icv oman pmo - local workforce development program_ update - 20140604 f
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OLNG PDO
Business Opportunities
in the Oil and Gas Industry
In-Country Value 5 June 2014, Sultanate of Oman
الفرص االستثمارية في
النفط والغاز قطاع
القيمة المحلية المضافة ، سلطنة عمان 2014يونيو 5
June 5th , 2014
The Local Workforce Development Program (LWDP): Update
Presented on behalf of the oil and gas industry by:
ICV HR sub-committee
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Safety briefing and lodging
Emergency contacts
Emergency alarm / fire drills
Prayer rooms
Toilets
Coffee / tea
Arrangements for smokers
Mr. Elvis Michael, mobile number - 99417609
Guests should go to the nearest assembly point once you hear the fire alarm. Assembly point is located near the Hotel main entrance
Ladies prayer room is located at the lower lobby near Tropicana Restaurant. Male Prayer room is located outside the hotel
located near the Sindbad Ballroom and near the Reception
will be served at the foyer area as per the contract
allowed outside the hotel at the Banquet entrance
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Purpose of this presentation
Purpose of the presentation
• Share the role of the Local Workforce Development as part of ICV for Oman
• Share an update on the progress made since 18th December 2013
• Obtain feedback from the market
• This workshop is NOT an contractual commitment with any business entity
More information on the ICV blueprint or on other opportunities could be found in the brochure and catalogue distributed today or by visiting www.incountryvalueoman.net
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Meeting agenda
1. HR sub-committee mission and objectives
2. Our approach
3. Success Factors
4. Next steps
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Within the oil and gas industry, the local workforce development is addressed by the ICV HR Sub-Committee
The Oil and Gas industry is committed to local workforce development
1. Develop all initiatives collaboratively ensuring key stakeholders involvement
2. Drive HR development initiatives across Oman oil and gas companies
3. Deliver step change in oil and gas skills development for Omani citizens
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Strategic objectives
1. Analyze industry requirements
2. Ensure availability of the required qualified and trained local workforce
3. Align existing academic and vocational training programs with industry requirements
4. Develop these programs to internationally accredited standards
5. Build local capacity to meet Oil & Gas HR needs
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Our initial focus
What do we need in the Oil & Gas industry?
1. Alignment between Education System Outcome and Industry Requirement
2. Standards-based Training & Assessment
3. International Accreditation
4. Capacity & Capability versus Demand
5. Employment Value Proposition (EVP)
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Meeting agenda
1. HR sub-committee mission and objectives
2. Our approach
3. Success Factors
4. Next steps
The defined local workforce development journey involves contribution of all relevant stakeholders throughout the defined cycle
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Align key Stakeholders Set priorities and phases
Develop the Oman oil and gas industry competence
framework
Develop employee value proposition to attract into
the required jobs
2 - Review industrial standards and
curriculum
3 - Assess education and training bodies
(capacity and capability)
5 - Award & train to employ
4 - Define and implement action plan
to close the gaps
1 - Define precisely the required demand
Process for each priority skill
3 to 6 months
5
4 2
1
3
Current stage
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A standard skill development approach has to be followed to ensure all stakeholders are aligned during implementation
- Standard skill development approach -
Select Define Develop Train Appraise
Standard launch & waving approach
Skills Development Progress
Standard Skill Development Approach
18th December 2013
Definition of execution strategy
Selection of accreditation
Definition of standards and curriculum
Budget estimation and approval
Identification & selection of training providers (preference for VTCs & TCs)
Assessment of the selected training providers
Identification of gaps and required actions to meet the defined curriculum
Candidates selection and programme promotion
Engagement, selection and commitment of employers
Finalization of award / agreement
Training for employment Follow-up on employment
Market assessment Refresh demand analysis Skill gap and training needs
identification
Define yearly waving planning
Skill prioritization & allocation
Launch wave preparation
ICV blueprint strategy
Assess
Development of the training programme
Implementation of action plan to close gaps
Underlying Competency Framework: MMP Alignment & VTC Facilitation
5 4 2 1 3
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Current activities for executing the approach
Our approach
1. Work with Industry to Develop Prioritization Matrix
2. Develop Common Standards for Selected Skills
3. Work with Institutes to assess Existing Programs against Developed Standards
4. Work with VTCs, TCs and at a later stage with other institutes to upgrade Facilities, deliver Training Standards, and close Gaps
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Meeting agenda
1. HR sub-committee mission and objectives
2. Our approach
3. Success Factors
4. Next steps
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Key success factors
1. Increasing numbers of qualified Omani citizens in selected disciplines in oil and gas
2. Reducing training cycle among employers (both operators and contractors) and reducing the time to autonomy
3. Upgrading VTCs and TCs programs to internationally accredited standards
4. Growing demand for VTCs among Omani students and reduced drop-out rates
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Meeting agenda
1. HR sub-committee mission and objectives
2. Our approach
3. Success Factors
4. Next steps
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Next steps
1. Incorporate your feedback in our approach
2. Register market interest through the PMO on: www.incountryvalueoman.net
3. Increase market involvement through a platform dedicated to ongoing dialogue with the oil and gas industry
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Vocational Vs. Academic Path
Secondary Education Enrollment
0
20
40
60
80
100
Oman 2000Oman 2009
Oman 2013
94 94
93
6 6 7
Academic Vocational
1. The oil and gas industry needs to focus on EVP for technical & vocational paths
2. In Oman only 6% of high school graduates opts for vocational & technical paths
3. HR Policies need to be revisited
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The current distribution: 22,369 Omanis working in the oil and gas in 2012
The study shows that the current Omanization levels are diverse depending on the sector and the skill level
- Number of Omanis and Omanisation level per sector (1) -
Note(s): (1) based on 2012 job distribution
- Number of Omanis and Omanisation level per skill level (1) -
5,630
9,494
4,050
3,361
6,497
12,160
Manufacturing
Oil and gas companies
Service providers
Construction
To be assessed in next wave
59%
25%
63%
xx% Level of Omanisation in 2012
xxx
xxx
Number of expatriates in 2012
Number of Omanis in 2012 4,456
186
915
936
3,166
3,097
2,271
2,424
5,131
918
261
1,988
987
2,219
3,606
6,488
Unskilled
Inspector
Managerial
Supervisor
Operator
Technician
Engineer
Semi-Skilled 27%
46%
39%
32%
76%
78%
17%
58%
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Oil & Gas workforce demand
0
10000
20000
30000
40000
50000
60000
70000
80000
2013 2014 2015 2016 2017 2018 2019 2020
Job
Po
siti
on
s
Operators Construction Sector Service Providers Manufacturing
Size of the opportunity
> 50,000 jobs
Peak Demand:72,704
Current Omanis:22,369
- Total number of positions required for the oil and gas industry activities per year -
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Prioritization matrix
0%
20%
40%
60%
80%
100%
Cu
rre
nt
Om
anis
atio
n le
vel
Higher Lower Value
Priority 1
Priority 2
Priority 3
Operators
Semi-skilled
Technicians
Engineers
Skilled non-tech
Supervisors
Inspectors
Size of the bubble = demand at peak – current number of Omanis
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Wave one selected skills
Electrical
Mechanical
Instrumentation
Welder 6G
Draughtsman Highest demand
Lowest Omanisation level
Highest value-added Timeframe vs. Skill level
Selected Skills Prioritization criteria
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Please make use of the additional related information that is available with the four entities
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Materials and follow-up
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Thank you for your contribution!
Our mission:
Developing a competitive and sustainable local supply market... Together!
Business Opportunities
in the Oil and Gas Industry
In-Country Value 5 June 2014, Sultanate of Oman
الفرص االستثمارية في
النفط والغاز قطاع
القيمة المحلية المضافة ، سلطنة عمان 2014يونيو 5