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Energy Jobs Taskforce
Progress report September 2015
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Energy Jobs Taskforce
Foreword
Dr Lena Wilson CBE Chair of Scotland’s Energy Jobs Taskforce and CEO of Scottish Enterprise
Scotland’s Energy Jobs Taskforce was established by the First Minister early in 2015 in response to the major global challenges facing the oil and sector.
From the outset there was an overwhelming response from senior leaders and key players across the whole spectrum of the industry to get involved to help tackle, not just the immediate impact of the volatile oil price, but the pressing need for the industry to evolve, transform and modernise so that we have a more vibrant and sustainable industry set for the long term.
Reporting into the Scottish Energy Advisory Board, a group comprising operators, supply chain, public sector, industry and, trade union bodies committed to work together to drive forward a collaborative and ambitious plan that would support those facing redundancy and at the same time become a catalyst for change.
The immediate top priority was to ensure the right support was reaching those at risk of redundancy and whilst quantifying exactly how many people have been affected is challenging, we estimate that more than 6000 jobs have been announced as being lost or at risk since the downturn began.
In response to this, to date, we have engaged directly with more than 1700 individuals and over 100 companies to better help those affected move forward into new employment, new ventures, training or education. Much of this support, including one-to-one redundancy support for 1300 people, has been delivered through the very successful Partnership Action for Continued Employment (PACE) programme and work continues to ensure every single individual displaced or at risk of redundancy is fully supported.
It was acknowledged early on in the formation of the Taskforce that we had an influential forum which could deliver meaningful change and put a spotlight on the longer term structural challenges such as leadership, best practice, innovation, cost efficiency, internationalisation and deeper investment in skills.
As a result, a number of ambitious initiatives have already been delivered by the Taskforce to help lay solid foundations for improvements across a wide range of action areas to support supply chain best practice, increase standardisation, enhance leadership, share principles and values and drive cost efficiencies.
This report has been prepared to provide a summary of the progress to date and the key activities delivered by Taskforce members and their respective organisations. It also sets out our recommendations for the next phase of action needed to best support the sector.
As the landscape for the oil and gas sector in Scotland and globally continues to evolve, it is important to remember that the industry and its wider supporting environment must remain fleet of foot and agile to adjust to change. Oil and gas remains a vital sector for the Scottish economy and one which, in the face of adversity, strives to invest, internationalise and grow. Taskforce members remain committed to being a catalyst for positive change and will continue to strive to do everything possible to safeguard jobs and retain talent while laying down solid foundations for a globally competitive industry that will thrive for decades to come.
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Progress Report September 2015
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Energy Jobs Taskforce
Offshore oil and gas exploration and production began around five decades ago in Scotland and today the industry, concentrated in the North East region, is home to an unrivalled and experienced supply chain that is active not only in the North Sea but exports products and services around the world.
This experience is in no doubt a key strength and global competitive advantage. However, the maturity of the region has led to challenges in recent years with rising capital and operational costs and a reduction in exploration as oil and gas discoveries become smaller and more difficult to access.
These challenges, combined with a number of recent international developments such as the growth in the US shale industry, have resulted in significant implications for the UK Continental Shelf.
In July 2014, the price of oil began to drop significantly and has fluctuated between $40 to $60 since then. The sustained low price has significantly altered the economics and the viability of many existing fields in the North Sea leading to delays and, in some instances, cancellation of future exploration plans.
The reduction in activity has affected large and small companies across the Scottish supply chain which has ‘in turn’ led to redundancies. Whilst it is not possible to confirm the exact total number of redundancies, the number of jobs lost or at risk has been estimated at above 6000.
In spite of the challenges, the oil and gas industry remains a key industry for Scotland, sustaining thousands of jobs and offering considerable innovation, investment and international opportunities.
For this reason, the First Minister of Scotland, Nicola Sturgeon, convened the Energy Jobs Taskforce in January 2015. Chaired by Dr Lena Wilson, CEO of Scottish Enterprise, the EJTF represented a strong partnership of industry, public sector and trade union representatives committed to helping tackle the immediate and longer term challenges facing the sector.
The group formed quickly and developed an ambitious action plan that comprised six key action areas including Balanced Messages, Cost Efficiencies, Leadership for Change, Shared Principles and Values, Supporting our People and Retaining Talent and Skills. Each action area is supported by a Taskforce champion who takes responsibility for driving forward the action area and drawing on available support to ensure maximum impact is pursued and delivered.
Over the course of the first six months of the Taskforce, the group met monthly in Aberdeen to report on action areas and discuss next steps to keep work on track. Between monthly meetings, work under each action area continued at pace delivering a wide range of initiatives from large scale jobs fairs and innovative new jobs matching services to a ground-breaking event and smaller, more targeted, initiatives to improve communication and progress in areas such as HR and union forums.
The Taskforce will continue to meet quarterly to oversee delivery of the key action areas and monitor movements in the industry to ensure all possible action is taken and support provided to safeguard the future of the industry. Where appropriate, ongoing actions will be handed over to existing groups or organisations.
Economic Context and the Energy Jobs Taskforce Journey
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Energy Jobs Taskforce
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Redundancy Announcements Overview – January to June 2015 August 2015
* The figures in this chart have been sourced exclusively from media announcements. They include planned and executed redundancies as well as jobs under consultation. The numbers in the chart are provided ONLY as an indication but should not be relied upon as an accurate indication of actual numbers of redundancies in any of the categories. Sources: US EIA (Oil Price), Scottish Enterprise Redundancy Announcements and Statistics Overview (August 2015)
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CumulaOve job creaOons and losses in the ScoRsh oil & gas industry *
Spot Brent Oil Price per barrel, weekly average (FOB) Jobs Created or Planned (since January 2015)
CumulaOve Number of Jobs Lost / At Risk (since July 2014)
www.youtube.com watch?v=qBK8sCHCrx-k&list=PL00BE245174927A14&index=3
Hear more from Taskforce members in this short video:
* The redundancy figures in this chart have been sourced from media announcements. They include planned and executed redundancies as well as jobs potentially at risk. The numbers presented in the chart are provided ONLY as an indication but should not be relied upon as an accurate indication of actual numbers of redundancies.
Cumulative job creations and losses in the Scottish oil and gas industry*
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Progress Report September 2015
Action Area | Supporting our People
Taskforce Champion for Supporting our People, Bob Keiller, CEO, Wood Group
“No one wants to make anyone redundant — it has to be seen as the very last resort but it is also clear that the current difficult decisions, which sadly some companies are having to undertake, are being taken in order to ensure the long-term sustainability of the industry in Scotland.
“Through the collective efforts of the Taskforce we are working hard to ensure oil and gas sector employers mobilise coordinated and responsive support to make every individual displaced or at risk of redundancy aware of, and able to access, all of the options and outplacement support available to help them move forward into employment, new ventures, training or education.
“The picture continues to evolve and we are undertaking in-depth research to understand the full impact on the sector, however, in the meantime we have reached out to everyone affected to encourage them to take full advantage of the assistance available.”
Progress
PACE Jobs events connecting with over 1700 individuals
Elevator Fresh Starts Business Start Up support programme with 13 new businesses in North East
Sustained PACE support service with 1300 follow up offers of 1-2-1 assistance
Match People Skills Initiative with 166 candidates and 13 roles
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Energy Jobs Taskforce
Twenty-seven-year-old Ross Fulton found himself redundant after working for four years in the industry. He attended one of the Taskforce’s PACE events and subsequently received a job offer from one of the employers in attendance. Ross said: “I wanted to get back into a job for which my experience would count so I left some CVs with the employers which I thought would be most interested in my CV. Sonomatic got in touch not long after the event and offered me a post as Equipment Manager.”
Sonomatic, a worldwide organisation specialising in ultrasonic inspection design, development and application, was among a number of companies represented at the PACE event with a range of job opportunities on offer. Susan Osbeck, Senior Consultant at the firm’s Aberdeen office, said: “Aberdeen has an amazing amount of skilled people but it can still be difficult to find the right person. We thought the PACE event would be a great way to meet a wide range of people with different skills and experiences and we certainly got a great many high quality candidates handing in CVs. As a growing global professional service organisation, we are constantly creating new career opportunities and looking for new talent. UK Payroll Trainees, UK Payroll Administrators, Global Payroll Coordinators, Finance Assistants, Software Developers and Business Analysts are only some of the many vacancies we often advertise.”
Next stepsThe impact of the current downturn is likely to continue as it reaches the supply chain and PACE support will be sustained with ongoing one to one support and one to many via events in Aberdeen.
Alternative sector career events and research into employment opportunities is also underway to allow those impacted in the oil and gas industry to utilise their skills in other sectors in Scotland such as chemical sciences and ICT and digital.
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Progress Report September 2015
Action Area | Retain Talent and Skills
Taskforce Champion for Retaining Talent and Skills, Kevin Higgins, Vice President of HR, Petrofac
“Scotland’s greatest asset in terms of its oil and gas industry is its people. We are renowned all over the world as the home of oil and gas expertise and it is critical that during the current challenging period that reputation, skill and experience are not lost.
“Through the work of the Taskforce, we’ve focused on encouraging and influencing flexible approaches to employment that limit job losses and help avoid losing skills and talent vital in the medium and long-term.”
Progress
Market intelligence research to provide accurate picture of impact on talent
Refreshed Energy Skills Investment Plan and industry endorsement
HR network engagement to promote options for talent retention
Adopt a Modern Apprentice Scheme with almost 100% MAs retained
Ten point action plan and employment guide to alternatives to downsizing
Chartered Institute of Personnel and Development Scotland/Wood Group ‘Retaining Talent’ workshop for HR professionals
Work with schools, colleges and industry to engage with future talent via ‘Developing the Young Workforce’ Group
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Energy Jobs Taskforce
Wood Group“As a result of the Taskforce we’ve committed to protecting graduates and in our subsea specialist team we created a development program for those at risk to ensure that we can keep this talent in the industry. The overall impact is that we have been able to retain the vast majority of our graduates during these challenging times.”
Next stepsEnsuring a healthy skills pipeline for the future of the industry remains a challenge and work will continue to implement a range of initiatives which will not only help limit loss of skills in the current downturn but will encourage young talent into the industry.
Immediate focus will be on establishing an industry talent retention strategy and a skills retention and growth supply chain code of practice to achieve continued focus on apprentices, trainees and graduates and to address pay structure issues and limit cost-escalating behaviours.
In addition work is underway to develop a Job Loan marketplace, a pool of young talent ambassadors and promotional activity to work with schools and universities to encourage young talent into the industry.
Work will continue to engage with senior industry leaders to encourage greater collaboration on HR practices and people-related matters to nurture a more open and collaborative culture that makes the most of our people and their skills.
In addition, work to identify development opportunities for co-investment in training and development to support more efficient working practices will be delivered and further engagement with academic partners to encourage sustained commitment to Higher Education work placements.
Bob Keiller CEO Wood Group
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Progress Report September 2015
Action Area | Cost Efficiencies
Taskforce Champion for Cost Efficiencies, Gordon Ballard, Corporate Advisor, Schlumberger UK
“The need for cost efficiencies in the UKCS is well recognised and work is underway in this space to better understand progress to date and help support the industry to deliver the efficiencies required in response to the current environment.
“The Taskforce has helped to support the ongoing work on cost efficiency by Oil & Gas UK and has helped identify and deliver enhanced support from the public sector in areas such as innovation and finance. We look forward to that work continuing as it is essential to meeting the changes that the industry currently faces.”
Progress
Scottish Manufacturing Advisory Service activity pipeline increase of 10%
Supply Chain Management Development Programme commenced
International supply chain opportunity refresh and missions programme
Cost efficiency communications campaign
Oil & Gas UK Cost Reduction findings published
Financial resilience & tax strategy events attended by 38 delegates
PWC report into opportunities for cost efficiency savings
Scottish Enterprise oil amd gas innovation support doubled in last year to £2.98 million
Scottish Manufacturing Advisory Service Business Improvement Academy for Oil and Gas launched
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Energy Jobs Taskforce
Raptor OilOil and gas technology start-up Raptor Oil secured funding and support from Scottish Enterprise as part of a £1.5 million innovation project that will see the company work with Statoil and ConocoPhillips to improve data communication through new technology that enhances performance and reliability of telemetry systems in the oil and gas sector. The funding, from SE’s Seek and Solve programme, is designed to increase collaboration between large multi-national companies and the innovative SMEs that make up Scotland’s oil and gas supply chain.
“Hopefully Raptor is only the first of many such funding opportunities we will cooperate on as we continue to hunt for good ideas across Scotland.”
“We believe this is a key step in advancing our potentially ground-breaking technology to a technology with end-user validation and test data evidence derived from simulated and real well environments.”
Gordon Cowie CEO Raptor Oil
Next stepsIt is vital that ongoing support is extended to the supply chain and, in addition to the work of Oil & Gas UK’s Efficiency Taskforce and further events on finance and leadership, a high profile event is planned for late autumn 2015 which will focus on supporting the supply chain to adjust to the changing environment.
Work is also planned to stimulate more demand for innovation support and funding through Scottish Enterprise.
Further demand and interest on efficiencies to be stimulated through the oil and gas conference in October. This will focus on linking business improvement with behavioural change and sharing cross-sector expertise.
Coates OffshoreHeadquartered in Aberdeen, Coates Offshore is a leading provider of equipment rental solutions for the offshore industry.
The firm sought support from Scottish Manufacturing Advisory Service (SMAS) to remove a key bottleneck within its infrastucture development. A full Value Stream Map (VSM) was produced for the current state of the business and a future state VSM followed. SMAS was careful to ensure compatibility with Coates’ customised Microsoft Dynamics AX ERP system.
SMAS’ intervention with Coates Offshore has brought greater clarity to the business. Stock management has been streamlined, parts are stocked logically and fleet availability has been greatly improved.
“Working with SMAS is a very positive step for our business, and is helping deliver significant improvement in our stock management and supply chain in our Aberdeen facility. We’ve now developed practical, streamlined systems and processes which we’ll be able to readily duplicate in the future as we grow our business.”
Alan Leslie Head of Assets, Coates Offshore
Richard Erskine Statoil Technology Invest
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Progress Report September 2015
Action Area | Shared Principles and Values
Taskforce Champion for Shared Principles and Values, Trevor Garlick, Regional President of BP, North Sea
“In today’s globally competitive environment it is absolutely vital that industries collaborate to overcome challenges and collectively improve competitiveness. The Taskforce has done some great work to encourage all corners of the North Sea oil and gas industry to adopt a more joined up approach. Collaboration will help the industry ensure it shares, and benefits from, best practice and also embeds the positive behaviours which will protect and sustain the future of the sector.
”There’s been an overwhelming response from the industry, which is great to see, and we are now moving forward with a number of projects that will result in significant improvements to the way we do things. It’s clear there’s undoubtedly an appetite for change and collaboration is there.”
Progress
Industry corporate values research study
Accelerated OGUK Cost Efficiency Programme including Code of Practice
Activate Oil and Gas Authority dispute resolution approach
Commence Norway NORSOK model research
Establish strategic Operator and Union Forum
Supply chain innovation to deliver solutions for operators
HR behaviours project and talent retention programme
Framework for standardisation and simplification of safety courses permit process
A groundbreaking cross-sector workshop, attended by more than 70 industry leaders, led to a set of commitments that seek to tackle some of the underlying behavioural issues impacting on progress by the industry
Hear more about the Shared Principles and Values workshop in this video
www.youtube.com/watch?v=m0Zk5L785t4
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Energy Jobs Taskforce
“We welcome the opportunity to participate fully in the Taskforce. We’ve made a solid start with some very encouraging and constructive conversations. These have enabled us to identify and address the short-term challenges in dealing with job losses and retaining the skills the industry will need to be successful in the future. The longer-term challenges are still taking shape. However, we have made a start in building the new relationships we need to ensure the workforce is fully engaged in determining the future direction of the industry.”
Grahame Smith General Secretary, Scottish Trades Union Congress
“These challenging times are an opportunity to reduce complexity and work together, using solutions that are fit for everyone. There’s no point in acting differently when we are all struggling together.
“The need to review safety standards and guidance became clear to Step Change last year. At the 2015 Safety Summit, we committed ourselves to making a positive and lasting change by identifying unnecessarily duplicated safety systems and advocating their removal.
“Like every change, this step will have challenges, but the downturn is a good opportunity to work as an industry, not just in the industry. By doing this, we can all deliver a quality assured programme which employers and employees have confidence in, reduce duplication, save time and unnecessary cost.”
Next stepsThis area requires ongoing commitment from the industry and twenty individual activities have been assigned to a wide range of industry players. Implementation and delivery of the projects will continue under the supervision of the Energy Jobs Taskforce, Oil & Gas UK and the Oil and Gas Authority.
Les Linklater Executive Director, Step Change in Safety
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Progress Report September 2015
Action Area | Leadership for Change
Taskforce Champion for Leadership for Change, Roy MacGregor, Chairman, Global Energy Group
“For any industry to truly change it needs strong leadership and vision from senior people in the sector who are committed to being a catalyst for change and leading by example.
“There’s undoubtedly an appetite for change in Scotland’s oil and gas industry and through the work of the Taskforce there’s been a considerable effort in recent months to ensure leaders and future leaders in the sector are equipped with the skill set and support needed to deliver a new vision for the industry.”
Progress
Harvard Leading Change Seminar delivered in Aberdeen
Bespoke Leadership for Growth Programme launched
Delivery of Executive Leadership Programme for 12 delegates
100 delegates attended Executive Leadership event
32 companies attended Sales Leadership event
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Energy Jobs Taskforce
Aventa SystemsOil and gas IT systems and engineering software specialist, Aventa Systems, took direct action after one of the Taskforce’s leadership events.
“The inspirational Masterclass we attended led us to re-visit our strategy, including a focus on our core values. As a result, we took the decision to invest in recruiting an additional key member to our management team.”.
GenoaBlack
Marketing business operating in the supply chain, GenoaBlack, set about developing a refreshed strategy after undertaking leadership training. The company is now focused on executing a roadmap for the future of the business that will sustain it through the downturn and ensure it is as fit and competitive as it can be for the future.
“Since attending the Executive Leadership tune up event, we’ve now started using some of the tools to kick-start Genoa Black’s strategic planning. We found the session very inspiring and it’s hugely beneficial to gain some new tools and techniques in developing our strategy.”
Next stepsLeadership learning and development is an ongoing requirement and through Scottish Enterprise, a continued programme of support will be delivered that builds on world leading strategy for change management and leadership development.
Activities planned include a new Leadership Executive Masterclass series in Aberdeen, a Learning Journey for industry leaders and further research into the needs of emerging leaders for the sector.
Bill Whibley MD Aventa Systems
Claire Kinloch Owner/Director Genoa Black
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Progress Report September 2015
Action Area | Balanced Messages
Taskforce champion for Balanced Messages, Alan Johnstone Amec Foster Wheeler
“With a steady stream of depressing headlines it would be easy to lose sight of the longer-term opportunities for Scotland’s oil and gas sector and the value it adds to the Scottish economy. News can have a major impact on investment decisions, on morale and on the pipeline of future talent and skills and we recognised that the Taskforce had an opportunity to help ‘balance’ the message.
“Our focus has been on developing and communicating key messages about the industry across the UK which reflects current challenges but also reinforces longer-term opportunities within the sector.
“There’s no doubt that we’ll continue to see some challenging news from the industry in the months ahead but we can make sure that where there’s progress, success and positive news for the sector, that it is shared more widely to help maintain confidence for the future of the industry.”
www.energyjobline.com/article/oil-and-gas-industry-still-fuelling-growth
Progress
Industry perception research study
Balanced messaging development and testing
Campaign development and roll out
Stakeholder and investor campaign event
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Energy Jobs Taskforce
Next stepsIt is important that momentum is maintained in this action area to drive home the message that Scotland’s oil and gas industry continues to boast exceptional opportunities and has a long term sustainable and competitive future. The foundations for a longer-term campaign have been laid under the Taskforce and going forward Oil & Gas UK will assume responsibility for the continued promotion of positive developments in the sector.
Working with industry, the Taskforce has produced a number of case studies which highlight good practice and examples of cooperation that clearly show the industry is tacking the cost efficiency agenda. A number have already been produced and more are due shortly, including some short films and the Taskforce encourages all industry partners and stakeholders to share and highlight these as widely as possible.
http://oilandgasuk.co.uk/efficiency-spotlights.cfm
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Progress Report September 2015
Next step recommendations
Work of the Taskforce must continue to address the short-term impact from the drop in oil price and at the same time capitalise on the growing momentum to look at new ways of working which will deliver a sustainable and profitable industry in the long term.
It is recommended that existing membership of the Taskforce be fully maintained and the group continue to meet on a quarterly basis to supervise and ensure full delivery of the agreed action plan. The performance of the industry should continue to be regularly monitored against key indicators and corrective action quickly taken if required.
In addition, it is recommended that the Taskforce should extend its monitoring of the sector to cover the health of the industry in relation to turnover, GVA, jobs, cost of production of barrel of oil, reservoir recovery rates, exploration levels, research and development and exports.
The public sector must continue to be responsive to the needs of the industry as the impact of cost efficiency measures are felt further down the supply chain.
Public sector agencies and oil and gas companies need to engage regularly on current and future workforce planning for a collective view of the industry.
For the industry, the recommendation is to continue to focus on cost and efficiency, but with an additional view on value and partnership to support the long-term sustainability of the sector in the UK, and the Scottish and UK supply chain companies which are dependent on it.
Operators and major contractors need to do more to utilise the innovative capability of the Scottish supply chain to find solutions to issues, which must be clearly articulated.
Companies must recognise the need to fully consider other options before implementing redundancies and use the various support mechanisms available to identify and
compare these. If redundancies have to bemade, companies must ensure that individualsare fully supported through PACE and otherappropriate routes.
Priority should be given to ensuring sustainedsupport for those facing redundancy in themonths ahead. Work should continue to closelymonitor movement of employee numbers in the industry to provide the evidence base for ensuring the right steps are being taken at the right time to mitigate challenges and to measure impact.
There is also a need to continue to support theintake of apprentices and graduates - which arethe future lifeblood of the industry. To achievea high level of desirability and confidence,everyone involved with the industry needs topursue balanced communication so that futuretalent and investment continues to be nurturedand encouraged.
It is recognised that clarity on longer-term skillchallenges is required therefore an immediateprioritised next step will be to encourageongoing dialogue and shared intelligence fromcompanies who have made significant numbers redundant so as to understand the extent to which graduate recruitment, apprentices, various disciplines and levels of experience have been affected by the downturn and what the net effect and the longer-term implications are.
The Oil and Gas Industry Leadership Group notes these recommendations in its refreshed industry strategy and long-term it will take overall responsibility for ongoing monitoring of progress being made.
To summarise, the industry is on an improvingtrajectory that will focus on efficiency, valueand collaboration underpinned by positive behaviours. Through strong leadershipit will continue to build on the momentum already created and develop, promote and embed good practice regardless of the oil price.
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Energy Jobs Taskforce
Taskforce members
Lena Wilson (Chair), Scottish Enterprise
Gordon Ballard, Schlumberger
Bryan Buchan, Scottish Engineering
Alfie Cheyne, ACE Winches
Bob Collier, Aberdeen and Grampian Chamber of Commerce
Matt Corbin, Aker Solutions
Graeme Dickson, Scottish Government
Trevor Garlick, BP
Kevin Higgins, Petrofac
Laurence Howells, Scottish Funding Council
Sidney Johnston, SPEX
Alan Johnstone, AMEC Foster Wheeler
Peter Jones, TAQA
Bob Keiller, Wood Group
Roy MacGregor, Global Energy
John McDonald, OPITO
Deirdre Michie, Oil & Gas UK
Jake Molloy, RMT
David Rennie, Scottish Enterprise/Highlands and Islands Enterprise/Scottish Development International
Andy Samuel, Oil and Gas Authority
Jim Savege, Aberdeenshire Council
Angela Scott, Aberdeen City Council
Grahame Smith, STUC
Stephen Speed, DECC
Wullie Wallace, UNITE
Damien Yeates, Skills Development Scotland
For further information visit www.gov.scot/Topics/Business-Industry/Energy/resources/working-groups/ energy-advisory-board/Energy-Jobs-Taskforce or contact [email protected]
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Progress Report September 2015
