onshore, it is really around the ability to manage that at very short notice,” he says. In the past, companies in the marine, oil and gas industries relied on manual methods of managing employees and contractors but, increasingly, companies are turning to more sophisticated technology platforms to ensure they are using resources optimally. The market for such platforms is expected to reach US$3 billion by 2021 with companies including Kronos and ADP leading the charge globally, plus specialists, such as Richmond-based Dynama, carving out niches in specialist sectors.


SEAMLESS MANAGEMENT Dynama was set up 25 years ago and focuses on some of the trickiest sectors in workforce man- agement, including oil and gas, cruising and the military. Dynama has a tie-up with Amex GBT, which handles the travel elements. Dynama’s flagship product is OneView, a cloud-based platform that lets companies manage people, resources and operations on a real-time basis. A company using the platform to manage a project next year would know which people were available as well as their skills and be able to assign them to the project. These details are passed from OneView to Amex GBT via an API connection, enabling


302,000 50,000


The UK offshore oil and gas industry employed


people in 2017


of them travel offshore for their work


that number spend more than


days offshore every year


1/2 100


the TMC to know which flights, hotel rooms and transfers were required. Amex GBT then confirms the booking and that gets sent back to OneView and on to the individual. “If you are an engineer, say, you sign up to a rotation on a rig or platform. It goes into our system and is seamlessly passed to Amex GBT once approved by the line manager,” says Dyna- ma’s managing director Andrew Carwardine, a former British army officer. “The TMC is an important cog,” says Geall.


“When the client is creating on-signers and off-signers, being able to send that information via an API and not via email is important.” Managing group travel is a key to effective workforce management. “When you are dealing with a crew change with maybe 25 people, doing that individually would be time-consuming,” says Geall. “Let’s assume we have 25 travellers as part of crew A. The travel consultants do the work within the GDS and then push that back to the workforce management tool. That comes into its own when there is a delay. If on-signers and off-signers are delayed by 24 hours due to weather, we can make the relevant changes and feed that back directly. It brings efficiencies to the way we exchange information.” Matching skills is an important part of workforce management, says Geall. “With the


8


BBT ENERGY, MARINE & MINING SUPPLEMENT 2019


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