Training collaboration in Australia

2016 ◽  
Vol 56 (2) ◽  
pp. 573
Author(s):  
Michael Lynn ◽  
Veronica Holmes
Keyword(s):  
Workforce Development ◽  
Joint Venture ◽  
Ad Hoc ◽  
Oil And Gas ◽  
Service Providers ◽  
Oil And Gas Industry ◽  
Training Model ◽  
Gas Industry ◽  
World Class ◽  
Industry Culture

It is 2020 and the Australian oil and gas industry has experienced unprecedented growth. The transition to steady-state operations has been hugely successful. Australia is now well and truly on the global map for oil and gas, and is regarded as world class. Trades and technical operators are skilled, experienced, and safely delivering their jobs. The Australian collaborative training model has been successfully in place for three years, and operators and contractors are satisfied with its impact. But how did the industry successfully make this happen? Looking back to 2015, there were a number of ad hoc collaborative strategies in place to provide oil and gas related skills in Australia. The economic environment at that time, however, necessitated a new look at the collaborative mechanism for reducing operating costs and realising greater efficiencies on workforce development related activities. In 2015, the Resources Industry Training Council (a joint venture between APPEA and CME) identified workforce development collaboration opportunities, and to articulate the value that could be realised from these opportunities. This project sparked a successful Australian collaborative model for workforce development. A unique FutureNow visioning presentation will be used to bring to life a world in 2020 where workforce development collaboration is intrinsic to Australian operators’ DNA, and why and how it stuck this time round. The value will be clearly identified in terms cost optimisation, building an industry culture of trust, and how this was used as a springboard for other successful collaborative opportunities. FutureNow is a fictional representation of the Australian oil and gas industry in 2020, using storytelling to explain a possible journey and outcome for the operators, service providers, workforce, and training bodies.

scholarly journals Third Party Logistics Outsourcing: An Exploratory Study of the Oil and Gas Industry in Nigeria

SAGE Open ◽  
2017 ◽  
Vol 7 (4) ◽  
pp. 215824401773556 ◽  
Author(s):  
Emah Patrick Etokudoh ◽  
Mehraz Boolaky ◽  
Mridula Gungaphul
Keyword(s):  
Joint Venture ◽  
Oil And Gas ◽  
Service Providers ◽  
Scale Up ◽  
Oil And Gas Industry ◽  
Business Environment ◽  
Host Community ◽  
Gas Industry ◽  
Logistics Outsourcing ◽  
Oil Companies

Not much has been researched in logistics outsourcing in the emerging countries, particularly in the oil and gas industry. This article investigates the feasibility of logistics outsourcing by the international oil and gas companies in the emerging business environment of Nigeria. An exploratory, multicase, qualitative approach was applied, involving 40 interviewees in three international oil companies and three of their logistics service providers. Findings reveal that vendors’ capabilities, host community issues, joint venture influence, and employees’ reactions challenge international oil companies’ logistics outsourcing implementation while relationship management, contract management, and change management skills enable them handle these challenges. The results also show that surveyed organizations implement logistics outsourcing piecemeal and need to scale up their current capabilities to effectively integrate logistics outsourcing. The research confirms logistics outsourcing is achievable in Nigeria, but requires synergies and symbiosis between the oil companies and their local vendors.

Vertical Education Enhancement Approach to Meeting Emerging Skillset Needs in Oil and Gas Industry

2021 ◽  
Author(s):  
Stephen U Egarievwe ◽  
Jamie A Johnson ◽  
Ezekiel O Agbalagba
Keyword(s):  
Lifelong Learning ◽  
Workforce Development ◽  
Continuous Improvement ◽  
Oil And Gas ◽  
Emerging Technologies ◽  
Oil And Gas Industry ◽  
Underrepresented Minority ◽  
Gas Industry ◽  
K 12 ◽  
Model Approach

Abstract Emerging technologies often bring new opportunities to enhance productivity and safety in the oil and gas industry. New technologies and opportunities often come with the challenges of workforce development to provide entry-level and current professionals with the necessary training and skillset. This paper presents a vertical education enhancement (VEE) model approach to providing emerging skillset needs in the oil and gas industry with emphases on curriculum continuous improvement and lifelong learning. The top new and emerging technologies that are critical to the future of the oil and gas industry in enhancing productivity and safety include Internet of Things (IoT), artificial intelligence, big data analytics, cloud computing, and 3D modeling/visualization. As part of the solution to train the oil and gas industry workforce to meet the challenges of adopting these technologies, the VEE model features a vertical education structure that encompasses outreach to K-12 education, recruitment, tertiary education, professional training, and lifelong learning. It has an interwoven fundamental structure consisting of curriculum and mentorship, partnerships with stakeholders (industry, government, and community), and research and funding. The VEE model has periodic assessment continuous improvement processes for identifying emerging technologies and new skillset needed to improve the workforce. These processes are like those practiced by accreditation bodies such Accreditation Board for Engineering and Technology (ABET), United Kingdom Accreditation Services (UKAS), and Offshore Petroleum Industry Training Organization (OPITO). Diversity to increase the participation of underrepresented minority groups and women in engineering would further increase the workforce. The novelty that the VEE model approach brings is the effectiveness in providing skillset training in new and emerging technologies for the oil and gas industry at all levels of workforce development. These include content infusion in existing courses, special-topic and specialized courses at senior and graduate levels, and professional development education and training through lifelong learning platforms.

How to avoid aches and pains in your joint ventures

2016 ◽  
Vol 56 (2) ◽  
pp. 559
Author(s):  
Brent Steedman
Keyword(s):  
Joint Ventures ◽  
Joint Venture ◽  
Oil And Gas ◽  
Cost Savings ◽  
Oil And Gas Industry ◽  
Capital Allocation ◽  
Operating Efficiency ◽  
Global Business ◽  
Gas Industry ◽  
The Right

The Australian oil and gas industry is in a period of substantial challenges, including a significant decline in oil prices, fluctuating spot gas prices, a relentless drive for operating efficiency, and tight capital allocation, together with increased regulatory scrutiny and a reputation for below-standards productivity. On the upside, these market challenges provide significant opportunities for companies to bring in new investors, implement new operating models, apply innovation to update processes and practices, and restructure activities. Making material step-changes, requires companies to review, amend, and update joint venture operating agreements (JVOAs). KPMG has worked with many of Australia’s leading oil and gas companies on a range of joint venture engagements. This extended abstract outlines why JVOAs need to be reviewed with respect to the following key opportunities and challenges: Fast-changing global business operating models. Available cost savings by eliminating inconsistent management and operating models between joint ventures. Planning for potential restructuring, including separation of infrastructure (e.g. plants, pipelines, support) from reserve ownership. Sharing of services (e.g. maintenance and logistics) between unrelated joint ventures. Transparency of costs and asset performance. Improved joint venture governance (not more or over-governance) between participants to attract investment. Effective resourcing, noting the right transition of capabilities between deal-makers and joint venture operators. With this extended abstract the authors aim to provide ideas for consideration. Each of these ideas will impact JVOAs. The authors’ proposition is that now is the right time to complete a comprehensive review of JVOAs to enable organisations to move fast as new and innovative opportunities arise.

Enhancing Indigenous partnerships in an increasingly digitised oil and gas industry

2019 ◽  
Vol 59 (2) ◽  
pp. 639
Author(s):  
Michael Lynn ◽  
David Wirrpanda
Keyword(s):  
Oil And Gas ◽  
Minority Groups ◽  
Service Providers ◽  
Indigenous Communities ◽  
Oil And Gas Industry ◽  
Career Pathways ◽  
Perceived Threat ◽  
Gas Industry ◽  
Digital Workplace ◽  
The Right

As oil and gas operators and service providers look to embrace automation and analytics, many of the traditional partnerships with Aboriginal communities relating to employment and career pathways are likely to be challenged. The paper explores how digital trends are affecting, and are likely to affect, Indigenous communities in their partnerships with oil and gas organisations. Workplace roles and activities are evolving in our increasingly digitised world, causing a perceived threat to employment for minority groups such as Indigenous communities. In order to ensure the ongoing presence of opportunities for Indigenous workers in the ‘future of work’, oil and gas organisations will need to augment digital technologies to cater for and enhance existing and future roles. This paper presents a framework for Indigenous communities, governments, oil and gas operators and service providers to embrace digitisation and create sustainable relationships. An approach is considered to engage with Indigenous communities with objectives of executing on their Reconciliation Action Plans and addressing culture and employment challenges that arise through digitisation. The framework positions oil and gas operators and service providers to pivot themselves not only to sustain, but also to enhance Indigenous employment opportunities in a digital workplace. Digitisation is here, but with the right approach it can positively affect and shape partnerships between oil and gas organisations and Indigenous communities.

Creating the circular advantage for the oil and gas industry

2016 ◽  
Vol 56 (2) ◽  
pp. 585
Author(s):  
Christopher Coldrick ◽  
Rowan Fenn ◽  
David Sahota
Keyword(s):  
Oil And Gas ◽  
Service Providers ◽  
Real Life ◽  
Oil And Gas Industry ◽  
Repair Process ◽  
Materials Management ◽  
Gas Industry ◽  
Management Processes ◽  
Oil And Gas Companies ◽  
The Impact

Maintenance, repair and operating (MRO) materials typically represent 15–20% of the operating costs for a mature oil and gas asset. Of this, a substantial proportion is comprised of high-value repairable equipment such as motors, compressors and pumps. This equipment is often at bottlenecks in the production process and so the impact of materials cost on profitability is magnified by the production ramifications of an outage. Effective management of this equipment is key to the sustainable, profitable operation of any oil and gas asset, and is key to improving the competitiveness of the Australian industry. Oil and gas companies are adopting a variety of models to handle the repair process, with varying degrees of success. Challenges include: poor materials availability and lack of traceability; complex infield materials management processes resulting in costly wastages; difficulty in managing consistency, suitability and specifications of repairs; high cost for those undertaking the repairs; and, correct allocation of responsibility and risk in the materials management process. Developed in collaboration with Australian oil and gas operators, with input from case studies outside the oil and gas industry, this extended abstract discusses the roles and opportunities for the circular economy in helping companies to meet their sustainability and profitability targets. Using several real-life examples, it makes recommendations for vendors, service providers and operators that can have material impact on the profitability of the industry.

scholarly journals Cost and managerial accounting of joint activities related to the use of fixed assets

2018 ◽  
pp. 84-93
Author(s):  
Zenovii Zadorozhnyi ◽  
Valentyna Orlova ◽  
Sofiia Kafka
Keyword(s):  
Joint Venture ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Separate Entity ◽  
Managerial Accounting ◽  
Joint Operation ◽  
Gas Industry ◽  
Joint Activities ◽  
Fixed Assets ◽  
Joint Operations

The research paper reveals the essence of the concepts of joint activity, joint operation, and joint venture. A set of key features for classification of joint activities is identified and their impact on accounting of joint activities is assessed. The article also reviews the essential elements of accounting of joint activities in the light of International Financial Reporting Standards (IFRS), and characterizes the process of recording accounting entries related to basic operations, which depend on organizational forms of joint activities (a joint venture or a joint operation, with or without a separate entity). The paper provides a detailed description of three options for accounting of joint activities classified as joint operations, namely: joint operations without a separate entity; joint operations with a separate entity but without legal personality; a legal unit. Besides, a number of particular characteristics of measuring financial results from selling and purchasing assets within joint operations are identified. It is pointed out that one of the ways of effective use of fixed assets is promoting the implementation of managerial ac- counting of joint activities and internal reporting procedures of the results achieved. It is suggested that domestic enterprises of oil and gas industry should expand the practice of joint activities in order to effectively use fixed assets for oil and gas extraction and transportation. Before conducting joint activities, it is recommended that oil and gas industry enterprises compile initial calculations of their profitability at the level of managerial accounting. In the study, the following general and specific scientific methods of obtaining knowledge on economic phenomena are used: generalization, grouping and comparison, analysis, synthesis, induction and deduction, etc.

scholarly journals Independent Operations, Obligatory Operations and Challenge of Operator Provisions in Joint Venture Agreements

1970 ◽  
Vol 8 (2) ◽  
pp. 216
Author(s):  
W. G. Brown
Keyword(s):  
Joint Action ◽  
Joint Venture ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry

Although the concept of a joint venture is one of joint action, joint venture agreements in use in the oil and gas industry contain provisions for independent operations. This article discusses the need for independent operations clauses, the types of independent operations clauses, including obligatory operations clauses, the types of penalties and general problems which should be considered in the drafting of independent operations clauses. The article concludes with an analysis of the challenge of operator provisions in joint operating agreements.

scholarly journals Mediation Analysis Using the Hierarchical Multiple Regression Technique: A Study of the Mediating Roles of World-Class Performance in Operations

2010 ◽  
Vol 12 (2) ◽  
pp. 139 ◽  
Author(s):  
Wakhid S. Ciptono ◽  
Abdul Razak Ibrahim ◽  
Ainin Sulaiman
Keyword(s):  
Quality Management ◽  
Financial Performance ◽  
Management Practices ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Critical Factors ◽  
Gas Industry ◽  
Quality Management Practices ◽  
World Class ◽  
Operational Excellence

The changing environment in an organization is forcing the organization to find a plan of integrated management framework and adequate performance measurement. Failure to plan basically means planning failure for the business. Finding the critical factors of quality management practices (QMP), themediating roles of the contextual factors of world-class performance in operations (i.e., world-class company practices or WCC, operational excellence practices or OE, company nonfinancial performance or CNFP), and the company financial performance would enable the company to facilitate the sustainability of TQM implementation model.This empirical study aims to assess how TQM—a holistic management philosophy initially developed by W. Edward Deming, which integrates improvement strategy, management practices, and organizational performance—is specifically implemented in the oil and gas companies operating in Indonesia. Relevant literature on the TQM, the world-class performance in operations (world-class company and operational performance), the company performance (financial and non-financial performances), and the amendments of the Law of the Republic of Indonesia concerning the oil and gas industry, and related research on how the oil and gas industry in Indonesia develops sustainable competitive advantage and sustainable development programs are reviewed in details in our study. The findings from data analysis provide evidence that there is a strong positive relationship between the critical factors of quality management practices and the company financial performance mediated by the three mediating variables, i.e., world-class company practices, operational excellence practices, and company non-financial performance.

TIMOR GAP—THE INDONESIAN TAX ISSUES

1996 ◽  
Vol 36 (1) ◽  
pp. 632
Author(s):  
P. G. Le Huray
Keyword(s):  
Oil And Gas ◽  
Service Providers ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Foreign Service ◽  
Senior Officer ◽  
Equal Sharing ◽  
Broad Framework ◽  
Near Future

This paper focuses on the Indonesian taxation issues relevant to activities undertaken in Area A of the Zone of Cooperation in the Timor Gap by non-Indonesian (foreign) contractors and service providers. This area is controlled equally by Indonesia and Australia through the Timor Gap Treaty (Treaty) arrangements.The broad framework of how taxes will be applied to Area A activities to achieve an equal sharing between Australia and Indonesia has been agreed through the Treaty, with the administration being left to the Tax Authorities of each country.On the Indonesian side, no regulations have yet issued to provide specific guidance on, inter alia:whether the application of Indonesia taxes to foreign contractors will follow that adopted for the Indonesian oil and gas industry;the tax treatment of foreign service providers operating in Area A; andhow the agreed modifications in the Treaty to reflect shared taxing arrangements will be observed in the application of Indonesia's Taxation Laws.The absence of any guidance has created much uncertainty among foreign contractors and their service providers undertaking activities in Area A. At the time of writing, we understand from a senior officer within the Indonesian Taxation Office (ITO) that this issue is high on their agenda and regulation(s) will be forthcoming within the near future.

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