
• Overview of PetroLMI
• Shifting Priorities and a Shifting Workforce report
– Skills and knowledge required to work in today’s oil and gas industry
• Tapping into a diverse workforce
• Saskatchewan: a case study on attracting and retaining aboriginal peoples
• Building a culture of worker safety
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3. Petroleum Labour Market Information (PetroLMI)
Division of Enform
• PetroLMI merged with Enform in 2013; was former 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
• Enform’s Fort St. John office open since 2006; we work with industry, WorkSafeBC, BC Oil
and Gas Commission, Northern Lights College
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4. PetroLMI Key Stakeholders
While PetroLMI’s key stakeholder is industry, the following illustrates the many stakeholders
and audiences using and/or financially supporting PetroLMI’s products and services:
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5. Our LMI Expertise
Labour Market Outlooks: Longer-term employment and hiring
projections using a proprietary, industry-validated modelling system for:
• Labour demand and supply projections for upstream and mid-stream
sectors
• Key operating regions - BC, AB, SK, Rest of Canada (RoC)
• Petroleum industry sub-sectors: exploration and production (E&P), oil
sands, oil and gas services, and pipeline transmission
HR Trends and Insights: Provide intelligence on current and short-term
labour market conditions and HR trends within Canada’s oil and gas
industry.
Occupational Profiling: Provide detailed information on occupations
and career planning and mapping, including tools and resources
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6. Careers in Oil and Gas Website
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7. 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.”
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8. Upstream Technology is Driving Changes to Midstream
and Downstream Activities ….
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10 years ago ….
Seismic
Exploration & Production
Wellsite construction
Drilling & 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
Exploration & Production
Wellsite construction
Drilling & Completions
Well servicing
Gathering lines
Abandonment and remediation
Natural gas processing
Upgrading
Storage
Mainline pipelines
Natural Gas Liquids Facilities
Rail and Truck Terminals
Water and waste treatment
Refineries
Petrochemical plants
Natural gas utilities
Gas stations
LNG processing facilities
LNG fueling stations

9. Oil and Gas Industry Priorities
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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

10. 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
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11. Balancing Performance and Cost Management
• 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
• Workers are expected to have a firm understanding of
cost implications of their actions/decisions
• Workers must be better attuned to the increasingly
complex regulatory and socio-economic environment
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12. Pursuing Market Diversification to Grow the Business
• Market diversification can only 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
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13. Today’s Oil and Gas Worker Needs to…
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• 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

14. Shifts In Occupations And Skills
by Oil and Gas Industry Sector
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15. Conventional/Unconventional E&P Sector
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• A more complex, technical environment is resulting in even heavier reliance on
engineers
• Field technologists are replacing workers that had a mechanical aptitude
supplemented with on-the-job training
• More emphasis on occupations in supply chain management to drive economies
of scale through the chain of E&P activities
• A redeployment of workers is required and increased use of contractors to
address skills shortages

16. Natural Gas Processing
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Head office support:
 Operations accountants
 Production accountants
 Customer service representatives
At the plant:
 Engineers
– Mechanical
– Electrical/Instrumentation
– Chemical/Processing
 Trades
– Millwrights
– Instrumentation Techs
– Industrial Electricians
 Power Engineers
– Plant/Process Operators
– Control Room Operators
 Gas Plant Operators

17. Oil and Gas Services Sector
• With the development of horizontal drilling and hydraulic fracturing activities, employment
per well has increased substantially – 45+ suppliers and 240-300 workers per well
• Workers must be both technically and mechanically inclined
• There is an increased need for:
- Class 1 and Class 3 drivers
- Heavy duty technicians
- Frack operators
- Health and safety personnel
• The level of technical, sales/marketing and HR sophistication required in the industry
makes it more difficult for smaller service companies to compete
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18. Drilling & Completions
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19. Drilling
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Completions
Petroleum Services Operators required for:
Cementing
Casing
Mud
Tubing
Fracturing
Production testing
Measurement-while-drilling
All operators require Class 1 driver’s license
Truck drivers
 Water and equipment hauling
 Water and waste disposal
Trades
 Heavy duty mechanics
 Millwrights and instrumentation trades tie in
wellhead and install instrumentation

20. • More process operators required due to increase in processing product from
unconventional reserves
• Deployment of a contractor/contingent workforce helps to manage activity ramp-up and
gear down
• Significant growth in major project groups: project and construction managers, design and
project engineers, supply chain professionals, business development and commercial
roles
• Increased regulatory and compliance roles; stakeholder, community relations
• Growing demand for pipeline integrity specialists due to aging infrastructure
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Mid-Stream and Pipeline Sector

21. Pipeline Sector Jobs
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Head office support:
• Engineers
– Civil
– Mechanical
– Electrical/Instrumentation
• Control Sector Operator
• Pipeline Scheduler
• Production Accountants
In the field:
• Pipeline operator
• Pipeline protection technician
• Pipeline maintenance technician
• Trades
– Millwright
– Instrumentation
– Electrician

22. Potential Labour Supply for B.C’s LNG projects
• Local Workers
– Competition for skilled trades and technical occupations
• Inter-Provincial Migration
– Industry-led recruitment missions
• Aboriginal Peoples
– Under-represented in the labour market
• Immigrants
– Attraction and retention
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23. Diversity in Canada’s Oil and
Gas Workforce
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24. Share of Labour Supply
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25. Hiring Barriers
• Sourcing
– Difficulty understanding occupational/job profiles
– Use of jargons (e.g. acronyms, highly technical terms)
– Different job titles or roles
• Resume Screening
– Recruitment processes designed to “screen out”
– Presentation of resume information
– Identification of transferable skills
• Assumptions and perceived risks
– Understanding of equivalency of foreign education
– Transferability of foreign education and experience
• Disconnects for Internationally Trained Workers
– Maneuvering websites
– Understanding job titles, jargon
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26. Aboriginal Employment in
Saskatchewan’s Oil and Gas
Industry
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27. Saskatchewan’s Oil and Gas Industry Employment
• In 2012, Saskatchewan’s oil and gas industry directly employed approximately 11,600
workers
• Between 2012 and 2022, the industry was expecting to fill as many as 3,450 direct job
openings
• Spending by oil and gas companies would generate as many as 20,500 indirect jobs in
related sectors such as construction, manufacturing etc.
• Despite labour market shortages, few companies from the survey reported they employed
workers from historically under-represented demographics or targeted such workers for
recruitment
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28. Aboriginal Reserve Status
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• Off-reserve households were the majority of oil and gas industry’s employment (750 out
of 900 workers)
• 35% of Saskatchewan’s Aboriginal population were living on-reserve, many near oil and
gas developments
• Aboriginal people living on-reserve were only 16% of Aboriginal employment in the oil
and gas industry

29. Aboriginal Employment In Saskatchewan’s Oil and Gas
Industry
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30. Recruitment and Retention Strategies
• Most HR managers interviewed – especially at smaller oil and gas companies – reported no
specific strategy to recruit Aboriginal people
− Many managers were unaware of different approaches
• Employers who did hire had retention practices specific to Aboriginal people
− Many used strategies such as structured mentoring and in-depth cultural training
− Other strategies involved creating inclusive and supportive work environment
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31. Successful Hiring Strategies Used by Oil and Gas
Companies
• Companies established personal relationships through face-to-face interaction with leaders
in Aboriginal communities before beginning recruiting activities
• Companies viewed Aboriginal recruitment as a partnership that benefited both the company
and the community
• Companies planned for retention before hiring
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32. Successful Retention Strategies Used by Oil and Gas
Companies
• Some examples of the successful strategies that were used to retain Aboriginal workers
included:
− Mentoring
− Multiple hires
− New worker onboarding programs
− Benefits tailored to workers
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33. Developing a Safety
Culture
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34. Developing A Safety Culture
The attitudes, values, norms and beliefs, which a particular group of people shares with
respect to risk and safety
• NEB draft framework on safety culture
• Six industry trade associations and regulators have engaged to form an Executive Task
Force committee on safety culture; other initiatives include creating tools, resources and
metrics to improve safety performance
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35. Why Focus on Safety Culture?
• Safety management systems more effective when accompanied by a “good” safety culture
• To stay alert to potential risk factors that increase the risk of a major disaster
• Pro-active approach involving self-assessment and feedback of less visible elements of a
safety management system
• Ensuring both safety of oil and gas workers and safety of the public is crucial to public
confidence in Canada as a global leader
“ Safety culture goes beyond removing hazards and institutionalizing safety
procedures – it’s about everyday shared values and practices…”
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36. For more information
Visit careersinoilandgas.com
Find us on social media
@PetroLMI
@CareersInOandG
facebook.com/careersinoilandgas slideshare.net/PetroLMI