WORDS MARK FRARY
WORKFORCE MANAGEMENT
cruise industry, if you are running a cruise ship from America on a world cruise via Australia, the chances are that the skillset in language is going to be English, plus some Spanish. When you get to Sydney and do your passenger change, one-third of the passengers who get on are Can- tonese speakers. You need to change your crew to make sure you are serving passengers.” Self-service is a key part of OneView. Individ- uals can decide what their schedule is and book the next project for which they are available. “It allows them to look at administrative details without going through a third party and helps the client company to ensure they have the right documentation to travel in the areas they want to work in,” says Carwardine, who claims a 10-12 per cent increase in efficiency from using the system.
REAL-TIME SYSTEMS
Research by Amadeus found that in the marine sector, 57 per cent of passenger name records (PNRs) are created and/or modified within three days of departure – two-and-a-half times more than with standard corporate travel. Real-time systems allow companies to forecast
their travel needs and get the very best deals. Companies in these sectors will often work on projects two to three years in advance.
“IT IS ABOUT
GETTING THE RIGHT PEOPLE AND
INVESTING IN THE RIGHT SKILLSET TO BE ABLE TO DELIVER TO THE END CUSTOMER”
OneView includes a timeline to be able to work on future projects. “This allows clients to predict the number and type of airline tickets or hotel rooms,” says Carwardine. “We see this as a real way of driving efficiency into the system.” This helps companies to be better informed
about the bids they make for future work. “There is a lot of effort going into organisational design around contract bids and the right struc- ture to deliver the output,” he adds. Offshore contractor Van Oord is one of Dyna-
ma’s clients. “Van Oord is a microcosm of what is going on in the rest of the industry. It is about getting the right people and investing in the right skillset to be able to deliver to the end cus- tomer, delivering the right outputs to get repeat business. Crew scheduling, skills management and organisational design is becoming more important as a result and you no longer rely on putting together a bid from scratch. If you disappoint a customer, you have lost them.” Keeping employees and contractors happy and engaged is increasingly critical. “It helps companies engage with their workers by making them feel looked after,” says Carwardine. With workers looked after, their clients – whether they are oil and gas companies, like BP, or passengers on a cruise ship – will be well looked after, too.
NO USE CRYING…
In the 1960s and 1970s, barely a year would go by without the news headlines being dominated by oil spills. Tanker names Torrey Canyon, Exxon Valdez and the Amoco Cadiz entered the public consciousness as a result. The industry is getting better – there is
an average of 1.7 large oil spills from tankers every year, down from 24.5 in the 1970s. But, unfortunately, these incidents still
In the marine sector,
of PNRs are created and/or modified
within three days of departure
times more than with standard
57% 2.5
corporate travel Source: Amadeus
In association with
happen and this is when Oil Spill Response Ltd (OSRL) steps in. OSRL is an industry- funded cooperative which responds to oil spills around the world. The organisation employs 275 people in 12 locations worldwide and offers an end-to-end service to its members, including shipping companies. In the event of an incident, OSRL provides a single point of contact for technical advice and response efforts, with experts on hand around the world to minimise response time. Getting the right experts to the right place is important, but doing so safely is imperative. “My ongoing concerns are always safety
and wellbeing, as well as cost saving – which can be a tricky balance,” says OSRL global travel analyst Alice Linley-Munro (pictured). “We look at the trip as a whole, but also
at its component parts to ensure there are no gaps in the process,” she says. “We have
risk mitigation measures in place which require sign-off from management depending on the level of a country’s risk rating. We regularly review our processes. The level of duty-of-care should be the same throughout the industry. However, ours can be more tricky to pull off due to the destinations being visited.”
Best practice in workforce management
■ Use a dedicated workforce management tool rather than a manual or spreadsheet-
based system. If the person who built the manual system leaves, working out how they did it could be almost impossible.
■ Workforce management can help reduce overtime payments and make
■ The difficult destinations and fluid nature of the energy and marine sectors
sure employee skills are used to their best advantage.
means that a real-time solution that manages travel is indispensable.
BBT ENERGY, MARINE & MINING SUPPLEMENT 2019 9
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