A People Training and Competence Health Check for the Survey Division of the International Marine Contractors Association during the current Oil Downturn
Air Energi delivers Talent Acquisition services for oil and gas clients located in every region across the world, which requires specialist knowledge and experience.
We provide high-quality support to client operations not just in mature markets but also more remote, less well developed locations becoming prominent within the global energy supply chain, such as Papua New Guinea, Iraq and East Africa.
Operations Excellence in the Management of Ageing AssetsAdvisian
Advisian's Tony Geraghty discusses Operations Excellence in the Management of Ageing Assets at the 2016 Abu Dhabi International Petroleum Exhibition & Conference
Capability Acquisition Support - Accialini Training & ConsultingNicola Accialini
Accialini Training & Consulting provides support in Manufacturing Capability Acquisition. Please visit our website www.accialiniconsulting.com or send us an email at info@accialiniconsulting.com for additional info.
Please don't forget to subscribe to our newsletter!
Air Energi delivers Talent Acquisition services for oil and gas clients located in every region across the world, which requires specialist knowledge and experience.
We provide high-quality support to client operations not just in mature markets but also more remote, less well developed locations becoming prominent within the global energy supply chain, such as Papua New Guinea, Iraq and East Africa.
Operations Excellence in the Management of Ageing AssetsAdvisian
Advisian's Tony Geraghty discusses Operations Excellence in the Management of Ageing Assets at the 2016 Abu Dhabi International Petroleum Exhibition & Conference
Capability Acquisition Support - Accialini Training & ConsultingNicola Accialini
Accialini Training & Consulting provides support in Manufacturing Capability Acquisition. Please visit our website www.accialiniconsulting.com or send us an email at info@accialiniconsulting.com for additional info.
Please don't forget to subscribe to our newsletter!
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Presentation on Performance Appraisal SystemPawan Bahuguna
This is a good MBA project on performance appraisal and you can download full report from http://www.final-yearproject.com/2009/07/performance-appraisal-system.html
This is a good MBA project on performance appraisal and you can download full report from http://www.final-yearproject.com/2009/07/performance-appraisal-system.html
Cmmi and quality practices to support military operational readinessKobi Vider
Every combat operational unit is a combination of individuals that have unique professions and individual capabilities. The unit capability to achieve its mission objectives in a given scenario is fully depended on the sum of all individuals' individual performance capability and the timing of it.
Unit strategies and objectives set the step for performance excellence. However to achieve the desired operational results, we also need to give our people the tools, knowledge, and opportunities—pushing the opportunity for success down to our people.
One of the key ways that people performance excellence is through impacting their unit's procedures and combat doctrines. The ability to rapidly and continuously design, develop, and adapt your procedures and combat doctrines and targets in an agile and transparency to change and implement fashion is a huge advantage and includes:
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• Performance and reporting norms
• Self management and self discipline maintaining personal professional and knowledge capabilities
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Operational unit must develop and implement collaborative, transparent and repeatable combat doctrines that foster a culture of total performing and learning environment. Therefore writing new combat doctrine or tactics may turn out to be the easy part of the improve¬ment. This can be a very depressing thought to those who spend years in combat doctrine groups such as MOUT combat doctrine action teams or combat training facilities developing training materials.
Sometimes the “light at the end of the tunnel” seems to be publication of an inte¬grated set of descriptions of improved combat doctrines. However, once those combat doctrines are defined, documented, and even com¬mu¬nicated, much work remains.
In order for improvement to happen according to these new combat doctrine descrip-tions, each person working in the imple¬mentation organization will need to do the following
Changes are inevitable during the life cycle of any manufacturing facility. Changes occur design, construction, operation, decommissioning, mothballing and demolition. MOC is a critical success factor of any Process Safety Management (PSM) Program. It ensures that each proposed change undergoes the appropriate level of technical and EHS review any change does not inadvertently introduce new hazards or unknowingly increase the risk of existing hazards.
Training Needs Analysis for DM of GSRTCHardik Shah
With rapid industrialization and population growth in the urban and rural areas in India, the demand for public transport has risen sharply. In the fast changing scenario in the public transit
sector, the role of a bus depot manager (DM) has also undergone substantial transformation. This
paper aims to identify and gauge the organizational and individual training needs of DMs, necessary to design and delivery of effective training.
Reliability Centered Maintenance Implementation and Case StudyWaseem Akram
This is the presentation based on final year project which deals with the implementation of "Reliability Centered Maintenance and Contribution of Quality Management System". A case study analysis has also been attached in this presentation.
Similar to IMCA Survey Division - Competency and Training (20)
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Biological screening of herbal drugs: Introduction and Need for
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Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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IMCA Survey Division - Competency and Training
1.
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