International jobs board shows its support of local sporting talent
October 2013: OilCareers.com, the leading international oil and gas jobs board, has presented four local sports teams with new strips underlining its commitment to the development of young people in the north east.
The company has invested almost £3,500 in total for the strips and kits of players at Newmachar, Westdyke and Stonehaven football clubs and Arduthie badminton club.
OilCareers.com managing director Mark Guest said: “Supporting the developing skills of young people of all ages across the communities of Aberdeen city and shire as they look towards potential careers is important to OilCareers.com.”
OilCareers.com will deliver a total of 80 full strips, the kits will be supplied to the Newmachar under 15’s football team, the under 14’s Westdyke Community Club, a squad that will be playing in the A league of the juvenile football leagues, the 2004s of Stonehaven Youth Football Club and the Arduthie Badminton Club for two seasons.
Marc Andrew, Manager/Coach Stonehaven Youth FC 2004s said: “Our sponsorship deal with OilCareers.com is hugely appreciated by everyone at Stonehaven Youth Football Club.
“OilCareers.com’s invaluable financial support has helped us gain SFA quality mark accreditation and ensured that our young players have access to quality training facilities and nationally trained coaches. We very much hope that OilCareers.com’s generous investment will help us continue to develop the region’s footballing talent.”
Mr Guest continues: “It is with great satisfaction that we can help support regular sporting activity in the north east.
“Each of the football leagues and the badminton club carry a lot of talent and our investment will go some way towards helping individuals flourish.
“Training and development is paramount to our business and so we are advocates of team sports that encourage children to learn and work together to achieve their potential.”
Category: Press Releases
This week we have been exhibiting at the Abu Dhabi International Petroleum Exhibition and Conference also known as ADIPEC which is held at ADNEC – the Abu Dhabi National Exhibition Centre. The event is normally held every two years but for the first time in history the event moved to an annual show.
ADIPEC 2013 has been the most successful year for the event which has welcomed over 55,000 visitors. The event was spread across four days and hosted over 50 technical sessions from more than 300 speakers. In attendance included our own Chairman of DMGT, Lord Rothermere and Prince Andrew, the British Duke of York.
The Middle Eastern oil and gas industry is still highly dependent on foreign workers with over half of the industry’s labour force coming from the expatriate community according to our latest research.
The research, conducted by leading Oil and Gas analysts Douglas-Westwood, indicates that the trend is unlikely to change in the short to medium term as the region looks to meet project demand, despite various educational initiatives by the UAE to increase the proportion of nationals entering the private sector.
Our booth was part of the DMG Energy Pavilion #7234, we welcomed hundreds of visitors who were keen to hear more about the Oil and Gas industry and how OilCareers can help them further in their career. The event was also an excellent opportunity to meet face to face with our clients in the Middle East.
This year we featured a golfing competition on our booth and our lucky winner has won a weekend trip for two to the Yas Viceroy Resort in Abu Dhabi with breakfast, dinner and a round of golf at Yas Links Golf Course. We hope you enjoy your prize!
We would like to say a huge thank you to everyone who made our time at ADIPEC a memorable one!
Training and Development: The Battleground for Attracting and Retaining Top Talent in the Oil and Gas Industry
Guest blog By: Don Shoultz, Head of Upstream Learning and Development, BP
Over the next 20 years, global energy growth is expected to be dominated by emerging economies, with primary energy use growing by nearly 40 percent*. As a result, the exploration and production (E&P) industry will be tasked with accessing hydrocarbons in new, more challenging frontiers. These challenges will require increased skills, capabilities and technologies across the world; meeting them starts with a disciplined, methodical and long-term learning and development plan.
Along with the steadily increasing global energy demand and fierce competition for talent among the region’s oil and gas industry sector employers, there are three additional factors driving the demand for progressive learning and development programs:
- Experienced professionals are retiring and being replaced by younger, less experienced hires;
- The complexity of the resource plays being explored and the rapidly changing portfolio of technology required to enable production; and
- Nationalisation requires a new orientation to how the oil and gas industry engages and develops employees.
Bridging the Talent Gap
A sense of concern across the industry stems from the need to attract, retain, train and develop talent. A recent BP-sponsored Society of Petroleum Engineers (SPE) Survey revealed an industry-wide desire for training.
Three-quarters (74.6 percent) of the survey’s participants stated that access to training and development programs is pivotal in their choice of role, and more than half (53.3 percent) said a lack of opportunities would be enough for them to consider leaving.
Fortunately, the industry is taking deliberate steps to close the talent gap while aligning and accelerating all areas of development.
Embracing New Ways of Learning
E&P becomes more complex each day, and the technology used by petro-technical experts continues to evolve at a rapid pace.
Considering 86 percent of all respondents said starting a career in oil and gas requires training, such development programs address a pressing need to cultivate and enhance deep geoscience and engineering capabilities.
Additionally, the data showed business skills are critical factors for career development and advancement. A holistic training and development program will enhance not just the way employees do their jobs, but ways in which they collaborate.
The complexity of work also creates the need to change the way we define “success” in learning and development. Gone are the traditional “transactional” means of measuring the number of classroom attendees or passing grades. At BP, we measure learning and development in terms of business impact and performance metrics.
Unlocking potential requires a blend of formal classroom training, on-the-job training, experiential learning and purposeful mentoring. Bearing in mind that 25 percent of respondents felt a lack of training is detrimental to their careers, we should continue to strengthen uniform standards, centering on a holistic and performance-based approach to learning and development across companies, organizations, universities and borders. The result: enhanced capabilities for the entire sector.
Focus on Emerging Markets and Building Global Capability
Every year, the E&P segment expands its geographic reach with new resource holders. As our scope of work expands in both complexity and geography, we seek to develop high-performing national employees through partnerships with National Oil Companies.
For example, major oil companies have historically partnered with in-country universities to better equip them with the knowledge, technology and expat expertise that are required for today’s workforce. Enhanced consistency will enrich the quality and depth of the education at universities in various emerging regions. We should seek more uniform standards and closer collaboration with universities to support focused, regional learning and development programs.
This broad collaboration with governments, resource holders and universities not only stimulates the local economy, but demonstrates a commitment to the areas in which the major oil companies operate. Together, we are better able to foster and encourage diversity of thought and workforce within the industry.
Nurturing talent and having an engaged workforce is a key to the oil and gas industry’s competitive advantage in the battle for talent. The challenge is to position E&P as the industry of choice by maximizing capability in established and emerging regions, increasing diversity and creating compelling long-term career paths built on life-long learning. Applying a long-term approach to employee development helps to strengthen continuity in the competencies, skills and, most importantly, performance needed for this vital industry to not just endure, but to thrive.
*BP Energy Outlook 2030