FEATURE: LARRAINE BOORMAN
CAPTURING TRUE
VALUE
Words: Larraine Boorman, Managing Director of OPITO
H
Workforce competency and the need to secure skills for the future are inextricably linked, and there is a lot of truth behind the statement that the industry should think about skills in the same way it thinks about safety.
52 Oil&GasCONNECT
ow often do we hear phrases like ‘our people are our best asset’ or ‘an organisation is only as good as the people behind it’?
There aren’t many people who would disagree with the sentiment that whether it’s a small company or a multi-national corporation, each member has an increasingly broad role to play in day to day operations.
When it comes to applying it in practice however, all too often the skills issue seems to be sidelined. There are frequent seminars, forums and conferences debating the skills issue within the oil and gas industry but a scan of the delegates list will show that with the odd exception, it’s not the key decision makers within companies who are taking part in these discussions.
As a country, UK businesses invest upwards of £39 billion a year on formal training. Contrary to this, a recent Confederation of British Industry (CBI) survey found that while the UK has a number of strengths, our international attractiveness on a number of key investment factors has declined in the last decade – including the availability of a skilled workforce.
If our financial commitment is rising, but we are falling in the overall skills table, we must ask ourselves; are we are investing our resources properly?
Safety has long been the watchword for the oil and gas industry. The sector understands the importance of maintaining the integrity of its offshore infrastructure and commits billions of pounds every year to ensure safe operations.
WWW.THECONNECTSERIES.CO.UK SKILLS
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