www.kcadeutag.com

“Manage Growth While Meeting Demands”

IADC 2014 Drilling HSE&T Europe

Competency & Capacity Challenge

Geoffrey Monsen Group Head of Operations

Agenda

11 slides presenting:-

The Competency & Capacity Challenge with respect

to growth & demands, by taking a view of training,

competency, and behavioural aspects from the

perspective of a Drilling Contractor, and using the

recommendations from OGP 476 as an example.

Growth of Training & Competency Challenges

Meeting own demands & those of client, industry, regulation, regional, nationalisation, etc.

Dynamic situation with changes in requirements, content, & emphasis (technical v behavioural)

Training matrix grows in response to events, refreshers, wider coverage, etc.

Impact of developments in rig, equipment, technology, surface & downhole practices & procedures

Maintaining accreditation – IWCF, IADC, OPITO, regional, etc.

Example of Training Growth

OGP 476 Recommendations (October 2012)

Industry implementation through IWCF/IADC

Now 5 levels - 3 are progressive (with exams) & require refreshers

‘Additional Requirements’ to course content

Role-based & scenario training – to include behavioural

Enhanced continuous learning

4

Growth & Demand

For each role the Training Matrix needs to address:-

Mandatory requirements:- flag, regulatory, policy, job, etc. Skill based:- regulatory, job, technical, behavioural, etc. Crew compilation:- Emergency Response / Station Bill, etc. Awareness:- PTW, HSSE, COSHH, etc. Client specific:- MIST, PTW, maintenance, defensive driving, etc. Refresher, revalidation, schedule, succession planning, etc.

Meeting Growth & Demand

Solutions to Meeting Growth & Demand Example: OGP 476 Recommendations Setting up of classroom based accredited courses

Development of accredited online courses

Alliance between providers – online training + test centre examination

Enhancing simulator training – scenarios, complexity, well specific, team competency, behavioural analysis, etc.

Developing on the job training – enhanced kick-drills, team response exercises, etc.

Developing Trainee Instructors

Building early into project Operational Readiness Plans

Technical Competencies & Behavioural Abilities

Behavioural abilities outline the behavioural requirements of a role & should be consistent for every role across the business.

A ‘competency framework’ is a structure that sets out and defines each individual competency required by roles working in the organisation.

Competencies are the skills & knowledge, which in conjunction with behaviours lead to successful performance.

Technical competencies set out ‘what’ you are expected to do and behavioural abilities set out ‘how’ you are expected to do it.

Competency Framework

Competency Framework

Recruitment and Selection

Succession Planning

Training & Development

Reward Probation

Induction

Performance Management

Behavioural Framework Health and Safety

Definition: To achieve safe, effective and trouble free operations.

Why is it important? To protect ourselves and the communities in which we operate from harm and danger.

What is expected of me?

Level 1 - Core

To complete an HSE induction and comply with its requirements. To comply with and follow HSE policy, procedures and processes To participate in department/site/rig safety meetings and audits To undertake mandatory training to required deadlines To use the correct tools and equipment To report any hazards/risks immediately To attend safety briefings To stop and think To learn from mistakes To challenge bad practice and be open to challenge. To act safe, be safe & champion safety To report all incidents no matter how small.

Level 2 – First Line Management

To be an HSE role model To observe and supervise HSE practice To promote and recognise best practice To intervene in situations of bad practice To celebrate HSE achievements

Level 3 – Middle Management

To provide clear guidance/guidelines regarding HSE requirements To demonstrate excellent safety leadership To develop effective partnerships with contractors To ensure all safety incidents are properly investigated and corrective actions

implemented

Level 4 – Senior Management

To ensure adequate policies, procedures and processes are in place to deliver good HSE performance.

To ensure adequate resources are available to achieve good HSE performance. To effectively communicate expectations with regard to HSE. To recognise good HSE performance and ensure best practice is shared.

Positive Indicators

Correctly follows procedure Guidance provided is respected and taken on

board Checking understanding during

communication Following up on any reported hazard/risk Taking on board feedback Being open to change Being prepared to step in and challenge

others. Receives challenge/feedback in a positive

manner.

Warning Signs

Taking risks Poor communication skills Resisting change Lacking assertiveness Cooperating selectively Not responding to feedback Lapses in training Training not being current Not completing competence portfolios Not following procedures Negative/aggressive response to

challenge/feedback

10

Behavioural Abilities Card

Core value

Purpose

Levels

Expections

Positive Indicators

Warning signs

In Summary

Recognising the growth & dynamic situation of training & competency demands.

Addressing the aspect of behaviours within a competency framework.

Understanding the requirements & developing workable solutions.

Determining means to counteract the increasing burden.

www.kcadeutag.com

“Manage Growth While Meeting Demands”

IADC 2014 Drilling HSE&T Europe

Competency & Capacity Challenge

Geoffrey Monsen Group Head of Operations