Source: OGA Sustaining Excellence in Decommissioning: The Key Messages of SPE Offshore Europe 2019.
Companies that focus on their human assets as much as their physical assets will likely emerge ahead of the pack. (See “Decommissioning – A Different Perspective” EY article, August 2019.). Forward-looking organisations are thinking about workforce planning, how to assemble and incentivize the right people, and what changes to make in their business structure. The starting point is a detailed understanding of present and future needs, aligned to a wider decommissioning strategy.
The transformation is supported by three pillars:
Optimise the workforce across the project lifecycle. Invest in redeployment and retraining, so that the workforce continues to reflect business Executives must be confident in their knowledge of which skills are transferable and the roles that best fit the decommissioning agenda.
Be clear about the employee value proposition. An integrated approach to obtaining the necessary capabilities should consider the balance between internal and external resources by capability Clarity on the career opportunity for employees and long-term incentivisation of key staff are fundamental.
Focus on culture and transition management. To support the transformation, an organisation must adopt regular engagement and feedback mechanisms, as well as executive-led initiatives that visibly support and reinforce the organisation’s culture. Comprehensive transition planning and support, along with a dedicated and comprehensive HR strategy, are needed as personnel migrate to new roles and career paths.
Workforce change is particularly tricky for smaller operators, which are likely to require decommissioning resources for limited periods of intense activity. Certainly it is not efficient to fully staff an internal team to complete the process just once or twice. In such situations, collaboration and partnerships with experienced and well-staffed service providers offer a compelling alternative.