One of the key factors impacting the performance of remote operational teams is the relationship between the onshore and offshore crews. Too often it is assumed that the crews will simply continue on a "business as usual" basis. This ignores, and furthers, the behavioural divide between the well-site and remote operating centre.

This paper discusses the training and development of a rotational crew and its work processes as designed to minimise, and indeed enhance, the impact of remote operations on performance.

Initial required skill sets and bespoke training are identified. The process is further enhanced by the identification of specific roles and responsibilities for each core section and completed with development of a transitional procedure to ensure that the rotational crew is competent not just in the necessary technical skills but also in the critical behavioural practices.

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