Abstract

One of the major challenges we face today is recruiting and retaining the workforce necessary to support the growth the entire oil and gas industry is experiencing.

Compounding this challenge is the enhanced training and development required for new and less-experienced employees in light of the retiring generation, the increase of drilling activity and the arrival of more than 130 new offshore units.

Pride International will address these challenges by accelerating the development of green hands and high potential employees, as well as maintaining and improving the level of personnel qualifications.

Pride has moved forward from a Training Management System to a Competency Management System, (Competency modeling and reporting process). This system deals with each skill on board including Safety, Drilling, Mechanics, Subsea, Electric, Marine, etc. Each employee is cycled through three groups of competencies: QHSE, operations and personal values - which include behavioral and soft skills.

Employees can be cycled through normal, Intensive training programs, such as our Rig Intensive Development Program and Management Training Program. These programs include not only theoretical and practical training (as well as certification), but also leadership attitudes, safety team spirit, team building, etc.

The Core Competency program of the Competency Management System will be used for all employees, only the accelerated process will be used for the fast track employees.(National RIDP*, expatriate RIDP* & MTP*).

To support these accelerated development programs and ensure the high quality of position qualifications, Pride has focused on in-house training capabilities through its regional training centres in France, Angola, and Brazil.

In order to benchmark and assess the competencies of the personnel, a Quality Control System has been implemented. This system, SkillsXP*, will track qualified personnel for various assignments as well as specific competencies demonstrated by the individuals.

The paper outlines the Competency Management System and will include how the accelerated drilling program for new hires and National employees is implemented, what the goals are in respect to competencies and the time for employees to achieve the goals, the mechanism to benchmark, and ensure the QAQC of the Competency Management System. The paper will highlight the following aspects:

Competency Management System

  • Background

  • Issues

  • Goals

  • Principle and philosophy

Structure, methodology and system

  • Career path

  • Competency

  • Control - administration

  • Training modules

  • Training matrix

  • On the job training

  • Assessment modules

  • Performance evaluation and promotion process

  • Quality assurance and quality control

  • Quality improvement cycle

Introduction

Our Industry is drastically booming. In fact, Matthew Simmons of Simmons, a specialist energy investment bank, said 30,000 or more new staff would be needed to operate rigs now under construction.

In order to maintain high quality standard and revenue, ensuring personnel and asset integrity, all drilling contractors and operators must have fully skilled employees on the new equipment technology and downhole technique.

NPT (non-productive time) or rig down time analysis is a key driver for drilling contactors and operators to analyze the competency impact on productivity. (I.e. Pride Floating Rig Subsea equipment performance analysis shows a : $ 9.6 M loss on revenue in 2007 due to maintenance issues on the BOP control system for 14 units).

Further analysis has shown that most of the maintenance issues are due to human error and/or lack of competencies.

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