The last few years have seen the role of digital networking in the war for the right talent come under increased scrutiny, and this has only intensified during the Covid-19 lockdown. With much of the world’s population confined to their homes during April and May – more than 3.9 billion people, – the internet has played a bigger, and even more crucial, role in our lives than ever. And with the unfortunate economic impact of the pandemic, it’s no wonder that professionals are turning even more to the internet to fuel their job search requirements.
While there are many different digital platforms and networks that can assist people in their search for their next ideal role, there is perhaps none mightier than LinkedIn. Boasting 690 million members across 200 countries and regions, the website is the go-to professional networking platform for hiring managers and recruiters in various industries all over the world.
For companies and search consultants looking to identify the market’s top talent, the internet is a vital tool. These professionals use the internet to do everything from searching talent pools, head hunting and identifying potential candidates to conducting screening assessments and interviews.
LinkedIn is the most-used social media channel by talent acquisition, executive search and hiring professionals. As 84% of recruiters are adapting their hiring processes to facilitate remote exchanges, we’re seeing a rise in the use of the already-popular professional platform to not only seek out jobs and candidates, but also network and create meaningful communities. LinkedIn can be used to build up a personal brand and become known as an industry thought leader, making candidates (both passive and active) much more likely to be sought out by specialist consultants.
According to LinkedIn’s own David Fitzgerald, Talent Solutions EMEA Account Director, digital presence for professionals is now more important than ever:
“Your LinkedIn profile is where you want to promote yourself in a way that makes you an attractive candidate to recruiters and employers. Be your authentic self and, along with your career progression, include elements that make you uniquely you, as these are the things that will really make you stand out,” he says.
In addition to LinkedIn, Twitter and Facebook can both be surprising sources of online professional networks, especially when using industry-specific hashtags or joining community networks. There are also specific online networking groups that provide resources and support, such as the Oil and Gas Council and the Energy Reinvented Community.
While LinkedIn is constantly updating its algorithm and recruitment professionals use a variety of different techniques to identify talent, there are several things you can do right now to boost the visibility of your profile within LinkedIn, and how appealing it is. The first is simply to keep your profile updated with your employment history – you can minimise the detail of irrelevant jobs or those from many years ago, but they’re still important to list to show potential employers and recruiters the full picture of your career. Then, follow the below tips:
LinkedIn’s search algorithms rank your profile’s headline and recent job title heavily, and search consultants are likely to include specific job titles in their search. This means it’s crucial to focus on these parts of your profile. With 120 characters to use in your headline, use this real estate wisely to communicate what you do, your specialisms and what you want to get from your career.
LinkedIn members with a profile photo have 21 times more views than members who don’t have one. Choose a photo that is professional and reflects who you are. A head and shoulders shot of just you in work-appropriate attire and a neutral background tends to be best. A background photo (which sits at the header of your profile) will also help to gain attention and represent yourself.
Keywords are not to be confused with buzzwords. The latter are overused to the point where they add no meaning to profiles – for example, ‘specialised’, ‘experienced’, ‘creative’, ‘ambitious’ – while keywords are industry-specific and add SEO value to your profile. Often consultants will enter a search phrase into LinkedIn, looking for specific qualifications, knowledge of systems and procedures or tenure in related companies, so think about the keywords specific to your industry and add these into your profile. These are particularly useful to add to your headline or job title.
Candidates with verified skills are around 30% more likely to be hired. On LinkedIn, an easy way to corroborate your skills is by seeking endorsements from your connections. Use LinkedIn’s tool to add specific skills to your profile (for example, project management, systems architecture or collaboration) and reach out to connections to ask for endorsements and recommendations. If you list more than five skills on our profile, you’re 27 times more likely to be discovered by consultants in searches.
In the current employment landscape, simply having a LinkedIn profile is not enough. To really generate interest, you need to use your digital presence to generate discussion and position yourself as an industry participant, if not leader. Proactively look for relevant industry connections, including old colleagues, recruitment consultants and professionals you look up to within your specialism, and ask to add them to your network. Join active groups, such as Oil and Gas Industry People or Engineering People of Oil and Gas, to be connected to likeminded professionals and start sharing relevant updates and discussion. Create status updates to showcase your own thoughts or ask questions of your network, and share news and updates from the industry to provide a snapshot into your professional life.
A well optimised LinkedIn profile can help you stand out to recruitment professionals and hiring managers, but that’s just the first step to securing your next role. For expert assistance within the oil, gas and energy sector, look to Petroplan to help you find your next role. View our latest oil and gas jobs or contact us to see how we can help.
Diversity and inclusion have been on the business agenda for a number of years, yet the energy industry, to date, does not have a strong track record in the area of encouraging and nurturing diverse talent. This is true of cultural, racial and disability diversity, and in particularly gender diversity. There are fewer women in oil and gas jobs than almost any other major industry, accounting for less than one quarter of employees in the sector worldwide – and these figures grow smaller the higher up the business ladder you go.
With the oil, gas and energy sector currently undergoing a period of change and disruption, now seems an opportune moment to examine the industry’s bias and take steps to encourage a more gender diverse workforce.
While women make up 22% of employees in the oil and gas industry worldwide, according to Catalyst, this gender diversity increases with seniority. Entry-level positions are comprised of 27% women, 17% are at senior and executive-level positions and just 1% of oil and gas CEOs are women.
The lack of women in technical and field roles is partly to blame for the lack of female representation at the top levels of oil and gas, as these roles are often stepping stones to advancement. Women are more likely to hold positions in support functions such as human resources, information technology and legal, with less representation across manufacturing, engineering and research.
While the lack of women is an industry-wide problem, there are companies taking active steps to improve. Canada’s PrairieSky Royalty Ltd has a management team that is 75% female, including 50% of senior management, while Pink Petro is a community and resource aimed at disrupting the energy industry’ gender gap.
In recent years we’ve seen Vicki Hollup appointed as the first female CEO of a ‘big oil’ firm and Oil and Gas UK launching an oil and gas diversity network. Other forms of diversity are being addressed in Energy UK’s Pride in Energy network, which is a diversity forum for LGBT+ members of the energy industry. However, the latest statistics within the industry – and particularly at the highest level – suggest more clearly needs to be done to encourage diversity within oil and gas.
Diversity has many business benefits, beyond simply contributing to a fair and equal workplace and society. It’s long been reported that organisations with diverse workforces perform better financially, and a report from the Peterson Institute for International Economics echoes this sentiment, showing that women leaders can add 6% to a business’s bottom line.
McKinsey research shows that companies in the top quartile for executive team gender diversity are 21% more likely to experience above-average profitability than those in the fourth quartile, with a 33% likelihood when executive teams are in the top quartile for ethnic and cultural diversity.
Within oil and gas, 94% of EY’s survey respondents believe that diversity of thought and experience are key to navigating the industry’s high levels of disruption, with the vast majority saying that diversity contributes to both financial and nonfinancial business performance. Yet the oil and gas industry has long struggled to attract, retain and promote women.
Industry job cuts and retirements that have plagued the industry over the past years – not to mention the unprecedented industry shutdown through coronavirus – means the market will likely see a shortage of petrotechnical professionals when oil production is reprioritised and exploration and production investments rebound. This talent gap presents a clear opportunity to attract more diverse teams, ushering in new skillsets to accommodate digital change and provide more innovative, creative thinking.
It’s clear the oil, gas and energy sector still has some way to go before truly being diverse, particularly when it comes to attracting and promoting women. However, there are clear steps companies can take to play their part in creating a more inclusive future.
Oil and gas companies can work to demonstrate the career opportunities and development potential available to women. If such progression is difficult to identify and express, this presents another challenge: examining why women are not advancing within organisations and putting procedures in place to help improve these outcomes.
Many oil and gas organisations have implemented diversity goals on their recruitment teams, as well as creating internal communities of support. The likes of BP, Shell, Spirit Energy, Expro and Worley have signed the AXIS Pledge, which asks companies working in Aberdeen’s energy sector to understand the underlying reasons behind their gender gap and take positive actions to close it.
Companies can also take a proactive approach to future-proof their talent pipeline by investing in science, technology, engineering and mathematics programmes for young people, and particularly for girls. Apprenticeships, mentoring and training programmes can be created to encourage more women to enter and progress oil and gas careers, while managers must provide high-performing women with the experiences required to develop their careers.
Above all, a complete culture shift is required to address the lack of diversity within oil, gas and energy and encourage more women to build their careers in this sector.
The oil and gas sector faces considerable challenges in the near future, including an ageing workforce, demand for technological skills and uncertainty about the post-Covid-19 landscape. By not encouraging more women into the sector, companies risk missing out on the innovation, insight and profit that diverse teams can generate, and may fail to capitalise on opportunities for growth in the future.
At Petroplan, we understand how important gender diversity is to achieve not only a more balanced workforce, but also better business results. We’re led by a predominantly female Board of Directors, with a female CEO, providing strong leadership and a client-led management structure. This allows us to ensure clients receive unrivalled service levels and quality candidates to meet their specific needs.
We have a strong focus on industry news and developments. With deep experience in our sectors and strong relationships with candidates and clients alike, we make it our business to know what’s going on in oil and gas. Whether it’s diversity, future planning or crisis coordination, we are always happy to talk about the industry issues affecting you. Contact us to start a conversation.
LONDON, 10 July 2020 – Petroplan will be recognised by KellyOCG®, the outsourcing and consulting group of Kelly, with a Supplier Excellence Award during an upcoming virtual event in July. The award is presented to top-performing national and global suppliers that provide superior workforce solutions, and whose service, results and strategic partnerships have made a significant impact on KellyOCG’s business. Award winners represent less than 1% of KellyOCG’s total active supply chain.
“We are honoured to present Petroplan with this award for their outstanding efforts to provide exceptional talent solutions. The partnership we enjoy with our suppliers is pivotal to supporting our global customers as we work together in designing what’s next for their talent needs,” said Pam Sands, Global Lead – Supplier Strategy and Engagement, Professional Services Organisation for KellyOCG.
This year, Kelly will recognise 25 of its top suppliers from the EMEA, AMER, and APAC regions. Six of the award recipients are diverse suppliers.
Suppliers were evaluated on the following criteria
Jeff Weihrauch, VP Client Development for Petroplan added: “Petroplan is proud to have worked with KellyOCG for over a decade now. Our partnership spans across multiple continents and client accounts. The operations we support together for our shared clients cover all sectors of the oil and gas industry, being upstream, midstream, and downstream. Aside from the value Petroplan offers with providing market intelligence, industry/staffing trends, compensation surveys, etc., it is the relationship developed with KellyOCG at the senior leadership and program levels which is most important and shows true reciprocity between our respected companies.”
Philippa Barnes, CEO added; “It is with immense pride that we accept this award. This recognition means a great deal to all of us at Petroplan; we always strive to provide exceptional service to our clients and build partnerships with companies aspiring to the same high standards. It is a credit to Petroplan’s expert team that we continue to contribute so positively to global energy talent acquisition and workforce solutions. On behalf of all of us at Petroplan, I am delighted to accept this award with the promise to continue to provide our absolute best to our clients, contractors and candidates.”
Petroplan is the trusted global recruitment solutions partner for clients and professionals in the oil, gas and energy sector. Our mission is to explore with you, seeking optimum talent solutions for our clients and the very best opportunities for our candidates.
Bringing over 40 years’ experience, providing experts and professionals into roles across the energy sector from Engineering, Exploration and Production, O&M projects to Corporate & Commercial. Specialist industry & technical knowledge makes our team true experts.
1000s of placements in more than 40 countries for over 180 clients across 65 disciplines
Led today by a predominantly female Board of Directors who provide strong leadership and demand consistency of service to ensure clients receive unrivalled service levels and quality candidates to meet their specific needs. This leadership ethos is underpinned by a positive and client led management structure. Visit petroplan.com or connect with us on LinkedIn to learn more.
KellyOCG® is a leading global advisor of talent supply chain strategies and workforce solutions, and we’re dedicated to helping clients ditch the script on old ways of thinking about their workforce strategy. We anticipate what’s next in the future of work and apply market insights, data analytics, and supply chain management principles to design customised solutions where businesses and talent thrive. Our commitment to challenging the status quo positions us as a trusted strategic partner for our global client portfolio, which spans leading industries across North America, APAC and EMEA. Visit kellyocg.com or connect with us on LinkedIn to learn more.
Canada’s midstream oil and gas market has outperformed its peers in recent years, with Canadian C-corps beating the US market by 14% to April 7 to represent the largest portion of the North American energy infrastructure by market cap. Canada has the third-largest oil reserves in the world, with enormous long-term potential – yet ongoing challenges continue to disrupt activity in this space.
One of the primary issues with oil and gas extraction in the Canadian sedimentary basin is tidewater access. This is essential to be able to ship oil to refineries and overseas markets, yet Canada has struggled to achieve tidewater access due to its geographic makeup and political and environmental resistance. Despite being one of the world’s major producers of crude oil, Canada has just one main export market: The United States. A lack of pipeline access and increased production in both the US and Canada has led to Western Canadian crude oil being sold at a discount, which has emphasised the need for Canada to access new overseas markets with more demand for their oil. Much of Canada’s oil production is landlocked in Saskatchewan and Alberta, and a pipeline to tidewater would open up potential new markets for Canadian oil to command a better price than what it’s currently receiving in the US. Currently, pipelines out of Saskatchewan are full which means there is no access to tidewater, and the price differential between US oil and Canada oil can be significant, which combined create a significant challenge for local midstream companies to realise full market value for their product.
Canada currently has several major pipeline projects in process: Keystone XL, which is set to carry 830,000 barrels of crude oil a day from Alberta to Gulf Coast refineries in the US, Trans Mountain, which will see a capacity increase from 300,000 barrels per day to 890,000 barrels, and Line 3 Replacement, which will double capacity to 760,000 barrels per day. These projects represent around 1.8 million barrels of new capacity coming online over the next two to three years, resulting in significant financial benefits for local areas and Canada as a whole. In addition, there’s Shell’s LNG Canada project, which has the potential to produce 14 million tonnes of LNG each year. The joint venture has support from First Nations, all levels of government, business and the community, will allow Canada to ship to Asian markets and put Canada on the global map of LNG exporting countries.
New pipelines have not been received positively by everyone in Canada and further afield.
The Trans Mountain pipeline has recently been in the news thanks to Alberta Energy Minister Sonya Savage. Ms Savage says the current ban on large public protests means that now is a good time to build new pipelines, after indigenous groups and environmentalists have heavily opposed the oil pipeline expansion, due to begin construction in December.
Despite Prime Minister Justin Trudeau declaring the project to be in the national economic interest, there have been many regulatory and economic hurdles that have halted progress. The British Columbia government, environmental campaigners and some First Nations have voiced opposition to the pipeline upgrade, while supporters maintain that it’s an essential boost to Canada’s energy sector and economy for years to come. The Canadian government has proven its support for new pipeline capacity by buying the Trans Mountain project from Kinder Morgan to ensure the project could survive.
Already the third-largest proven oil reserve in the world, Canada has the potential to have even larger oil reserves as technology evolves. In the oil sands, ultimate potential reserves are estimated to be more than 300 billion barrels. Meanwhile, the nation’s natural gas potential is estimated to be around 1,220 trillion cubic feet, with extraction seeming to be only a matter of time in terms of when technologies will be able to access untapped supply.
Despite this huge potential, there continue to be problems getting product to market, with strong political will creating regulatory issues for the industry. Take Quebec’s opposition to pipelines that resulted in the collapse of the Energy East project – despite the province being a major consumer of oil, thanks largely to its penchant for SUVs.
While renewable sources of energy continue to gain momentum, a clear successor to oil and gas has not yet emerged. Western society is built on energy, people continue to consume oil and gas and the economic benefits of such pipeline projects are enormous. On top of this, Canada ranks highly for corporate governance, corruption, transparency and environmental stringency compared to its oil-producing peers, with many in the local industry committed to cleaner, more environmentally friendly processes. The political will to push projects through to completion has been lacking recently, but if the three current major projects are seen through, we can expect to see a buoyant midstream market in the country in the coming years. More capacity would see oil and gas companies restart retired projects that were stymied due to tidewater access, with considerable creation of oil and gas jobs.
In addition to politics and protects, the Canadian midstream market is also being impacted by the Covid-19 pandemic. Some project work has halted, mobilisation has been extremely challenging and now there are challenges surrounding returning to project sites. Despite this, Canada’s proactive energy industry continues to fight. Organisations are planning their return to work, with precautions such as visitation restrictions, quarantine and site screening introduced at sites across the country, as well as robust work from home policies. There has also been suggestion that project approvals will accelerate in Alberta on the back of legislation announced this month to encourage a post-Covid-19 industry revival.
Despite these positive steps, there remains a strong sentiment of frustration among Western Canada’s oil and gas industry. The federal government’s April announcement of a $1.7 coronavirus relief package to oil and gas has been met with anger by many in the industry which has a long history of significant contribution to the national economy. Canada’s oil patch representatives say pandemic loan programmes do not go far enough to help, and have specific requirements such as restricting executive compensation, prohibiting dividends, agreeing to have a government representative on their board and demonstrating contributions towards Canada’s net-zero emissions goal. Loans are offered with extremely high interest rates making them prohibitive for many in an industry which provides billions of dollars in tax revenues. Within our networks, the message we’re hearing time and again is that more should be done to support oil and gas, one of Canada’s major economic forces and providers of jobs. The industry provided $108 billion to Canada’s GDP in 2018 alone, supporting almost 530,000 jobs, and has the potential to grow even bigger and stronger – if the political will is there.
With more than 40 years’ experience providing resourcing solutions to the global energy market, we make it our business to remain up to date on the latest industry news across the energy industry. Our ongoing conversations with candidates, clients, suppliers and providers in Canada and further afield mean we are ideally positioned to provide industry insights and advice to help guide your next move. Contact us to start a conversation or reach out directly to Andrew Beveridge, Petroplan’s Canada, Regional Manager, for more information.
The Covid-19 pandemic has touched industries all over the world, and the oil and gas sector is not exempt. With supply chains disrupted, contractor movement on hold and delays at every stage of the project pipeline, we’ve seen a considerable change to the way the market is operating worldwide. Within EMEA, the challenges feel particularly pronounced.
Our consultants and contractors are reporting a variety of obstacles, with an uncertain future ahead for much of the industry. Despite this, there are glimmers of hope and long-term opportunities for a market which has always experienced enormous fluctuations. Here’s what oil and gas contractors and other professionals working in the energy sector need to know:
The movement of contractors to and from projects is one of the biggest challenges the industry is facing. Without people working on site, projects have ground to a halt. David Fisher, Materials and Logistics Supervisor at Sasol, says travel is “virtually non-existent” within EMEA’s energy sector, with Covid-19 having an enormous impact on projects.
“When you’re looking to mobilise people into a country, you need visas, work permits, passports and medicals, including a whole host of country-specific prerequisites. A lot of these services simply aren’t available currently, which makes it near-impossible to prepare contractors to begin the mobilisation process. Then with the lockdown on international travel – and strict quarantine requirements when entering and exiting certain parts of the world – it becomes extremely difficult to mobilise contractors in any capacity,” David says.
The Middle East continues to face considerable mobility challenges in most countries, even after the easing of lockdown following the end of Ramadan. Airports, local ministries and immigration departments are all closed, resulting in new visa applications being put on hold.
Long-term, we are likely to see changes to the availability of flights and routes, even when borders are opened. Some airlines may not weather the Covid-19 storm, and those that do will likely implement new policies that may impact contractor mobilisation.
The start of 2020 was already presenting challenges to the energy market, with weaker economic growth triggering less demand for coal and gas. For a sector that was only just recovering from the 2014-2015 oil price crash, there’s not been a lot to celebrate this year. With April’s dramatic drop in oil prices triggering traders to dump contracts and operators to suspend projects, the supply chain within the energy sector has completely broken down. Equipment is being held in ports or at sea, resulting in incurred storage costs and creating challenges around when and how equipment will be transported to site.
From manufacturing and packaging through to drilling, exploring and selling, there’s disruption at every level until remobilisation can occur. Meanwhile, the reduced oil price has led to small- and mid-sized operators facing challenges to secure investment.
Despite the challenges the oil and gas market is facing, there are glimmers of hope. For starters, the built-in force majeure clause in contracts means some organisations have been able to maintain low-level exposure in terms of the financial implications of Covid-19. And we’re now seeing positive movements in oil prices, with a barrel of North American crude oil reaching $35.44 on June 1 as lockdown measures relax and people begin to drive again. Meanwhile, Saudi Arabia has announced a reduction in oil production which should lead to an increase in oil prices.
Sasol’s David Fisher is cautiously optimistic, saying more control over Covid-19 may result in oil prices creeping up towards the $50 mark by the end of the year.
“If and when the prices come back up, we will see more jobs. Exploration will continue – there are still oil and gas fields out there that need to be explored, and Africa has huge potential for a strong future in oil and gas. With wells that need drilling and existing fields that can increase their existing production capacity, operators have a real role to play” says David.
If oil prices rebound and projects restart, the oil and gas industry will then face the next hurdle: remobilising the workforce. This will look different in every environment, whether that’s in an office, offshore, onshore, at a refinery or at an LNG terminal, and will be subject to regional variations. We can expect to see new contract rotations, as are being considered on the Canadian East Coast, where there are discussions around extending time on site to avoid frequent quarantining episodes). There will almost certainly be mandatory face coverings in many settings, with Fort Hills announcing such measures on all contractor buses and site shuttles as of early May. Business travel will be heavily restricted, with much stricter regulations on charter air travel and quarantine periods following every trip.
Meanwhile, North Sea workers are being tested as a priority at Aberdeen’s drive-in site. OGUK is supporting the rollout of a protective face covering for workers travelling to offshore installations in the UK Continental Shelf, while BP has introduced a raft of measures including preventative barriers, pre-mobilisation medical screening and safe passage hotel and travel arrangements. We can expect to see more of these measures throughout EMEA as organisations balance the return to site with health and safety.
Visa restrictions will play an ongoing role in mobilisation as governments announce new policies on a regular basis. We may see more examples like Singapore, which has enforced e-health declarations before travellers can go through immigration clearance, or Chile’s ‘release cards’ which declare those recovered from Covid-19 to be exempt from quarantine and restriction.
Clients with office-based roles are considering the logistics of a return to the workplace, with one global service company adopting local strategies which include temperature checks before and during office visits. Public transport is presenting additional challenges for offices in central locations where personal transport is not possible, while sickness policies are being updated to factor in quarantine restrictions. We’re seeing office redesigns across clients to adhere to social distancing rules, which will likely lead to reductions in office headcount. Husky is following suit with screening and temperature checks, with Canada’s Husky Energy and the Superior Refinery both introducing temperature checks before site entry, and the latter enforcing mandatory Covid-19 training for all contractors and employees.
Another oil client is planning to introduce a rotational office schedule to group together people who interact most. PPE will be provided and public transport will be actively discouraged, with Cycle to Work schemes introduced. Office cleanliness, socialisation and movement will be overhauled to ensure workers are safe, down to air conditioning filter checks and the prohibition of hot desking. Business meetings will be heavily restricted and office visitors will be given training on hygiene standards, as well as being assigned a host to ensure the office standards are adhered to.
As the industry returns to some level of normality, albeit perhaps a new normality, we will likely see a surge in demand for equipment, services and qualified professionals. This could present supply chain and mobilisation issues for those who are not prepared. A lack of maintenance during the shutdown period may lead to a backlog of tasks at facilities, but again, this will present work opportunities for those in this area. The Internet of Things and Augmented Reality may be used for remote diagnostics and maintenance, which could help to minimise pressure at this time.
As McKinsey states, the oil and gas market should remain highly lucrative for decades, thanks to its highly important role in supplying affordable energy. The petrochemicals and LNG markets are both expected to hold up well despite the pandemic, with gas the fastest growing fossil fuel and continual demand for LNG fuelling the market. Organisations may find opportunities in this crisis to reposition themselves, transform their operating models and look for innovation in what is perhaps the toughest time in the industry’s history to date.
At Petroplan, we know first-hand the impact that Covid-19 has had on mobilisation within the oil and gas industry, and especially the EMEA region. Our teams have worked tirelessly over the past months to support contractors and work closely with clients to ensure safe and efficient mobilisation and de-mobilisation of professionals. Our focus on dedicated personal service has been highlighted as consultants have worked through the night to quickly and efficiently get contractors home, with feedback from contractors acknowledging these efforts:
“I want to thank each one of you for your kindness and attention throughout my time with Petroplan. Although the Mozambique project may have taken a pause for now this is certainly not the end of our roller coaster adventures in the oil and gas industry”
Meanwhile, the commitment of one of Petroplan’s Senior Contracts and Mobilisation Consultant was recognised in a recent client newsletter:
“Additionally we must recognise Morag Williams from Petroplan who worked through Sunday night to secure tickets for all our personnel to make it home before borders shut. Without the early interventions and hard work of the team many of our colleagues would not be safely home with their families during this difficult time.”
Our commitment to mobilisation will only be stronger as projects re-start, and we are already assisting with the remobilisation of contract workforce as clients prepare to return to work in June.
As global recruitment specialists for the oil, gas and energy sector, it’s our business to stay abreast of the latest developments within the global energy market. We’re speaking with organisations, contractors, suppliers and other experts throughout our specialist markets and can therefore offer unique insights on activity within this space. If you’re interested in hearing about project activity, returning to projects and what people are doing during this time, speak to our specialists to find out more.
No child’s educational success should be limited by their socio-economic or geographical background. Education-related inequalities have an impact over a person’s life-span, not just in childhood.
The David Doig Foundation believes that access to education should be available to everyone regardless of their circumstances, ensuring that everyone has the opportunity to achieve their true potential.
As outlined in David’s story, not everyone has David’s determination and self-belief to succeed in life and many need a helping hand to unlock potential.
The Foundation will support a broad range of activities – in Scotland and worldwide – that will enable disadvantaged young people to access educational opportunities, build aspirations and help to transform lives. This could be around building confidence and self-esteem to enable a return to education, providing opportunities and access to activities that might not otherwise be available to young people due to their circumstances, or for work with children who are at risk of or have been excluded from mainstream education.
It is important that David’s qualities, his values, his beliefs and most of all – his memory – will live on. By helping to transform lives, The David Doig Foundation will build a lasting memorial to David’s energy, dedication and passionate belief in education and helping others. Click here to learn about the Causes the Foundation will support.
Learn more: https://www.daviddoigfoundation.com/
A 2nd Cup was established in 2012 to raise awareness of human trafficking issues in Houston—and to develop resources that help create a second chance for survivors.
The brainchild of Erica Raggett, A 2nd Cup was always meant to be more than a coffee shop. It was envisioned as a place where people could organize, collaborate, make an impact—or just make themselves at home in a modern café setting. We offer gourmet drinks, knowledgeable baristas and a spacious, relaxed atmosphere—all centrally located in the heart of The Heights.
Their proud to offer a space that brings people together. They’re proud to be a force for change in Houston. And they’re proud to serve coffee with a cause.
EVERY CUP BRINGS US CLOSER TO ENDING HUMAN TRAFFICKING. FREEDOM NEVER TASTED SO GOOD.Erica Raggett
Learn more: http://www.a2ndcup.com/
Petroplan wins a place in LinkedIn’s award for being one of the top 25 Most Socially Engaged staffing agencies in its category. This award is made possible by our engagement with our LinkedIn community. Therefore, we’d like to give a big thank you to our consultants, clients, contractors and candidate network. Their engagement with Petroplan has helped us achieve this great accolade of being #MostSociallyEngaged.
We recognize that this award is a reflection of the commitment of our consultants. Their utilization of this great tool allows us to achieve engaging conversations with our community. The award also takes account of the social reach of our interesting content and job posts. Achieving number XX on LinkedIn’s ‘2018 Most Socially Engaged staffing agencies’ is further acknowledgment of our Social Recruiting abilities.
As a specialist oil, gas and energy recruitment business, Petroplan has a need to communicate with our contacts all over the world. The LinkedIn platform is a great medium for keeping in touch with these mobile workers as they are focused on sharing their availability and experience for their next career move, as they relocate from one project to another.
To ensure this community see our view on the industry as well as being able to have conversations about job opportunities; we do 2 things well. Firstly, we share content at scale. And secondly, we promote career opportunities through a targeted approach using LinkedIn.
What is the methodology? LinkedIn take into account the company and employee reach and engagement, recruiter effectiveness and content marketing power of of search and staffing firms on LinkedIn. They do this by investigating thousands of data points, over the past year, for thousands of Search and Staffing companies listed on LinkedIn. LinkedIn collected the data from September 1st 2017 to August 31st 2018.
The three key areas LinkedIn is measuring are Content Marketing, Social Reach and Social Engagement and Social Recruiting.
An Agency’s content efforts measured by members’ engagement with that content. These content points include company updates, sponsored updates, influencer and employee posts and employee shares. Plus LinkedIn measure member engagement – these are likes, shares, comments, follows and clicks.
LinkedIn measures an Agency’s presence on LinkedIn through the activity of its members such as:
Viewing and applying for Jobs
Following your Company Page
Researching a Career Page
Seeing and engaging with company content
Social Recruiting How effective an agency’s consultants are at:
Establishing a professional brand through profile completeness and rich content
Finding the engaging with the right people
Building meaningful networks
LinkedIn’s #MostSociallyEngaged companies came from a number of categories. These include Large firms with a global presence, Medium Enterprises in one of three territories and Specialist Boutiques also across the same territory categories.
Petroplan won the award in the Medium Enterprise category (Employee size 50-499) within the Europe Middle East and Africa region.
Finally, we hope that this kind of award drives best practice amongst the staffing agency community to utilise LinkedIn to engage, inform and build talent communities to give the industries they serve access to today’s talented professionals.
The oil, gas and energy industry is no different to many industry sectors that are taking advantage of the advances in business performance by utilising automation, digitisation, Big Data and artificial intelligence. While hydrocarbon fuels still represent a large percentage of focus for the industry, this drive towards digitisation will result in greater innovation and improve efficiency and productivity in the field.
For oil, gas and energy companies to implement their digital strategies, they require a growing number of professionals with experience in delivering the technical change required. Disciplines span the management of data collection in the field, analysis of that information, connection with ERP systems and, of course, protecting the data and infrastructure.
The challenge for the sector is that the acquisition of digital and IT professionals will likely require a new approach to recruitment. The skill sets may well reside with a new generation that has a different worldview and perception of the energy market to that of the workforce traditionally active in the sector.
There is a combination of issues to address in the sector to prepare for these changes: advance the required skills in the present operational workforce – coding may become the watchword for the industry rather than engineering – and recruit fresh talent from outside the industry. New job titles for the industry include data scientists, software engineers, cyber security specialists, cloud architecture analysts, control networks (SCADA) experts, robotics and artificial intelligence engineers, to name just a few.
The requirement for younger, technologically savvy individuals is compounded by the natural but significant attrition from the industry of retirement-age oil and gas professionals with the potential loss, not of digital skills, but of process know-how that technology will enable and advance.
The impact of this impending knowledge loss and digitisation is gathering momentum. Now is the time to recruit new talent from a generation of digital natives who may not have considered the oil and gas sector as a potential employer.
In 2017, Petroplan produced its second Talent Insight Index, designed to be a barometer of the sentiment of oil, gas and energy professionals. A key finding was that this digital talent may not be looking at the oil and gas sector as a career choice; however, there was recognition from rank and file oil and gas careerists that the need for technology skills is growing.
From the survey respondents, there was clear interest in training as a benefit. Working in an industry characterised by its engineering prowess and mobility, this group is adept at learning new skills. Our hope is that the industry will invest in upskilling experienced energy professionals, as well as unearthing talent outside the energy sector.
Key oil and gas industry figures have commented on the challenges of attracting younger, digitally-conversant talent into the sector. In a speech in 2016, Bob Dudley – Chief Executive of BP – forewarned that the oil and gas industry was in jeopardy of falling behind the competition to attract talented younger employees. He cited a McKinsey research study that revealed the industry sector where digital natives (also referred to as Generation Y or millennials and born between 1982 and 2004) would least like to work is the oil and gas sector – with 14% of respondents admitting they would not seek a career in the sector, due to its perceived negative image.
In a further study (from EY) the news got worse, with the generation after millennials – commonly referred to as ‘Z’ – rejecting the idea of oil and gas careers.
Millennials are often mistakenly considered to be recent university graduates, but in reality, they are now occupying junior to mid managerial roles and are beginning to ascend into executive ranks. According to McKinsey’s report, millennials will constitute most of the US workforce by the early 2020’s. This generation demonstrates positive values around sustainability, ethical work structures and accountability for diversity, equality and technology. They will come to define corporate culture in the near future.
Some of the criticism levelled by millennials towards working practices in the oil and gas sector is that there is typically a rigid hierarchical management infrastructure where innovation and ideas are overlooked, a lack of employee diversity and slowness to embrace newer ways of operating, including remote working and flexible time management. Most importantly for the sector, their perception is that there is an under-appreciation of the potential digital technologies and what they can deliver to the business.
Millennials favour a workplace built around tasks and projects, rather than top-down decision making, where teams may have no formal leader, instead leaving decision making to whoever has the most relevant expertise.
A very recent study by the World Economic Forum, cites 50% of the world’s population as under 30. They view climate change and conflict as the most important issues. Their view is that technology will create jobs, not remove them. There is high youth unemployment, though, across many countries – Latin America records 13% youth unemployment and European countries such Italy, Spain and Greece 35%, 38.7% and 43.3% respectively.
There are opportunities here for industries that are prepared to invest in this generation and demonstrate how their work contributes to sustainability and puts technology and entrepreneurship at the centre of their operations.
Millennials have ambitious aspirations and want rapid career progression, with a plan for continual learning and personal development as well as an expectation of immediate feedback – with a more crowd-sourced approach than the traditional line manager model. Organisational nimbleness and fluid team-working characterizes their employer of choice. The ability to innovate with a rapid, iterative, fail fast, test-and-learn approach is the preferred mode rather than the old test to destruction method with many layers of approval.
Genuine work/life balance is a priority for the millennial worker – location-agnostic employment is characteristic of the digital native generation. They have a freelance attitude that brings a readiness to change employers if expectations are not met.
The employer brand has real resonance with work entrants. In a study by Cone, 76% of millennials surveyed were seeking employers with corporate social responsibility(CSR) values that matched their own and most would consider leaving an employer whose values no longer matched their expectations. It will be important for energy companies to communicate to millennials how their transformational strategies will lead to a cleaner environment, so that potential hires don’t feel like they are faced with a moral dilemma.
Bob Dudley, for instance, emphasized that the industry must do a better job of communicating its commitment to help the wold shift towards cleaner forms of energy – or risk losing the young people needed to lead the transition. “We need people who are curious; people who can challenge the status quo and come up with new solutions”, he said.
At Petroplan, we have seen that when it comes to attracting digital natives into the oil and gas industry, many companies are struggling – literally and metaphorically – to connect.
It may be easier for more regionally focused oil, gas and energy companies to attract millennials. Organisational agility and the ability to connect more directly with their local talent base will give advantages. A great example of this is the MOL Group in Hungary. They are employing a transformation strategy to attract new talent in both digital and engineering – to replace the outgoing baby boomers. Some of the principles at the core of this are intent on ensuring the culture focuses on continual development, promotional advancement, gender parity and support for innovation.
MOL recently announced its future headquarters are to open in 2021 and will be designed by UK firm Foster and Partners. The design is set to rival the best working environments in Silicon Valley in terms of sustainability, ergonomics and inter-connectivity, and will reflect MOL’s vision and commitment to hiring the best millennials.
Larger firms can demonstrate how millennials can be part of the move to cleaner energy and improving work processes to build a sustainable future and create ‘conscious capitalism’. In an article by Petroleum Economist, graduates talk about their experiences of joining an organisation in the energy sector. These entry level joiners felt businesses should build their profiles at schools and colleges, as their experience within the organization was different to their expectation of what it would be like to work there. However, some commented that issues such as flexible working and access to technology still needed to be addressed.
The UK Times’ top 100 list – an acclaimed reference for undergraduates exploring future careers – lists BP, Shell, ExxonMobil, EON, Mott MacDonald and Siemens as potential employers, but organizations in the consulting, public and technology sectors feature more highly. In this year’s rankings, BP has move up 3 places to 26. This is indicative of the potential for attracting talent into the sector with the right communications and experiences for those entering its culture.
In conclusion then, reports, articles and market conversation would indicate that progressive steps towards attracting millennials with skills such as digital know-how, engineering, science and technology is just beginning. More companies – particularly in oil and gas – need to take urgent steps to escalate the changes needed to attract a new generation of professionals. However, with organisations in the sector remaining on graduate employer lists, building workplaces and roles for a workforce with more inclusive values – the race for this essential talent has begun.
Within the oil and gas industry, contractor mobilisation and on-boarding the right people to the right location at the right time is a critical part of the smooth running of projects and operations. There are times when numerous contractors are needed urgently and often particular specialist skills and experience required.
Specialist energy recruitment agencies help to accelerate the on-boarding process. They deliver contractors to meet project needs in all parts of the world.
On-boarding contractors can be a complicated and time-consuming process.
There are fundamentally three stages:
#3 Assignment Support
Pre-assignment requirements will vary depending on local regulations and requirements. This phase can include attestation and verification of educational and training certificates, interviews, background checks, medical screenings and drafting and negotiation of contracts.
Contractor mobilisation includes ensuring correct visas, work permits and any other local document requirements are in place. Travel and accommodation needs to be arranged along with local transportation with appropriate safety and security measures.
Once a contractor is in-situ, ongoing assignment support includes payrolling, contract administration, renewals or termination as required. Training re-validation may also be necessary, along with any visa or work permit renewal. Demobilisation arrangements need to be in place along with appropriate medical and travel insurance and emergency evacuation if required.
The whole global mobilisation administration task is a huge overhead for oil and gas companies, especially at a time where internal resources may already be stretched. Having a specialist agency to handle this aspect of the business comes with many advantages, not least having experts in each specific area of the process to ensure contractors can be in place quickly and on-going operations continue to run smoothly.
A particular benefit offered by Petroplan over and above standard mobilisation services is a global presence. Being able to meet face to face with contractors and being on hand to support them with documentation, whether through a local office or long term strategic partner, can really speed up the whole on-boarding procedure.
Local medicals can be arranged and a more personal approach taken with the recruitment process; ensuring both contractor and client get the services they need. Dedicated teams that focus on specific areas of the mobilisation process help ensure that no mistakes are made and, once again, all parties are getting the very best service. This often leads to a long relationship with both contractors and clients that result in a much deeper understanding of skills and individual business procedures and complete peace of mind that all necessary support is in place.
First and foremost are all necessary procedures and experience to ensure safety and security are optimised, especially as contractors are often mobilised to countries or regions where there are specific security challenges. Verifying HSE credentials is critical along with face-to-face inductions that include relevant evacuation procedures, a 24-hour emergency support network, and help with finding the most suitable and secure local accommodation.
Companies such as Petroplan owe much of their success to a strong culture of contractor safety and security. Based on its vast experience and knowledge within the oil and gas industry, Petroplan has fully integrated the Health, Safety, Environment, Quality and Social Responsibility (HSEQ & SR) system into its business. Following a “plan – do – review – improve” methodology, the system is designed to keep contractors as safe as possible and provide complete peace of mind to both candidates and clients.
A global database of skilled and experienced contractors is vital so we can match personnel to the needs of individual projects. This combined with knowledge and experience of local markets to ensure efficient on-boarding. Petroplan, for example, has a long track record of placing skilled professionals into more than 70 countries across more than 60 disciplines for hundreds of clients.
This experience and depth of candidate database can meet even the most demanding of client requirements. For instance, one oil company with operations in North Africa required mobilisation of 20 contractors in just a six-week period. Using global resources and a vast database of workers, Petroplan achieved this with all necessary medical and administrative documentation in place – something which internal business resources would almost certainly have struggled to achieve in such a short space of time.
All of the services provided by a specialist mobilisation agency ultimately need to culminate in timely and safe on-boarding. Provision of correctly skilled and experienced personnel, at the right time, will keep operations running smoothly. As a specialist, Petroplan can also offer significant additional benefit to contractors.
A long relationship leads to an understanding of skills and easier placement but additional services such as contract negotiations; mental health support initiatives; VMS training; continuous engagement, and multi-country, face to face support can provide much more efficient and reliable on-boarding.
Providing a service with a personal touch and regular candidate contact has proven to attract and retain highly skilled contractors. Furthermore, the comprehensive and personalized support means less administrative burden for the contractor. They can completely focus on their assignment. Contractor mobilisation should feel simple for the professional.
Whether recruited by the agency or nominated by the client, all candidates receive the same ISO accredited on-boarding services. To meet client requirements and expectations, contractor mobilisation consultants work closely with business managers.
Local teams are available to understand the unique territory challenges. They work closely with the client to foresee and handle issues if they arise. Combining a global network of in-country support with central administering achieves quicker results in terms of finding and mobilising the right resources.
It is clear that specialist recruiters accelerate and improve the contractor mobilisation and on-boarding processes. They also act as brand ambassadors for clients by ensuring they meet project and local needs. They bring with them dedicated teams with specific skill sets. The experience in recruitment and mobilisation can be difficult for clients to maintain internally as personnel requirement levels ebb and flow. This frees up internal resources to focus on other areas of the business. Furthermore, it offers clients the ability to mobilise large volumes of contractors when needed to any part of the world.
The team responsible for onboarding is as vital as front-facing recruiters. They ensure appointed personnel are able to add value to the customer’s project from day one.
The success of the first mobilisation project for an employer is critical for a positive perception amongst a contractor community. The onboarding organisation needs to demonstrate diligence and care for the contractors. Plus ensure on-time and accurate payment speedy resolution of queries.
So whether you are a contactor looking to payroll through an agency or an employer looking for an onboarding solution. Petroplan would love to hear from you.
As a global recruiter in the oil and gas industry, Petroplan receives many styles of job descriptions from the employers we work with. We wanted to run through some tips to help both hiring managers and candidates get what they need from a job description to write or understand a great job posting or advert. The job description is the basis of a job advert. However, it should not be the advert!
The advert is about attracting attention to read more from the right target audience. The confusion online, however, is that you may well host your job description online too, both have an effect on how findable the job listing will be. Here are some tips to make your job posting or advert stand out online.
It is said that it is the responsibility of the communicator to ensure they are understood by their audience. Easy to say but hard to do. Especially when it comes to making sure your important vacancy listing details all the important skills and attributes a successful candidate will possess while selling the role. Getting the job ad right will aid conversations with applicants or those candidates who are approached directly by a recruiter.
Although on many occasions, your recruiter will source the candidate from existing talent networks, job advertising still has a role to play. So-called passive talent is often said to be preferable but great people who manage their careers are also open to applying to advertised roles. Furthermore, with the legal requirements around job advertising, the candidate, even if headhunted, will likely believe the existence of a vacancy with what is essentially a public notice to prove it.
Before we talk through key pointers to highlight from the job description for candidate attraction. Let’s talk about the key aspects of the job description that inform the advert.
Lastly, if the expanded job description is hosted on your website, it is wise for this descriptive information to be between 150 to 600 words. The search engine will be ranking the advert’s relevance to the landing page which hosts this job description text.
The oil and gas industry is a very technical sector and needs to often attract professionals with the right skills to new countries and technologies. There are many key facts that need to be clear to avoid frustration on both the candidate and employer’s side.
All industries have their jargon and acronyms but overuse can make the advert not only harder to understand but more difficult to find. There is also some reticence from employers and recruiters about sharing salary details. Data shows from a Google search perspective that postings with salary information get more traffic than those without, even when the salary is below market rate. As with all decisions, you must weigh up the risk versus the reward of sharing this information.
So you have your job description, let’s sell the role. Petroplan like all recruiters work with many job boards and networks. We receive regular advice on best practice in writing adverts and job descriptions. There are of course tips that are more relevant for the different parts of the world but here are some of the universally accepted job advert wisdom.
Use your brand and company name. It seems obvious but allowing your recruiter to mention your brand can increase applications. However, if your organisation is less well known the brand of the recruitment firm can also carry weight. Especially if it is well known for particular job types and sector.
Job titles should be concise. Avoid jargon or abbreviations such as VP for Vice President. Internet search engines will assess the relevancy from the job title phrase, this includes seniority. Make the job title descriptive. For example, try Senior Drilling Engineer rather than Top Drilling Professional.
As already mentioned, salary details can enhance the position of your ad through Google Search. Google for Jobs is a growing resource for job seekers. Although concentrated in the US. Its impact is building. Any spend on Google Paid search advertising should be improved with attention to Google’s search quality criteria.
For energy professionals, location is extremely important, as they may well be comparing countries not just cities. The mobile nature of oil and gas, especially for contractors means a job applicant will need to consider whether they are eligible to work in a country. As well as how this would affect their tax and visa commitments.
Don’t forget Search Engine basics when crafting your job description. Search engines (and job seekers) are very well adapted to spotting deliberate attempts to generate more traffic and will punish listings that include:
To avoid keyword stuffing try not to use keywords more than 5 times in the body of your job postings.
The job description itself. In a job advert, keep it brief and focus on the most important job responsibilities. Plus be sure to explain how the role fits into the overall business for additional context and any exciting project details.
Requirements and Qualifications in the energy sector are critical. Adherence to health and safety conditions will mean not only a reference to experience but also specific qualifications awarded by defined award bodies. Make it clear the exact name of the qualification so job seekers can easily rule themselves in or out.
Education and experience can often be secondary to the earlier points for quickly deciding if the job is relevant. If the earlier points such as job title, compensation, location and key training requirements are clear, the potential candidate will read on.
To summarise, it all starts with a clear and informative job description which accurately describes the skills, experience and qualifications required by the employer. Recruitment professionals, such as our teams at Petroplan, will advise employers on the key aspects of the role which will be attractive to potential applicants.
Being clear on the job advert on the functional aspects of a role such as location, salary, qualification eligibility and job title will enable active candidates to quickly find the opportunity and select themselves in or out. This clarity speeds up the successful appointment of the right person. Keeping it simple is definitely the key to receiving a volume of appropriate candidates in a timely manner.