ADMA-OPCO Operational Approach for Competency Assurance

Abstract

ADMA-OPCO Produced Oil and Gas in offshore areas for approximately 40 years with evolving business, HSE and Integrity Challenges which demand high level of Organisational Competence in order to continuously meet such challenges. This paper describes ADMA-OPCO Long Operational experience for assuring Competency mainly for the front line workforce (Production Operation and Maintenance). Adma-Opco consider the Competency of the Front line workforce is vitally important for the Safety of Employees and its Operations, and any lack of competency would lead to accidents and business interruption. Adma-Opco is the first regional Organisation who has introduced the Competency assurance system, which started in 1993 for Operations employees and progressively evolving. The system calls for setting up Job Standards based on industry practices, including internal and worldwide recognized third party assessment and verification. The result of such assessments mainly provides assurance of individual competency level, identification of specific gaps and recommending action plan to bridge such gaps. To date more than 24 campaigns have been implemented covering 500 employees. These campaigns resulted into 80% competency success. The paper will outline Quantifiable Benefits namely:Employees and their Development.Business and HSE Performance.Quality based Emiratisation through effective skills and knowledge transferRecognition for achieving high competency standards. Introduction ADMA-OPCO as part of the ADNOC group is fully committed to ADNOC's vision of the future. By 2004 we will have 50% Emiratisation. This is an arduous task given that within ADMA-OPCO and operations group we are currently at 34% Emiratisation. The population of ADMA-OPCO is relatively old and the percentage of UAE national employees will naturally increase to 44% assuming we replace all retired personnel with Emiratees. This submission will show how ADMA-OPCO Production Business Units are meeting HSE requirement during the achievement of 50% Emiratisation by 2004. It should highlight that any lack of competency would lead to accident and business interruption. During this transitionally period there will be a dramatic loss of experience within ADMA OPCO. The challenge is to ensure that all the new personnel are sufficiently trained and can demonstrate that they can do their jobs in a manner which maintains or betters HSE standards. After considerable research the approach chosen was to develop a Competency Assurance Programme which would enable ADMA-OPCO to demonstrate that its young UAE National (ATIs/graduates) in particular and its employees in general were competent in their assigned roles. This programme will also manage each individual's progress and promotion in the Company. The overall programme is already demonstrating that we can produce demonstrably well trained ATI/graduates who can enter the workforce as competent employees. Their progress can be monitored and guided by Competency Assurance exercises which highlights where additional training is required in order to accelerate and manage promotions. This methodology was developed by ADMA-OPCO for its own use. However it is applicable to any company who wants to increase the level of Emiratisation and improve operational and safety performance. Eight competency assurance campaigns were completed during year 2001 and covered 139 employees from all disciplines. These campaigns defined the individual's gaps and recommended the remedial course of actions to bridge these gaps. To date 27 campaigns have been implemented covering 500 employees. These campaigns resulted into 80% competency success.

Constructing Competency Model for Yemeni Oil and Gas Operators & Technicians Based on Training, Assessment, Motivation and the Role of Skilled Pool Experts

“…The recommendation sent by IHRDC is to broaden the basis of sections that enhance the understanding and build capabilities of staff through the O&G association. One of the major problems in this sector is to educate new employees about health safety and environment (HSE) so, that they can perform their duties efficiently in line with HSE norms (Al-Awai, Samir, & Binthabet, 2002a). Similarly, it should achieve the required HR efficiency by improving the workforce's consciousness that falls under the banner of Well Operations Crew Resource Management (WOCRM) and their performance and competency should meet the requirement drawn by the International Association of Oil and Gas Producers (IOGP) (Smith & Lock, 2015).…”

“…Therefore, the O&G management and employee groups in the platform region offshore are capable to carry out operations in a safe manner The O&G organizations have the opportunity to improve their existing skills framework through persistent progress in these essential facilities (Al-Awai, Samir, & Binthabet, 2002b). This should enable the front-line staff of O&G to meet the basic requirement for the safety of agents to prevent accidents and company disruption in cases where components of the competency framework do not appear (Al-Awai et al, 2002b). O&G businesses and their associations should provide advancement in adjusting and modifying the current competency framework.…”