Место проведения: Амстердам, Нидерланды

Организаторы: Marcus Evans

By 2010, there is predicted to be a 38% shortage of engineers and geoscientists and a 28% shortage of instrumentation and electrical workers.

What is your company doing to meet this rising demand for technical expertise in an increasingly small talent pool? Traditional thinking of offering larger compensation packages is no longer a feasible or attractive option since someone else can always «up the bidding», resulting in unsustainable wage inflation. Companies looking to win the long-term battle for this scarce expertise should focus instead on non-monetary levers like exciting career paths, the opportunity to work with good managers, and meaningful work assignments. These aspects of the work experience promote employee loyalty, long-term motivation, and productivity better than money does.

Is your HR policy a strategic weapon that both attracts the scarce, but rich, vein of technical talent out there, while at the same time facilitating retention of key, experienced staff? It is no longer enough for an HR team to simply support a company’s business strategy. It needs to be an active part of that business strategy. Given the growing industry demand for technical talent, managing human capital may well prove to be at least as important as managing physical assets for EEP companies over the next 25 years — and beyond.

According to industry prognosticators, the world’s energy supply will need to grow by more than 50% between now and 2030 simply to meet the demand created by a moderate, average annual global economic growth rate of 3%. Meeting that demand will require locating new fossil fuel deposits in increasingly remote or technically demanding locations, then extracting and processing the deposits with increased attention to growing environmental concerns. These complex operations require high-level technical expertise that is woefully lacking in the US and Western Europe, and in other markets such as Indonesia, China, and Africa where the demand for such talent is even greater. There is already a lack of technical talent, and this is predicted to get even worse if measures are not taken now.

The average age of workers in the oil, gas & petrochemicals industry is 49, compared with an average age in the 30s for other technology-focussed industries. The «baby boom» generation is now reaching retirement age, which will mean the loss of large numbers of experienced, skilled workers in the next few years. 50% of industry employees are estimated to become eligible for retirement within the next 13 years. At the same time, the talent pipeline of young skilled graduates coming into the industry is drying up. Enrollment in critical undergraduate programs such as petroleum engineering fell 85% from 1982 to 2003. The industry’s historical solution to the problem of geographic imbalance — the use of expatriate professionals — has become both politically and economically unattractive.

By 2010, there is predicted to be a 38% shortage of engineers and geoscientists and a 28% shortage of instrumentation and electrical workers.

What is your company doing to meet this rising demand for technical expertise in an increasingly small talent pool? Traditional thinking of offering larger compensation packages is no longer a feasible or attractive option since someone else can always «up the bidding», resulting in unsustainable wage inflation. Companies looking to win the long-term battle for this scarce expertise should focus instead on non-monetary levers like exciting career paths, the opportunity to work with good managers, and meaningful work assignments. These aspects of the work experience promote employee loyalty, long-term motivation, and productivity better than money does.

Is your HR policy a strategic weapon that both attracts the scarce, but rich, vein of technical talent out there, while at the same time facilitating retention of key, experienced staff? It is no longer enough for an HR team to simply support a company’s business strategy. It needs to be an active part of that business strategy. Given the growing industry demand for technical talent, managing human capital may well prove to be at least as important as managing physical assets for EEP companies over the next 25 years — and beyond.

Speakers Include:

* Helga Bollmann Leknes, VP HR & HSE, Aker Kvaerner Subsea
* Oleg Romanovskiy, Director of Human Resources, Litasco, Switzerland

* Maria Jose Esteves, Head of HR Management, Organisational Development, Communication & Social Responsibility, CLC

* Sigrid McEntire, Human Resources, Baker Hughes, Norway
* Dr. Sethu Madhavan Puravangara, Senior Corporate Development & Training Officer, Abu Dhabi Company for Onshore Oil Operations

* John Holton, Strategic Development Director, Cogent SSC
* Dr. Derek Walton, Head of Petroleum Geology Department, University of Derby

Сайт конференции: http://www.marcusevans.com/