The result was a whole new E-World that ultimately will make us more versatile, globalized, and resilient.

When people stopped flying planes and the world pretty much shut down, people had to implement new business models for marketing, sales, hiring, investor relations, PR, supply/vendors and processes, partnerships, and more.

This new E-world means harnessing zoom and teams platforms and ensuring online meetings are connected and professional even if you were meeting from your bedroom.

While we now start to get back to a ‘new normal’ and travel becomes more available, the power of E-business will forever play a role in how we expand and grow from here forward.

See it as an opportunity rather than a problem.

Six E-Sales Opportunities To Grow Your Company In The New Digital World

If you want to sell a product or position your company for an important bid, how are you going to accomplish your goals in Covid times?  

When we are working from home, using zoom, or dealing with outside distractions, how can we succeed? Those are the challenges of the day. It is a new challenge, to find ways to keep ourselves and our clients connected, online.

Believe it or not, with creativity and engagement, we can have an effective E-Work environment that can out-perform old sales models.

1. Think about it, less travel, more meetings, less cost, more communication. It adds up. Business is nothing more than a network of conversations. People who organize meetings effectively, stack meetings, and create an E-Flow work environment will win the game of the E-work world.
   
2. Building great relationships that create trust and rapport is still the foundation of any relationship. Having clients get to know, like, and trust you is key; so, the rules have not changed. Building rapport still means a professional appearance online and an appropriate zoom background. It means good communication, understanding your client, finding common ground, discovering needs, sharing experiences, matching mannerisms and speech, future pacing, and finding solutions. 
   
3. Quickly adapting to this new E-World means recreating the outside world inside the computer world. It means finding new ways to connect and get personal with relationships so that there is a strong foundation of trust established online.
   
4. Computer advances and algorithms have taken over the laborious job of research and client acquisition. Business development costs came down, workflows became more efficient, and sales grow from there. 
   
5. The E-world will expedite globalization, and before we know it, doing business anywhere in the world at any time will be an affordable proposition. Global commerce is emerging, and the opportunities are truly endless.
   
6. We must look into the future and see where nations will unite in common goals. Languages will merge, and borders and boundaries will fall away. Free markets will be the foundation of the global playing field of business as we grow exponentially with E-Business automation and processes.

PAAS – PUBLISHING AS A SERVICE

As publishers of a global energy magazine, The OGM served clients around the globe ensuring suppliers and energy companies got their message to the right market.

Publisher Tina Olivero says, “During the pandemic it became apparent that tradeshows and flying to meetings was not an option for us or our clients. E-meetings became the norm and suddenly, the world got much smaller. Client contact became easier, faster, and automated. Computer advances and algorithms took over the laborious job of research and client acquisition. Business development costs came down, workflows became more efficient, and sales took off for us. That would not have happened, except for the pandemic. Long story short, there’s a silver lining in everything, when we are willing to embrace the challenges, we then reap the rewards.”

PaaS is a client solution that searches out potential clients, matches content with buyer and seller and creates an automated lead generation system. Where traditional advertising could be hit and miss at times, PaaS connects those interested, with those selling and the computer algorithm does all the work of bringing them together. As a result, expanding into new markets is now affordable. Finding your exact right client is now easier. All of this is because of the new E-Work environment and computer AI.

Visionary Tina Olivero says, “The E-world will expedite globalization and before we know it, doing business anywhere in the world at any time, will be an affordable proposition. Global commerce is emerging, and the opportunities are truly endless.”

WHAT INDUSTRY SAYS

Ryan Burrowes, CEO of Warehouse Transport Group and head of Canada/Guyna operations said, “As a CEO of a growing logistics and investment company, I was in dire need of new digital technology to take my business online. We needed a marketing and sales enhancement solution and a way to scale. I found everything and more with Tina and TheOGM Agency team. Having lived all over the world, Tina is a visionary who sees things from a global perspective.

Our operations have a foothold in Guyana, Ontario, Nova Scotia, and Newfoundland. So Tina and her team are a perfect fit for us. The OGM’s new digital business development solutions are strategic and sustainable for the new world order where everyone is doing business on Zoom.

The OGM digital tools come with algorithms and automation that provide us with a flow of never-ending, high-level opportunities to quote on new work. Not just any work but leads with key decision-makers for our business. That is invaluable. The OGM is a platform with new digital tools that we all need in a business in this day and age. This new digital game is entirely different and capitalizing on that makes for really exciting times. Tina and her team have gone over and above our contractual agreement and, honestly I wouldn’t have it any other way. That’s the people we want to work with. Already, I consider her a part of our family, for now, and for the future.”

Ryan Burrowes CEO, Warehouse Transport Group Canada-Guyana – WarehouseTransport.ca

PICK THE RIGHT PARTNERS

There are many companies out there that are trying to adapt online. For energy companies choosing the right partners who have extensive experience in the energy industry is key.

Tina Olivero says, “The most important part of outreach and communication right now is content. You have to partner with key marketing and sales people who speak “energy”. Otherwise you are trying to bring your clients into your world, with someone who does not understand your business and most importantly, doesn’t understand what your clients need. That’s a one way ticket to no success.

Aligining with The OGM as 30-year publishers of energy content, coupled with our digital media agency, makes The OGM a premium choice. When you have that level of business competence, communication is easy. Adapting with new digital processes and creating automations has to be routed in powerful words, which create powerful actions, which create powerful results. It’s that simple. These are truly incredible times. Reach out and lets what we can create.

www.TheOGM.com

About the Author Tina Olivero

Tina Olivero is a conscious entrepreneur, managing a publishing company – TheOGM.com, a digital media firm – DigitalCollateral.ca and a new Sales Engine company – TheOGM.ca. She has 30 years in the marketing and sales business in the energy sector. She is committed to energy and sustainable development with her Our Great Minds. This innovative magazine shares the great minds and collective intelligence that are combating climate change and eradicating carbon emissions. 

You are a good fit for our company culture if:
You are highly experienced in logistic and international freight forwarding. You love to be compensated for the work you do and be incentivized when outperform the foundational goals for business growth. You are hungry and passionate. You are competitive and tech savvy. You have extensive professional knowledge in the Air, Ocean, and Trucking sectors of freight forwarding. Most importantly you have a positive and problem solving.

Does that sound like the right environment for you to thrive in? If so, then we most likely have an entirely new career path for you. The type of career path that satiates your entrepreneurial spirit, all the while working for an established company to support you.

As a global logistics expert, you will be determined to not only meet, but exceed company sales goals and targets and ensure revenue growth. You love the game of sales, and you love creating powerful relationships with your clients. You naturally build networks of networks wherever you go. You love nothing more than helping important customers navigate through the shipping process for all modes of transport.

Your important role includes:

• Nurturing your current and established relationships from your experience.
• Establishing strong relationships with new clients.
• Identifying new growth areas with existing and prospective clients.
• Performing all aspects of the sales process and update CRM system and follow ups.
• Develop and maintain assigned customers plus your base of clients you bring to the game.
• Respond to sales leads, generate, and close business opportunities.
• Manage and update client databases.
• Promote all company products and services to existing and prospective clients.
• Meet and exceed sales goals and targets
• Work with the pricing department to create rate proposals
• Perform other duties as assigned as they relate to business development goals
• Be your own boss and work independently to build the business

What you bring to the table: 

• Knowledge of logistics and freight forwarding including import and export Air, Ocean and Trucking.
• Strong written and verbal communication skills.
• Proficiency with Microsoft office suite – Word, Excel
• Must be willing to work in a very high energy team-based environment
• Must have a deep understanding and appreciation for customer care
• To be considered, applicants must have a minimum of 5 years of Canadian International Freight Forwarding Experience and a network of established clients and industry contacts.
• Extensive international freight forwarding experience.

We are an equal opportunity employer and value diversity at our company. We do not discriminate based on race, religion, color, national origin, gender, sexual orientation, age, marital status or disability status.

Salary:
This is negotiable depending on your experience and the client base you bring to the table.
A strong salary base and incentivized commission structure is available for this key individual.

We are willing to invest in a business development manager who will oversee the growth of Western Canada and will bring enormous value to this position. Who you are makes all the difference!

Other benefits include:

• Peak performance culture
• Working with a fast past exponentially growing company
• Working for a company that is environmentally conscious
• Transparent open communication
• Working for a company that always has your back
• Remote work opportunity
• Work flexibility
• Health care benefits

If you want to be a part of a visionary company that is scaling at unprecedented rates…and you see yourself being a massive contribution and scaling with us, then please send your CV to:
bill@warehousetransport.ca


NOTE FROM WTG CEO – RYAN BURROWES

“At WTG we are global and recently we expanded into the exciting oil and gas meca, Guyana. Our goal it to support our clients with new and creative solutions for freight forwarding. Freight forwarding can be a complex process. Our committment it to make it easier, simplified and fluid for our clients. The experience we want to leave clients with is one of ease and comfort that their frieght is in good hands,” said Ryan.

The vision of the company includes you, “Our team culture is only for those who love the game of peak performance. We are an A team that are constantly transfoming opportunities into solutions. We fight for our clients and we ensure that we embrace the new digital world to advance us and our clients, in unprecedented ways. These are incredible times.”

Permex Petroleum Corporation, a leading junior oil and gas company, appointed John Perry Bryan, Jr. and John James Lendrum, III to its Board of Directors. 

Mr. Bryan joins Permex with more than 50 years of management experience at some of the most recognizable and successful oil and gas companies in the world. Bryan has built a legacy throughout his career which notably includes serving as President and CEO of Gulf Canada Resources Ltd., one of the “big four” oil companies that existed prior to its acquisition by Conoco Inc. Bryan served as Chairman and CEO of numerous oil and gas companies in addition to leadership positions in the financial services industry. 

Since 2015, Mr. Lendrum has served as the Chairman of Nuevo Midstream Dos, LLC, a company actively pursuing midstream projects in the primary energy basins of the U.S. Previously, Lendrum served as President, CEO and Director of Nuevo Midstream Company and Chairman of Torch Energy Advisors, Inc., in addition to various executive and board-level positions in the oil and gas industry.

“J.P. and Jay’s exceptional international oil and gas backgrounds make them highly valuable additions to our board as we prepare for our next stage of growth as a public company. Their deep experience in managing public companies at the executive and board levels, as well as their combined expertise in restructuring and go-to-market strategy, will prove to be invaluable as we scale our operations. We look forward to their presence on our leadership team through Permex’s acceleration, growth and speed adoption in drilling programs to realize the true potential of our expanding footprint of reserves,” said Mehran Ehsan, President and CEO of Permex Petroleum.

Mr. Bryan commented, “Permex stands to greatly benefit from its evolving position within the North American oil and gas market. I believe the experience I gained working at the forefront of the industry, including my tenure at Gulf Canada, will enable me to effectively advise the Permex management team through what I anticipate will be a prosperous era for the company.”

Mr. Lendrum stated, “I look forward to the opportunity to working closely with the Permex management team as the company advances its operational strategy. Leveraging my experience in leading public companies through acquisition and development of oil and gas producing properties, as well as my deep knowledge of the Permian Basin in particular, I hope to provide valuable guidance to this well-equipped leadership team.”

About Permex Petroleum Corporation 

Permex Petroleum is a uniquely positioned junior oil & gas company with assets and operations across the Permian Basin of West Texas and the Delaware Sub-Basin of New Mexico. The company focuses on combining its low-cost development of Held by Production assets for sustainable growth with its current and future Blue-Sky projects for scale growth. The company, through its wholly owned subsidiary, Permex Petroleum US Corporation, is a licensed operator in both states; and owns and operates on Private, State and Federal land.

Source(s) and Image(s): Permex Petroleum Corporation

The green transition is high on the agenda in Ramboll. In the part of Ramboll that works with renewable energy, and also in the part where 280 offshore experts have worked with projects for the oil & gas sector. As times are changing, Ramboll is refocusing its traditional oil & gas services on the green transition of the oil & gas sector. Patrick Gilly will head this transition.

”The energy system of the future will be based on renewable energy and decarbonisation technologies such as Carbon Capture & Storage, hydrogen, and Power-to-X. The oil & gas sector plays a vital role in creating this energy system. It controls part of the infrastructure, has technology know-how, and possesses the financial muscle required. Patrick Gilly has in-depth knowledge of the oil & gas sector and knows what it takes to help it move in a greener direction. I am convinced that Patrick is the right person to drive the transition of our services that we are going through,” said Group Chief Operation Officer in Ramboll Michael Simmelsgaard, who until 1 September is double-hatting as Managing Director of Ramboll’s energy business.

In recent years, Ramboll has been appointed for several green projects in the oil & gas sector, including assistance in reducing the carbon footprint of oil companies, testing storage of captured carbon, and expanding the portfolio to the production of renewable energy. The Danish CCS project Greensand, which will store CO2 offshore in the Siri area in the North Sea, is one of these projects. The energy island in the North Sea where Ramboll is the VindØ Consortium’s consultant is another.

“The competencies required for this type of projects are to a large extent the same as the ones applied in oil & gas projects. We want to leverage this breath of experience and expertise and put them at the service of the all-important energy transition. This is the direction we have taken, and Patrick can help us lead the way,” said Michael Simmelsgaard.

About Ramboll
Ramboll is a global engineering, architecture and consultancy company founded in Denmark in 1945. Our 16,000 experts create sustainable solutions across Buildings; Transport; Water; Environment & Health; Architecture, Landscape & Urbanism; Energy and Management Consulting. Across the world, Ramboll combines local experience with a global knowledgebase to create sustainable cities and societies. We combine insights with the power to drive positive change to our clients, in the form of ideas that can be realised and implemented.

The E.P.I.C. program targets ecologically sensitive locations and communities that have a plastic pollution crisis, as well as inadequate management capacity for solid waste and plastic pollution. The program assists with the restoration of natural ecosystems for improved human and wildlife health, as well as develops long-term plastic collection, processing infrastructure and policy to mitigate oceanic plastic pollution sources.

“The Ocean Legacy Foundation is committed to supporting global citizens and communities ready to engage in plastic management strategies and pragmatic action to achieve plastic free lands and oceans. We look forward to working with community members in need of plastic management solutions with this holistic approach to end plastic waste,” Said Chloé Dubois, Co-founder and President, Ocean Legacy Foundation

The Ocean Legacy Foundation works with communities that are in a plastic pollution crisis through an Emergency Management System (EMS) that incorporates mitigation, prevention, response, and recovery measures. The EMS takes a systematic approach towards hazard assessments and strategic planning to minimize the impact of risks to marine life, property and the environment. This system provides the foundation for coordinating and integrating all activities necessary to build, sustain and improve the capability and capacity to mitigate, prepare and plan for, respond to and recover from threatened or actual plastic disasters. The EMS is supported by the four E.P.I.C. pillars:

• Pillar 1: Education – The Education pillar provides essential knowledge and skill training opportunities for community members, while providing solutions for a plastic free environment.
  
• Pillar 2: Policy – The Policy pillar supports communities in advocating for best practice plastic management strategies to help reduce plastic waste and pollution in your community.
  
• Pillar 3: Infrastructure – The Infrastructure pillar develops recycling systems and technological solutions for your community to create a plastic circular economy.
  
• Pillar 4: Cleanups – The Cleanup pillar is action-based engagement that removes plastic pollution from the environment to create a cleaner and safer place for your community.

The resulting benefits for the E.P.I.C. program include:

• Community capacity and employment opportunities;
• Cleaner and safer ocean and shoreline environments;
• Landfill waste reduction;
• Technological innovation;
• Increased public awareness and engagement.

This initiative is receiving an annual fund from Nestle Waters Global for international operations over the next 5 years, but is looking for additional sponsorship to further its impact.

If your community is in a plastic pollution crisis or if you know of a community that requires assistance with plastic management, please visit https://epic.oceanlegacy.ca and apply through the digital portal. Applications are now being accepted.

Learn More:

The Ocean Legacy Foundation is a Canadian non-profit organization that develops and implements plastic pollution emergency response programs and innovative marine debris solutions™ worldwide. The Foundation is led by co-founder Chloé Dubois and is supported by a board of directors, technical advisory committee, government leaders and hundreds of volunteers worldwide. The Foundation combines sustainable technologies with education and skills training to convert plastic waste and plastic pollution into economic value while providing local communities with the tools they need to prevent plastic pollution and protect their local environment. Since 2014, Ocean Legacy has become world leaders in innovative methods in remote plastic pollution removal, pragmatic policy development and processing infrastructure; cleaning in five different countries while engaging hundreds of thousands of individuals in plastic pollution awareness and education. https://oceanlegacy.ca/

PROGRAMMATIC COMMUNICATION POWER

Programmatic content development is an online automated process of targeting buys. It’s really simple; You create content that supports your business goals by reaching highly targeted and relevant viewers. Real-time algorithm-driven content is pushed to potential buyers, vendors, partners, clients or employees, who have an interest in what you are doing. Programmatic communication dramatically changes the way that marketers select venues for digital advertising placement. Approaches vary depending on the company goals.

A new way to communicate and connect, around the globe!

THE DIGITALIZATION ERA!

To compete in today’s hyper-competitive online world, you can’t sit back and wait for the right suppliers, employees or clients to show up! You have to adapt and digitize. You need to be able to communicate online in a way that creates an EXPERIENCE for potential clients, vendors, and employees in such a way that they intimately understand the benefits of working with you.

The solution to attracting key clients, employees and supplies are now accessed through PROGRAMMATIC TECHNOLOGY. In other words, allowing computers to do the work for you by tracking the digital footprint of potential clients, suppliers, and employees, that could be the right match for your company.

Because of advanced programmatic algorithms, it is now possible to reach local and global markets for a fraction of the cost, giving you more options, lower engagement costs, optimizing your processes and unparalleled global access.

Through highly strategic content development disseminated online, we paint a picture that reaches people at a much deeper level. We take the time to architect content in new digital ways that serve to attract suppliers, employees, and clients, like never before.

Through aggregated content, we can reach thousands of online publications around the globe with the push of a button. Never before have we been able to avail of such reach and tap into so many unknown and viable markets! It’s pioneering, and it’s exciting.

Business is nothing more than a network of conversations. It’s all about communication power, and programmatic algorithms are the way of the future. It gives you unprecedented reach with unprecedented target markets.  A new way to communicate and connect, around the globe!

ATTRACT VENDORS

With programmatic technology, you can now attract vendors with over 1 million relevant, specific, targetted, viewers around the globe!

HIRE THE RIGHT PEOPLE

Bring our people back home to work on the greatest projects in Atlantic Canada through superior online communications tools!

TRANSFER OF TECHNOLOGY

Bring in global experts who will transfer technology to this region!

GROW YOUR BUSINESS

Utilize strategic experiential content that converts to a sale! Finally, programmatic solutions provide unique, in-depth insights into your product and services!

GLOBALIZE

Today it’s easier than ever to do business around the world with like-minded individuals. Where there is an online seller, there is also a buyer. Programmatic algorithms are simply the technology that bridge the two!

FOR A FREE DIGITALIZATION CONSULT CONTACT:
Tina Olivero – The OGM
TinaOlivero@TheOGM.com
www.TheOGM.com

]]> https://ourgreatminds.com/2019/03/22/lonita-judge-supports-elevates-women-at-wista/ Fri, 22 Mar 2019 15:54:32 +0000 https://theogm.com/?p=18566 Lonita Judge, Director of Safety and Compliance at Horizon Maritime Services Limited, has been appointed Regional Vice President, Atlantic of the Women’s International Shipping and Trading Association (WISTA Canada).

Judge is committed to helping WISTA Canada revive its presence in Atlantic Canada. “I am excited to take on this opportunity to unite women, and their supporters, in Atlantic Canada’s maritime industry,” says Judge. “A renewed presence in the region will benefit women, by providing networking, professional development, and knowledge opportunities.”

Judge’s progressive career has included stops at Sempra, Ocean Rig, Remote Access Technology, Secunda Marine, J. Ray McDermott Canada, and Halterm Container Terminal, before landing at Horizon Maritime in 2017.

Judge’s commitment to advancing a safety culture will now extend beyond her role at Horizon Maritime. “Lonita has been a profound contributor to the improved quality and safety outcomes of marine industries for the past twenty years,” stated Steve Widmeyer, Chief Operating Officer of Horizon Maritime. “I am confident that her leadership will make a notable impact on diversity and inclusion of women in our industry.”

WISTA Canada hopes to provide and improve opportunities for its members in the region. WISTA Canada President, Vanessa Rochester, adds “I am thrilled that Lonita is taking the lead in developing the Atlantic Region. I am always inspired and impressed by the sense of community and the depth of professionalism demonstrated by my WISTA sisters here in Canada and around the world”

WISTA Canada encourages more women to get involved – locally, nationally, and at international conferences. It’s first meeting in the Atlantic region will be hosted on International Women’s Day (March 8th) in Halifax Regional Municipality. To learn more, contact Lonita by e-mail lonita.judge@horizonmaritime.com.

About WISTA: WISTA promotes diversity in the maritime, trading and logistics sectors, empowering women to lead through their unique perspective and competencies, with the conviction that gender diversity is key in providing a sustainable future for the shipping industry internationally. Formed in 1974, the Women’s International Shipping & Trading Association (WISTA International) is a global organisation connecting female executives and decision makers around the world. WISTA International serves as a connector for its network of more than 3,000 female professionals from all sectors of the maritime industry. Please visit our website at https://wistainternational.com.

About Horizon Maritime Services Ltd: Horizon Maritime is a Canadian company with deep experience in harsh environment marine and offshore operations. With locations across Canada and operations abroad, Horizon Maritime helps to solve the unique challenges of Canadian waters and the global ocean community. Built on a foundation of exceptional people and modern equipment, Horizon Maritime brings innovative solutions and provides industry-leading marine services to our customers.

^{In Norway, state-owned oil projects often have upwards of 60% ownership in their oil and gas projects. This model of investment in the energy industry has served them well. Norway is now sitting pretty with the largest nest egg in the world; A sovereign wealth fund with over US$1 trillion in assets, including 1.3% of global stocks and shares. In May 2018 Norway’s fund was worth about $195,000 per Norwegian citizen. It also holds portfolios of real estate and fixed-income investments. Newfoundland should do precisely that.}

^{The trillion-dollar Government Pension Fund that Norway has created, pushes for more transparency and focuses on doing the right thing. It shuns individual companies and entire sectors like tobacco peddlers, and nuclear weapons makers because it’s the right thing to do. They operate from a higher good. They can afford to. That is a smart oil and gas strategy and societal formula. One we can all aspire to!}

^{Newfoundland, through Nalcor Energy, has marginal ownership in producing oil projects, ranging from 4.9% to 10% equity shares. This model promotes jobs and short-term needs but loses on the long term investment growth and security model, that Norway has been so successful in achieving.}

^{Oil and gas production in the Norwegian Continental Shelf comes from 107 identified fields with 85 fields currently in production. Comparatively, Offshore Newfoundland has four oil-producing fields. It’s time to catch up!}

^{This year and the next Newfoundland will have upwards of six aggressive drilling players offshore, with an estimated 80+ wells to be drilled. Not only is our drilling/find ratio high, at one in five wells, but we also have unprecedented exploration happening like never before. One significant find and we are on a fast track to future projects and the same opportunities as that of the North Sea.}

^{But before we go any further, we need to be oil asset owners and managers.  Canada should be smart enough to realize that oil and gas is the catalyst to new energy both from a monetary and infrastructure perspective.} 

^{Clearly, the smartest thing we can do with oil and gas is own our projects and use oil and gas to build new sustainable energy infrastructure. Oil and gas is the foundation of new energy coming on stream and given world demand it’s not going to be one energy source or the other; it’s going to be an energy mix of resources for the next 40-50 years. Those are the facts.}

^{It’s time for Canada to invest in our offshore projects and create investment successes like that of Norway. Why not? We have a proven infrastructure, the perfect investment climate, and unprecedented world-class opportunity offshore Newfoundland.}

^{If Canada doesn’t get the perspective right when it comes to oil and gas, perhaps it would be right for Newfoundland to join Norway.  In a time of globalization, aligning with the world’s energy giant and masterful investment strategist just might be the ultimate solution for our kids here in Newfoundland and Labrador. Having said all that, it looks like the next 2 to 5 years will see the most prolific growth in the industry to date, offshore Newfoundland.}

^{I often wonder what would happen if Newfoundland left Canada and joined Norway.  I imagine a different future. Aligning with the Norwegian model of developing our oil and gas, fishery and tourism sectors would allow Newfoundland to flourish as Norway’s has.}

^{That idea would entirely change Newfoundland history.}

57 of the world’s 100 largest oil and gas firms are using, or have plans to use predictive analytics.
How will predictive analytics transform oil and gas?
Are we ready?

A new industry report produced by Lloyd’s Register (LR) – reveals the pace, development and adoption of predictive analytics in the oil and gas sector. The report brings in to focus how different companies are using predictive analytics and to what extent companies are transforming their own technology and data capabilities to predict a better performing and sustainable future between operators, service providers and technology makers.

Industry executives and other experts interviewed for this report have identified several fields of predictive and other advanced analytics application – and the industries where they are being used – that hold potential for oil and gas. The report indicates adoption is a reality now.

Key findings of Lloyds predictive analytics report :

• 57 of the world’s 100 largest oil and gas firms are using, or have plans to use predictive analytics.

Proving return on investment (ROI) to management may take time, but is feasible Companies using predictive analytics in unconventional wells have often been able to tie its use to demonstrable gains in improved drilling accuracy, efficiency or cost savings. Doing the same for predictive use in maintenance and safety is less straightforward when avoidance of incidents or downtime are the main benefits. Efficiencies from these can be quantified, however, and 2–3 more years of running and validating algorithms and accumulating databased evidence should help many firms to demonstrate returns they have difficulty proving today. Predictive analytics is delivering benefits today Based on publicly available evidence, 57 of the world’s 100 largest oil and gas firms are using, or have plans to use, predictive analytics. Over half of these companies (34) report that their use of such tools has had a positive impact of varying degrees. Within the top 100, evidence of predictive adoption and use is most extensive upstream, in oil-field equipment and services, exploration and production. It is the largest firms in terms of revenue and market capitalisation (mainly integrated oil and gas companies) that appear to have advanced furthest with the technology.

• 34 of these 57 companies are using or have plans to use predictive analytics

Fields of application are widening beyond reservoir performance Several large oil and gas companies have put predictive analytics to good use upstream, earning returns from improved performance of unconventional wells. Maintenance, safety and production control are newer areas of adoption. Companies are exploring future uses of predictive tools in combination with emerging technology capabilities such as machine vision4 and behavioural analytics. Use cases in other industries may hold potential in oil and gas Industry firms are scanning the health, aerospace, financial services and other industries for examples of predictive analytics use in equipment diagnostics, prognostics and maintenance, pricing and risk management. Other relevant use cases include machine vision in the automotive, sport and healthcare industries; behavioural models in the retail and financial services industries; and enhanced route optimisation used by transport and logistics firms. Data quality issues hamper predictive analytics use, but these can be surmounted Data quality and availability are viewed as the chief impediments to the use of predictive analytics in the industry. Oil and gas companies collect masses of data, but often can only access a small portion of it.

Standardising disparate sources of data can also be difficult. Experts say, however, that data quality need not be perfect, and that workarounds are possible. Using advanced data science, for example, companies can filter data to overcome quality problems.

New data sources are gradually becoming available Accessing the external data and expertise needed to make predictive analytics work requires oil and gas firms to widen the scope of their interaction. For example, the world’s technology giants support open platforms for developing algorithms, as well as data lakes and cloud platforms that provide great analytics power. Some executives interviewed for this study say their firms are benefiting from access to data and expertise on such platforms.

• Companies using predictive analytics are benefiting by:

– $325,000 per rig using machine learning to predict drill-bit locations
– saving costs of $7 million on gas pipelines in the eastern US through predicting failures

• Research proves predictive analytics are being tested and applied in:

– machine learning to improve safety improvement capabilities
– in unconventional wells to change management attitude
– behavioural modelling to reduce the frequency of safety incidents
– exploring fully automated drilling platforms
– automated analysis of subsurface data
– designing the ‘rig of the future’.

• Respondents believe Artificial Intelligence (AI) is unlikely to be applied beyond niche applications for another three (3) years.

The research sought the insights and opinions of leaders across the sector, such as: Eric Abecassis, CIO, Schlumberger, Stephen Ashley Manager, Digital Transformation Solution Centre, Oil & Gas Technology Centre, Willem van Asperen Director, applied artificial intelligence, PA Consulting Group, Richard Barclay Manager, Advanced analytics, ConocoPhillips, Margery Connor Leader, Data science capability and Technology, Chevron, Daniel Jeavons General manager – data science, Shell, Michael Jones Senior director of strategy and M&A, Halliburton Digital Solutions, Adam Judelson Founder and CEO, Cognotient, Neil Kavanagh Chief science & technology manager, Woodside Petroleum, Narayan Laksham Founder and CEO, 4casting Systems, Joel Meltzner CEO and president, i4 Insight, and Morten Møller Pedersen Deputy asset manager, Maersk Drilling.

“This report makes clear that the oil and gas industry still has much to do to lay a solid foundation for using predictive technologies effectively,” says Nial McCollam, Chief Technology Officer of LR. “Companies will do this by solving data quality and standardisation issues, and establishing the external relationships that will give them access to the large volumes of data they need.”

Making the most of data requires more than advanced analytics tools and skilled data scientists. The report reinforces the fundamental need to successfully collect and transmit data to help with better decision making. McCollam says: “Recent advances in data analytics technologies – predictive analytics in particular – and networked sensors offer companies the opportunity to greatly widen and systematize the scope of their forecasting to include operational processes up and down the value chain.”

Adoption: a myth or a reality?

Contributors to the report highlight the critical areas for predictive analytics including demand forecasting, oil and gas trading, spare parts inventory management, transport route optimisation, process control and facility management.

“The Technology Radar report finds that many of the industry’s largest companies are actively developing predictive capabilities using internal and external resources,” says McCollam. “At least one-third of the top 100 industry players by size are generating a beneficial impact from using this technology. Sure, there is a long way to go, but adoption and new ways of thinking and working is becoming a reality.”

By using large volumes of historic seismic and production data, existing and new sensors, and powerful algorithms, companies have unlocked insights not previously available to them, which has boosted efficiency and productivity, reduced downtime, and earned them demonstrable returns along the way. Unconventional wells, mainly in North America, have been the biggest early beneficiaries of predictive analytics to date.

What does the future hold?

Predictive analytics are now coming to bear in asset maintenance – human and equipment. McCollam says: “Foreseeing and preventing events that lead to injury, loss of life or environmental damage is a key part of predictive analytics – and even more so in driving efficiencies and enhancing performance.”

“The ability to predict erosion and lifespans of equipment such as drills, pumps and other rig equipment promises considerable savings. And we are also seeing companies begin to experiment with predictive analytics in behavioural modelling to help identify symptoms of unsafe human behaviour, and predicting when certain behaviour traits are likely to create high-risk situations.”

“Along with our clients and partners, we believe that the use of predictive analytics can lead to both improved performance and enhanced safety and better risk management. Encouragingly, the findings of this special edition of the LR Technology Radar show that this potential is beginning to convert into reality.

The report highlights how the experience of predictive analytics used in consumer markets can provide better insights into how more accurate predictions are generated when multiple sets of data from different sources are layered up.

“Distilling these lessons can only help oil and gas companies to adapt using cases perfected elsewhere, and inspire us to develop innovative ones of our own. However, the report also highlights that governments, regulators and industry leaders have a critical part to play by fostering environments in which oil and gas companies can share data with confidence, and without fear that the data that is shared will be turned against them from an environmental performance or safety perspective.”

This is the fourth year LR has conducted its award-winning Technology Radar research. Whilst earlier editions have focused on macro energy insights of the oil and gas sector and low carbon power generation, this time around, the research concentrates on predictive analytics in oil and gas, with a focus on operation performance, safety, technology, analytics design, machine learning, human behaviour, policy, safety, public appetite and acceptance.

The 2018 Technology Radar Oil & Gas report is published as of November 12, 2018.
Go to www.lr.org/predictiveanalytics to download the 2018 Technology Radar Oil & Gas report and findings.

About Lloyd’s Register (LR)

Started out in 1760 as a marine classification society. Today, one of the world’s leading providers of professional services for engineering and technology – improving safety and increasing the performance of critical infrastructures for clients in over 75 countries worldwide. The profits generated fund the Lloyd’s Register Foundation, a charity which supports science and engineering-related research, education and public engagement around everything they do. All of this helps us stand by the purpose that drives their purpose of Working together for a safer world.

In a world of increasing complexity – overloaded with data and opinion – we know that our clients need more than technology to succeed. They need an experienced hand. A partner to listen, cut through the noise and focus on what really matters to them and their customers. Our engineers and technical experts are dedicated to assurance. That means a commitment to embracing new technology, and a deep-rooted desire to drive better performance. So we consider our customers’ needs with diligence and empathy, then use our expertise and over 250 years’ experience to deliver the smart solution for everyone.

After all, there are some things technology can’t replace.

About the Technology Radar series

Global research, sector insights and in-country reports and industry surveys form part of the Technology Radar series managed by the energy business of LR. The reports combine LR’s expert knowledge with third-party insights, to provide data-driven findings on the role of innovation, technology, safety and sustainability in the current and future energy industry.

Our role at LR is to ensure that we provide that independent viewpoint help government, energy producers, manufacturers, regulators and policymakers to the energy industry extract energy safely, and to deliver energy sustainably, with minimal risk to people and to the environment, and in socially responsible ways. We recognise that true value can be created by nurturing stakeholder relationships, based on trust and understanding.

LR is addressing the industry’s most significant technology and sustainability challenges by interacting and working with energy stakeholders on an ongoing basis. Through interviews with senior industry practitioners and surveys of energy professionals, the Technology Radar series provides a compelling insight into the latest industry thinking, trends and insights.

Source: Lloyd’s Register for graphics and content

Gas alert, gas alert! Those are words you hope you never hear. Hazards left unchecked put people in danger. Your best chain of defence against unimaginable outcomes and explosions is to ensure that gas detection and monitoring is well thought out and executed in your organization.

Are you prepared?

Poisonous gas puts people at risk. Are you prepared?

WHO USES GAS DETECTORS?

At an industrial facility, on oil rigs, in manufacturing facilities, processing units, and throughout the firefighting sector, gas detection has become common place as a foundation of safety! And with good reason, our team’s safety depends on a working environment gas monitoring is a priority and sensors that alert you to the presence of gas leaks are readily available. 

Gas detection and monitoring devices can be found in industrial plants, refineries, manufacturing plants, fumigation facilities, paper pulp mills, aircraft and shipbuilding facilities, hazmat operations, waste-water treatment facilities, vehicles manufacturers, distilleries, indoor air testing and even in our homes.  Applications are varied and wide.

PORTABLE GAS DETECTORS

Portable detectors are used to monitor the atmosphere around workers on the job and are either hand-held or worn on clothing or on a belt/harness for convenience sake. These gas detectors transmit warnings via audible and visible signals, such as alarms and flashing lights, when dangerous levels of gas vapours are detected and they may be monitored at another location especially in the case of remote gas monitoring.

FIXED GAS DETECTORS

Fixed type gas detectors may be used for detection of one or more gas types and are generally mounted near the process area of a plant or control room, or an area to be protected, such as a residential bedroom. Industrial sensors are usually installed on fixed type mild steel structure and a cable connects the detectors to a SCADA system for continuous monitoring.

HOW DO GAS DETECTORS WORK?

Gas detection equipment is used to detect a gas leak or other emissions and can interface with a control system so a process can be automatically shut down. A gas detector can sound an alarm to operators in the area where the leak is occurring, giving workers the opportunity to leave safely. There are many gases that can be harmful and it’s your job to understand those hazards and mitigate them if you play a role in your companies safety regime.

HOW DO GAS DETECTORS WORK?

Gas leak detection is the process of identifying potentially hazardous gas leaks by sensors and alarms that alert people when a dangerous gas has been detected. Exposure to toxic gases can also occur in operations such as painting, fumigation, fuel filling, construction, excavation of contaminated soils, landfill operations, entering confined spaces, so it is important to ensure the right type of gas detectors are used with the right application.

WHAT ARE THE DIFFERENT TYPES OF GAS DETECTORS?

Common sensors include combustible gas sensors, photoionization detectors, infrared point sensors, ultrasonic sensors, electrochemical gas sensors, and semiconductor sensors. More recently, infrared imaging sensors have come into use.

CEO, Lee Parmiter of EnviroMed Detection Services in St. John’s, Newfoundland says, “At the end of the day, we want to ensure people to come home safe to their families. Gas monitoring is essential, and gas leaks must be detected so that hazardous environments are eliminated.  Gas detectors can be used to detect combustible, flammable and toxic gases, and oxygen depletion so they are essential in the infrastructure of most industrial companies and any business really that has processing facilities.”

WHAT IS GAS LEAK DETECTION ALL ABOUT?

Gas leak detection is the process of identifying potentially hazardous gas leaks by sensors. These sensors usually employ an audible alarm to alert people when a dangerous gas has been detected.  Today technology is so advanced that systems not only alert to a gas leak but also alert incidences and failures in systems.  We have vastly advanced the gas detection world with the advancement of new tracking and monitoring devices.

Gas leak detection is essential in your facility.

HOW TO SELECT YOUR GAS DETECTOR

How to select the gas detector primarily depends on your operation, and it’s functions. You will want to consider what systems will ensure the safety of workers and help your company save time and money.

Lee Parimeter says, “There are several models with constantly evolving technologies are available on the market. It is therefore essential to understand the available features and options to make an informed decision.  Understanding the systems that are out there and ensuring your system is right for your facility is key.”

SELECTING THE RIGHT SYSTEM
5 KEY POINTS FOR GAS DETECTION & MONITORING THAT YOU MUST KNOW

According to Don Galman of Honeywell Analytics, selecting the right gas detection considers the following, “There are many gas detection products on the market that might appear to be the same, but a closer inspection of specification, functionality, and features reveals major differences in what products can do and the potential value they can offer. Similarly, individual applications are also unique in their respective designs, needs and processes undertaken.

1. DO A RISK ASSESSMENT

Before beginning to consider gas detection equipment, a risk assessment needs to be conducted. Any company employing staff should conduct risk assessments to identify potential hazards, and these can include potential gas, vapour or Oxygen deficiency risks. If gas hazards are identified, gas detection is applicable as a risk reduction method.

2. IDENTIFY YOUR PRIME OBJECTIVE

Depending on the processes being undertaken and the gases being detected, remote or off-site alarm notification plus event data logging/reporting may also be required for Health and Safety management records. Another factor impacting on the need for enhanced reporting functions might be regulatory compliance or a condition of insurance.

3. ASK THE RIGHT QUESTIONS

Having identified the primary objective, the suitable equipment is selected by asking a number of key questions. These fall into three broad categories:

• The gases to be detected and where they may come from

• The location and environmental conditions where detection is to take place

• The ease of use for operators and routine servicing personnel

Identify the gases to be detected and where they may come from

The risk assessment should identify the gases to be detected; however, experienced gas detection equipment manufacturers and their approved distributors are often able to help in this process, based on their experience of similar applications. However, it is important to remember that it is the end user’s responsibility to identify all potential hazards.

It is also essential to identify the potential source of a gas release as this helps determine the number and location of detectors required for a fixed gas detection system.

4. CONSIDER THE ENVIRONMENT

The performance, accuracy, and reliability of any gas detection equipment will be affected by the environmental conditions it is subjected to. Temperature, humidity and pressure levels at the location all have a direct bearing on the type of equipment that should be selected. Additional factors such as potential variations resulting from a production process itself, diurnal/nocturnal fluctuations and seasonal changes may also affect the type of device which is suitable.

5. UNDERSTAND THE PRODUCT

The next area of consideration relates to additional product functionality. Aspects like wiring configuration are important, especially when retrofitting into an existing application. If the apparatus is being integrated into a separate safety system, certain communication protocols may also be required such as HART®, Lonworks or Modbus®.

Consideration will also need to be given regarding the requirement for local displays on transmitter units, and local configuration of the unit and gas displays may also be a useful addition.

MEASURE EASE OF USE AND MAINTAINABILITY

Routine maintenance is another important consideration. Some gases and vapours can be detected with a number of different sensing technologies, e.g., Hydrocarbon gases with catalytic beads or Non-dispersive Infrared NDIR. Catalytic beads do not provide fail-to-safety operation and therefore can require a high frequency of routine maintenance; however, NDIR based solutions tend to have a higher initial purchase price but may require less routine maintenance. In-house resource to undertake such routine maintenance needs to be identified, and in the absence of such a resource, budgeting for third-party maintenance is an important factor in selecting the right equipment.”

ENVIROMED DETECTION SYSTEMS

EnviroMed Detection Services, located in St. John’s Newfoundland has been serving the industrial based businesses in the region for 30 + years. EnivroMed is a safety/environmental instrumentation company specializing in the sale, installation, and servicing of life-saving detection instrumentation. As an ISO 9001:2008-certified, a full-service laboratory, EnviroMed offers repairs, N.I.S.T. traceable calibrations, maintenance, service and training on most of the equipment it provides today.

In addition to its specialization in gas detection equipment, EnviroMed also sells, rents and leases a wide variety of products in the areas of Gas Detectors, Water, Soil & Noise Monitors, Ambient Air, Indoor Air Quality, Meteorology, and other specialty areas related to safety/environmental instrumentation.

EnviroMed’s expertise and instrumentation inventory assist in providing an additional three-month labor warranty on most equipment purchased, refurbished, or calibrated at its facility. All installations, stationary or portable, must meet our quality assurance/quality control program, verified by a preventative maintenance schedule. Working closely with our clients, EnviroMed continues meeting today’s environmental challenges while understanding industry’s regional and economic requirements.

CEO, Lee Parmiter says, “The complexities of choosing, installing and maintaining gas detectors can be overwhelming. That’s why we’ve created a full-service detection and monitoring company that ensures we support our customers in the best possible way.  We work every day to ensure that people onsite, in confined spaces and requiring a high level of protection, get what they need.

The Blackline G7 Gas Detection Safety Monitor reports back to your head monitoring office. The Blackline G7 is state-of-the-art technology and is Ideal for remote location monitoring.

DON’T FEEL UP TO THE JOB OF SELECTING YOUR GAS DETECTOR?

For many people not directly involved in the gas detection and monitoring sector of their industry, the whole process can be overwhelming. Lee Parmiter says, “EnviroMed Detection Systems, with their gas detection consulting specialization, take the headache out of assessing and implementing your safety worksite systems. Are you bump testing? Did everything calibrate and is it up to date? Know who’s safe and not safe on site? Does your team know how your systems work and are they compliant right now, in the field today? Can I locate a person in the field in real time if something goes wrong? These are the safety questions that EnviroMed will take care of you.”

With the EnviroMed locally serviced and supported wireless real-time monitoring system, sensor deterioration and other unit shortfalls are relayed in real-time through the customer’s choice of media and with an established protocol to its operators and supervisors for appropriate recall and the avoidance of false alarms creating unnecessary downtime expense in operations.  Lee says, Our products are new state-of-the-art systems that are fit for the times, for example, EnviroMed G7 Gas Detection Tracking and Monitoring System covers all the bases of your situation. In my 35+ years of using, servicing and promoting safety in gas detection applications, this system hits a ‘grand slam home run’!

For more information go to www.EnviroMed.ca

YES, I WOULD LIKE A FREE CONSULT WITH ENVIROMED ABOUT MY GAS DETECTION AND MONITORING SYSTEM

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Dr. Ciaran O’Shea, a co-founder of AOMS, has acted as the Director of Occupational Health and Medicine providing Governance for all medical operations while his wife and owner, Laura O’Shea, overseeing day to day operations until their son Liam took over the day to day operations. Dr. O’Shea said, “We are proud of the clients that we have in this region and are honoured that they continue to seek our services and advice. We work hard with our clients every day to maintain our title as a Best in Class in Oil and Gas service provider.”

Having safe, healthy workers is key to any oil and gas company or contractor, and therefore the treatment of offshore workers medically has to be thorough and diverse. The vision for AOMS is to provide medical solutions that embrace a full range of physiotherapy and occupational services utilizing state-of-the-art equipment and advanced therapies.

Liam O’Shea, Chief Executive Officer of AOMS, explains their offerings, “We have an established network of designated physicians across the island of Newfoundland and in Labrador, and in other provinces throughout Canada, as well as abroad. AOMS physicians perform pre-employment medicals and independent medical assessments on behalf of our oil and gas clients. We are extremely excited about the expansion of our business to include our new Rehabilitation Suite. Our services now include outpatient physiotherapy services and occupational rehabilitation services. We feel that the introduction of physiotherapy and occupational rehabilitation services in collaboration with the occupational physician management will greatly enhance the currently available models in the Province. Our model will also serve the public, and the Occupational physician will collaborate with the treating GP whenever possible to engage all primary health care providers and get the patient back to work/full fitness expeditiously and safely. The true collaboration between occupational physician, third party care practitioners and treating GP’s should be the model from our perspective here at AOMS. Finally, AOMS also will be offering tele-health solutions to any individuals that are in remote environments or rural areas across the island, but this is a conversation that our Physio and Occ Rehab clinic team will have with you!”

Rehabilitation Clinic
Treatment of Orthopaedic conditions including: Low Back Pain, neck pain, whiplash, post-surgical rehabilitation, osteoarthritis, sciatica, tennis elbow, sport-related injury, overuse injury, plantar fasciitis, jumpers knee, Achilles tendonitis, general strength, and conditioning programs.

New Clinic Services & Equipment
Occupational Rehabilitation:
AOMS is now offering a full suite of Occupational Rehabilitation services including Functional Capacity Evaluations, Targeted Functional Evaluations, Work Site Occupational Rehabilitation, Work Station Reviews, Adjudication Assessments, Physical Demands Analysis, and the Progressive Goal Attainment Program for the treatment of pain-related disability.

Specialized Equipment:

TDX spinal mechanical traction: a specialized mechanical traction device offering the latest technology in spinal traction to assist with back pain, herniated discs, spinal movement disorders and other disorders of the spine.

Shockwave Therapy:
AOMS has acquired a Shockwave Medical Device from Shockwave Canada that has been shown through peer-reviewed scientific studies to improve clinical outcomes for the following conditions significantly: Achilles tendonitis, tendonitis of the elbow, wrist, and hand, plantar fasciitis, patella tendonitis, rotator cuff tendonitis, calcific tendonitis of the shoulder and frozen shoulder. Clinical improvements typically seen in shockwave treatment include decreased recovery time, reduced pain, decreased movement loss, decreased the lost time from employment and sporting activities and decreased time delay for return to full function. Tendonitis, one of the common on-the-job complaints.

More information on AOMS services

The Oil and Gas Industry boasts some of the highest income earning jobs of any industry in the world. Of the dozens of job categories in the Oil and Gas Industry, the majority have a higher income earning potential than their counterparts in other industries. Careers which are as diverse as accounting and Chemical engineering are readily available to those who knew where and how to look.

Many are just unaware of where to look and how to land these jobs.

I thought a lot about that and realized that discontent comes from the disparity between where we are and where we can be. It’s that uncomfortable edge that has an annoying call that just won’t quit. There’s a reason for it. When it comes to Newfoundland’s offshore oil exploration and production rate, there is that same level of discontent. A disparity between where we are and where we could be.

Most other oil nations of the world have far surpassed our drilling success in the same amount of time.  Places like Norway and Abu Dhabi are booming and have their own investment funds which will secure their future. It took a national mindset with state-owned oil companies to get there. Underdeveloped countries like Guyana are setting out at a record pace. Check out Guyana

What’s stopping us?

Back in 1992 when John Crosbie, Cabot Martin, and other esteemed business community members, took the bull by the horns they invited the federal government to invest in our first offshore oil project, Hibernia. The federal government became a critical partner to ensure the project went ahead. That one move alone, ultimately became the catalyst for our offshore industry as it exists today. Government driven, that was entrepreneurial minded. We need more of that.

The Hibernia oil platform looked like it was never going to happen in the early 1990s when project stakeholder, Gulf,  pulled out of the project. At the time, the Canadian government had already offered $2.7 billion in loan guarantees and grants and then went on to further take an equity stake in the project. It proved to be an undeniably profitable move. The government still owns its stake in the Hibernia project and has done so for twenty years. In 2017, the government garnished $75 million in profit. The overall project picture is positive for the nation with $1.8-billion in dividends garnished since oil started flowing in 1997 which is an average of about $100-million a year. Investing in further offshore projects simply makes good business sense.

Fast forward to today. While I’m really proud of our four world-class oil-producing projects, I am also discontent with the disparity between our resource potential and our resource output. I’ve seen other oil regions of the world far surpass our drilling and finding ratio’s offshore. Not because we don’t have oil. We do. We are 1.5 times the size of the North Sea. And by all indicators have just as much oil, or more.

Newfoundland could have been as lucrative as the North Sea.  So why aren’t we?  Some say it’s political. Others say it’s regulatory issues.  Some say it’s the cost of labour and unions. Everyone has an opinion as to why we aren’t there yet. But where do those opinions get us? They get us a whole pile of reasons and justifications as to  “why not” and don’t really advance us. What we really need is the team that will make it happen regardless of the challenges.  The answer to our success is having people make it happen. Those who are willing to go beyond the status quo, like John Crosbie did, all those years ago, and make the “damn thing” happen. Get the job done.

That’s the attitude and leadership we need to drive exploration and drilling offshore. We need to get the federal and provincial government to step in like we did so many years ago and built our own oil exploration programs. Offering seismic data for other companies to become stronger, profitable and global in our region is one thing. Exploring and producing ourselves is another. We could be the “owners” of our own drill bits. And friggin’ well, why not?

Oil exploration is the key to oil industry growth in the region.

Oil Potential: The difference between a ‘have’ and ‘have-not’ province.

We have accumulated 60 years of data offshore, identified 650 leads and prospects and analyzed 112 offshore wells. All that data is available on the Nalcor Ness system designed to inform, educate and attract investors. Lets use that important information and invest in ourselves.

We have 20+ basins offshore Newfoundland and Labrador with very strong oil indicators. We could be so much further ahead. The conversation that it’s still “early days” doesn’t feel so good when we look at the North Sea having drilled 6000 + wells in about the same amount of time. Compared to the North Sea, offshore Newfoundland is 1.5 times bigger and we have drilled less than 200 wells offshore Newfoundland. 

With 20 + basins, does it mean that we could potentially be 20 times the offshore industry we have now? I feel it right down to my fog-filled bones; the answer is yes. Imagine 20 oil-producing basins with 3 or 4 oil projects producing in each one. An industry 20 times that of what it is today. Now that’s a game worth playing.

In this part of the world, we build castles in the sea. Giant concrete castles that bring oil to the surface. The greatest technological advances in the world happened here. The greatest minds are here. We don’t need the transfer of technology from other regions any longer. We are the technology.

With all that potential the only difference between being a “have” and a “have not” province is the decision and leadership to do so.  Shag the deficit, lets rise above all that and be profitable as a province and a nation, with energy.

Offshore Newfoundland: Nalcor Energy has identified 20+ basins. Graphic: Nalcor Energy

Invest in ourselves

Why are we waiting for other companies to invest offshore Newfoundland when we should be putting much more skin in the game and further investing in ourselves. That’s what entrepreneurs do; they take a huge, massive leap of faith and jump. That’s what the Feds did with Hibernia, and it worked to the tune of $billions in royalties for Canada and Newfoundland. That’s what Danny Williams was doing when he was in office creating equity for the province in our own projects. Thanks to the foresight of the Mulrooney government all those years ago, that initial federal investment paid off in spades. All indicators suggest that when it comes to oil and gas, investing in ourselves works. Newfoundland and Labrador has enjoyed yearly royalty returns of as much as $2.8 billion from the offshore oil industry. Imagine what that figure could be if we owned majority shares in our projects. All indicators point to one thing “do it yourself”.

That’s what Norway did with Statoil (STATE OIL). Today, it is a national oil company of stellar, record performance. Statoil was formed by the 2007 merger of Statoil with the oil and gas division of Norsk Hydro. As of 2017, the Government of Norway is the largest shareholder with 67% of the shares, while the rest is public stock. The ownership interest is managed by the Norwegian Ministry of Petroleum and Energy. Newly named Equinor, Statoil has evolved with a new brand and identity that embraces the new energy era. “The world is changing, and so is Statoil. The biggest transition our modern-day energy systems have ever seen is underway, and we aim to be at the forefront of this development. Our strategy remains firm. The name Equinor reflects ongoing changes and supports the always safe, high value and low carbon strategy we outlined last year,” says chair of the board in Statoil, Jon Erik Reinhardsen.

We can wait for the oil price to be right, we can wait for other companies to explore but it’s slow going bye’s. Slow as molasses, and it costs us our potential and global advantage. When I think about the 40,000+ Canadians who lost their jobs because of the oil price drop, you quickly realize that we have not secured our own future in Canada. We have not created a scenario of success regardless of market trends and outside influences. Provincially, we have not created the “no fail” solution for our offshore industry. Why haven’t we, when clearly the best insurance we have, is in developing our own resources ‘with’ our own resources?

Focus on what ‘can’ be done

We know that we have 25.5 billion barrels of oil and 20.6 trillion cubic feet of gas potential. Let’s get the stuff out of the seabed now because there is no promise of tomorrow. Let’s find that oil and double, triple or quadruple our current discoveries. We need to be like pirates going for the gold. Driven beyond driven. Not only does it take the tremendous seismic work that Nalcor did, to make oil and gas happen at the rate it should, but it also takes us having the guts to put our money where our mouth is and invest in ourselves, explore for oil ourselves, find oil ourselves. Forget fighting over Muskrat Falls project overruns. Focus on what ‘can be done’. It’s the fastest route to success.

Five years is the window of opportunity that we have for oil and gas exploration and infrastructure development before things dramatically change. Things like world oil demand in developing countries, world oil markets changing, pipeline access and security, established shipping lanes to market, global trade alliances, developing oil nations, the emergence of new energy and exponential technological advances will all impact our ability to succeed with oil and gas. We have five years to become the ‘owners of our destiny’. I’m afraid the 2030 plan may be a little too late.

Oil exploration and production have a lot of moving variables. We have to be strategic and laser sharp focused like the oil companies and get in there and make it happen. You have to ask yourself, are we going to act and be globally competitive and overcome oil market variables or are we going to sit around fighting with each other about policies and procedures and environmental agendas of nay-sayers. Do we have time for that?

We need to be a ‘hotbed’ of oil discoveries in this regions because success breeds success. We could have the entire world’s eyes on us as we show the world how to succeed with our resources. That’s exactly what Norway did with oil and gas and their fishery. That’s what Silicone Valley did with Technology. That’s what Dubai did with real estate. It’s a business play, and we can be in that game.

If we are not leaders, we will be followers

If we are not leaders, we will be followers, and we will feel the “direct impact of being a follower” and all the angst and loss that comes with it. Money loss, taxes loss, medical system loss, lifestyle loss, job loss, pension security loss, health, and wellbeing loss. We already saw it happen with the oil price drop and it wasn’t pretty. Imagine if we lose our oil foothold globally as the number three oil resource-rich nation in the world. We won’t be talking about oil environmental policy then, because we’ll be busy fighting for a job to pay the rent.

It seems like the federal focus is on new energy which is great and will provide us with a sustainable future. But people who work in the energy business know that new energy won’t happen without oil and gas. Oil and gas is the bridge to new energy. You can’t have one without the other. Oil and gas is the foundation of everything else we do. Oil is the one resource that makes every other industry work. Think of transport. Think plastics. 

With an idealistic view, as honorable as it may have seemed at the time, Masdar City in Abu Dhabi, had the vision of a zero-free carbon city until they realized it wasn’t possible without oil and gas. Let global experiences be our teacher.

The entrepreneurial mindset

When I started The OGM magazine six years before we had any oil in this province, I had no resources, no money, and no experience. But I created something from nothing. All guts as they say. No major credit to me because I’m not the only one. The majority of businesses in Newfoundland and Labrador are small to medium-sized companies who all did the exact same thing. We, as Newfoundlanders are bullish for business. We are hearty people, full of guts and determination. We had to be, we came from the fishery. That level of stamina and our “make it happen” attitude is our greatest resource.

I am now 55 years of age and have lived my life through the eyes of the oil and gas industry. I am informed and experienced enough to know that we aren’t even close to where we could be as an oil and gas nation and as a new energy provider. I want to be proactive and secure our future and the future of our companies and families. This is the place where the new energy mix arises. Where oil and gas will remain the leader in energy consumption overall. It is a time of exponential technological advancement. It is a time to strategically make it happen. It’s now or never.  It’s bull by the horns.

Sources, Graphics and Pictures:
ExxonMobil, Equinor, Nalcor Energy, Masdar, Government of Newfoundland and Labrador

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STORIES OFFER PERSPECTIVES AND INFLUENCE

If you would like to create content for the new digital era please let us know.
We will get your message to the market.

TINA OLIVERO: Publisher & Content Strategist for clients worldwide.

To gain more insight into digital media support and training please contact:
tinaolivero@theogm.com.

Tina Olivero

NALCO CHAMPION

Nalco Champion is an Ecolab company with one million customer locations; within more 40+ industries in over 170 countries. They are a mammoth company and are now located in Newfoundland. A strategic partnership between Nalco Champion and local company Alpha Chemicals, came together to supply the Hebron project with production chemicals and other chemical associated services. “The strategic partnership didn’t happen overnight, said Paul Rawding, Vice President, Alpha Chemical Limited. This has been in the making for decades and it all culminated with us winning the Hebron contract, making Nalco Champion a company that is now firmly rooted in Newfoundland.”

CHEMICAL OPERATIONS

Nalco Champion’s current focus is the execution of our ExxonMobil Hebron oil field chemicals program. The project ensures asset integrity, flow assurance, and oil/water separation to meet regulatory and fiscal requirements. That’s a lot of chemical movement and it requires a lot of safety structure to execute. With this base of product and service offerings, Nalco Champion is now well poised for other contracts that will arise in the oil and gas industry. Offshore Newfoundland represents a world-class resource with an estimated 60 billion BOE. There is a lot more business in the future.

Oilfield speciality chemicals are risky business and require the utmost of professionalism and safety for pristine operations. Nalco Champion was up for the task. To execute the Hebron project a facility operation was needed on the ground floor for the local supply and service of chemicals in St. John’s Newfoundland. District Manager and Director of Technology for Nalco Champion in Eastern Canada, Christopher Morrison says, “Internally, our supply chain adheres to “Zero Defect Delivery” standards. Externally, our chemicals are used to ensure facility asset integrity so that there are no breaches of containment. As well we provide flow assurance and oil/water separation ensuring environmental compliance in the environmentally sensitive Grand Banks. From manufacturing through supply chain, to our offshore personnel, all staff is trained in the safe handling of production chemicals.”

CHEMICAL SAFETY

When it comes to people, first and foremost, Nalco Champion new hires have to embrace and live Nalco Champion’s “Goal Zero” safety philosophy. They believe that zero accidents, incidents, and environmental releases are achievable.

Frank Brockerville says, “There many tools and methods in our arsenal to help us achieve our safety goals. I believe that safety policies and procedures have to be strictly adhered to, no “shortcuts”. I believe that a strong safety culture is developed over time by a positive discussion around safety during daily operational toolbox talks (everyone has a voice in safety), routine safety audits/safety meetings and incorporating safety lessons learned into daily routines.”

THE FUTURE

Garrett Rogers, Area Manager of Oilfield Chemicals for Nalco Champion says, “We know there will be a lot more drilling offshore Newfoundland with the exploration and production programs that are happening. It’s an exciting time when you realize that more oil discoveries are happening. Just last week we had another oil find.”

Being a part of Newfoundland, its culture, workforce, and future are most important to Nalco Champion. Garrett says, “We see an opportunity for Nalco Champion to grow with customers in this region. Our goal is to have a strong local footprint and capabilities that enable us to bring our global expertise and leading technology to Newfoundland’s oil and gas customers.”

Ross O’Dell, Nalco Champion, VP OFC North America says, “At Nalco Champion, we have a division focused solely on deepwater CapEx projects and ongoing support for the production from new oil through the mature field. We like being alongside the best operators, in growing markets, in the most challenging environments. We are excited to have set up operations to bring world-class support to the deepwater oil and gas industry here in Newfoundland.”

Ross says, “Talent is a big priority for Nalco Champion around the world. Talent will fuel our future growth. That is why we are focused on attracting, hiring, and retaining outstanding teams. We also like to hire and develop talent from the communities in which we work while giving strong support from our global network of experts. We believe that we are enhanced by having diverse and inclusive teams.”

NALCO CHAMPION FACILITY – GRAND OPENING

The brand new facility in White Hills includes the Nalco Champion office, warehousing, and chemical lab. It is a state-of-the-art operation designed for handling chemical operations.

June 21st marks the grand opening and guests will join team members for a showing of the facility and learn about the vision for expansion.

Guests will take a tour of the facility and will discover that it was designed by high-level, world-renowned, fire and safety specialists, RJ Bartlett Engineering, who adhere to or exceed US and Canadian fire regulations and specifications. It’s an incredible world-class chemicals handling site.

From idea to completion, the St. John’s Nalco Champion facility is now a reality. Frank Brockerville says, “Congratulations to all those involved in making this a success and for elevating Nalco Champion to be a leading chemical provider in Eastern Canada.”

“It is time to reimagine the traditional trade show and focus on education and training for the energy industry,” says Wes Scott, President and CEO of EventWorx Corporation, which purchased the Show from dmg events in 2017.

Scott says exhibitors want to see more of the right people attending, and the right attendees want access to more education, training, live demonstrations and networking options.  “We have spent a lot of time talking to exhibitors and attendees, to help us shape a new focus to a more grass-roots approach,” says Scott.

“A lot of business still needs to be done face-face – large contracts in the energy sector are built on relationships and fostered by face-face interactions. We look forward to generating a refreshed platform for both companies and individuals to get together to find innovative supply chain solutions.”

Like the industry it supports, the upcoming Atlantic Canada Petroleum Show is evolving to include clean technologies, renewables and environmental technologies.  For the first time in the Show’s history, for example, the Newfoundland & Labrador Environmental Industry Association will be hosting a new clean technology pavilion.

Kieran Hanley, Executive Director of the Newfoundland & Labrador Environmental Industry Association, (NEIA), says the association’s new clean technology pavilion will include members with environmental, clean and renewable technologies. NEIA is celebrating its 25th year in 2018.

 “What we want to do through participation in the Show is to start telling the story about the connection between cleantech and oil and gas, and continue to build that story and encourage others to really get involved and explore opportunities in that space,” says Hanley.

 The pavilion is important as it begins to shift the Show from primarily an offshore oil and gas event, towards becoming Canada’s east coast premier all-energy event.

 “We’re a not-for-profit association of businesses that are involved in the development of cleantech and the growth of the green economy here in Newfoundland & Labrador,” says Hanley.  “The Government of Canada is now aggressively supporting clean technology, environmental sustainability. Newer studies have shown that if Canada is to gain a competitive advantage in the clean technology business it’s likely going to be related to our natural resource sectors,” says Hanley.  “NEIA sees a real opportunity for Atlantic Canada to leverage its expertise in ocean industries and ocean technology to really become competitive globally in the clean technology space. And of course, from a Newfoundland & Labrador perspective…we see a great opportunity to really become leaders on a global scale in terms of how clean technology can apply to oil and gas.”

Curtis Jerrom, President of DHVI (Downhole Video & Intervention), is a long-time supporter of Atlantic Canada Petroleum Show. DHVI, a Calgary-based company supplies the oil and gas sector in Canada with downhole video camera and calliper inspection services for leak detection, fishing assistance, fluid entry surveys and mechanical failures.

Jerrom has been exhibiting at the show for 12 years.   “One of the things I like about Newfoundland it’s a different type of oilfield environment. They’re down-to-earth people. They’re easy to talk to. They still do business the old way. They like to do meetings face-to-face,” says Jerrom, adding the Show is a great place for him to get exposure for his company. “We’re bringing new technology. By the time we get to that Show, we’ll have our latest and greatest camera sitting in that Show for the first time.”

The Show is proudly held in conjunction with the Newfoundland & Labrador Oil & Gas Industries Association’s (Noia) annual conference.

“People don’t want to just come and walk the aisles – they don’t have time for that,” says Scott. “They need solutions to their challenges and have questions answered.  Atlantic Canada Petroleum Show will allow for that real connection and collaboration.”

Atlantic Canada Petroleum Show will attract 125 exhibiting companies and over 2,000 attendees. Fresh content on the Show floor includes the “Meet the Experts” Series – a parade of experts on a variety of different topics across the supply chain, which allows attendees to get questions answered during scheduled meet-ups. Live, interactive demonstrations and ample networking events will add more value to the Show experience. Networking experiences include the VIP Industry Reception with live entertainment, food and refreshing cocktails from the Martini Ice Bar; The Fish and Chips Day on the Show Floor on June 21, and Craft Beer Tasting to close out the last two hours of the Show on June 21.

The biggest influencer on oil price is supply and demand. When world oil supply is high oil prices most often go down. When the supply of oil is low and demand is high, oil prices often go up.

Supply and demand are impacted by population, politics, economics and a range of other factors. Let’s take a look…

POPULATION

Our ever-expanding global population and the importance of energy in developing countries creates higher oil demand.

Just how much will oil and gas be impacted by population growth? Oil demand is expected to increase by close to 100 million barrels of oil equivalent a day (mboe/d) between 2015 and 2040. That figure remains even with renewable energy coming on stream. It’s not an either-or situation – it’s both.

OPEC

OPEC stands for The Organization of Petroleum Exporting Countries. OPEC is a consortium consisting of 13 of the world’s major oil-exporting nations including Algeria, Angola, Ecuador, Equatorial Guinea, Gabon, Iran, Iraq, Kuwait, Libya, Nigeria, Qatar, Saudi Arabia, UAE, and Venezuela.

OPEC manages the supply of oil in an effort to set the price of oil on the world market. The goal is to avoid fluctuations that might affect the economies of both producing and purchasing countries. OPEC countries act together as if they were a single producer and is able to fix price for oil without unnecessary competition and market disparity.

Oil Production and Consumption

Because of so many oil influencers, even OPEC doesn’t always get it right. In 2014 OPEC maintained its production level of oil despite lowering demand in Europe and China. The result was an oil excess in the market and a falling oil price which had a negative impact on the world.

In 2015, US shale oil producers steadily increased and pushed US oil production to 9.4 million mbpd, reducing the OPEC market share. The result was an increased supply of oil in the world oil market and a historic drop in oil price which we have all just experience. It also created a shale oil boom for oil producers in the US simultaneously. Things ebb and flow.

IMPACT OF LOW OIL PRICE

The direct impact of low oil prices spans far and wide. It affects oil producers, major contractors, suppliers, supporting industries and the people who work in them. To give you an example of how hard-hitting low oil prices can be, consider this: In 2015, oil exploration and production declined significantly. The number of drilling rigs declined 44 percent in the first quarter of 2015.

How did that impact the world’s oil exploration, production, drilling progress, oil supply, companies, and employees? The magnitude was staggering. Of the more than 440,000 layoffs that happened globally during the recent depressed oil price regime, it is estimated that:

178,466 or 40 percent of those jobs were lost in the United States;

124,000 or 28 percent of the layoffs were from the UK North Sea,

and 46,000 people or 10 percent lost their jobs in Canada.

The employment situation that resulted from the low oil was a global tragedy.

Job loss has a domino effect in terms of; spin-off business in the oil and gas sector, overall economics, individual spending, household income, individual health and well being, family health, quality of life and many other socio-economic impacts. It was tragic and may have been prevented with stronger, global collaboration.

The ‘Declaration of Cooperation’ Combats low oil price

To combat low oil prices and its impact on the energy sector and the world, on November 30, 2016, OPEC extended production cuts to 1.2 million barrels per day to the end of 2018. This ensured that high demand and lower production would drive the price of oil back up.

Reacting to the global demise, on December 2016, a decision of the 11 non- OPEC producing nations also agreed to voluntarily make production adjustments over the same time period as OPEC. The drawdown of the stock overhang and bring the oil market rebalancing forward. These adjustments by a total of 24 participating nations, now known as the ‘Declaration of Cooperation’, have since been renewed to the end of March 2018. The price of oil rose to that it is today. $70 and rising. It worked.

OTHER INFLUENCING FACTORS

Seasonal weather conditions impact oil based on consumption. For example, winter’s colder weather results in higher energy consumption which in turn increases oil demand.

The dollar price impacts the price of oil. When the dollar declines, oil revenues decline and simultaneously costs go up. Recession impacts the price of oil. In a domino effect, the most likely scenario of a recession is an economic decline, that leads to a spending decline, an oil consumption decline and then an oil price decline.

Natural disasters impact the price of oil. For example, Hurricane Katrina affected 19% of the US oil supply in 2005 causing prices to climb $3 per barrel.

Political dynamics impact the price of oil. In January 2013, oil prices rose when Iran played war games near the Straits of Hormuz causing a potential threat to this oil shipping lane. Based on a perceived decrease in supply, by February 8, oil had reached $118.90/barrel. That sent gas prices to $3.85 a gallon by February 25, 2013. The strait of Hormuz transports oil and gas from Iraq, Kuwait, Saudi Arabia, Qatar, and the UAE. Any disruption to this region will have significant effects upon global crude prices, given the impact on supply.

Today, we are experiencing a number of factors impacting oil and gas price; The volatility in Venezuela impacts oil as Washington is considering sanctions against Venezuela. There is an increase in demand for Nigerian oil, however, there are ongoing Nigerian domestic problems causing an unstable exploration and production climate. China has been at unrest in the South China Sea. Before this article is published there will be more.

We will always have political influence on oil production so it’s really about how we unite to mitigate and manage them. Political variables and circumstance change constantly and come with their own set of policies, negotiations, and cultural discourse. They move with time and leadership. We can understand the regional implications of political influence on oil and gas but it’s now time to look at the big picture overall and make global political decisions simultaneously understanding regional influence. Media could be paramount in achieving this.

The Oil Price Spike: Being Smarter

The current upward spike in oil price is a great indicator of how variables merge and create changes rapidly. We’ve seen a dramatic increase in price in a matter of months. The game is unpredictable at best, economically devastating at worst. But without oil, life as we know it would come to a screeching halt. Not having oil as an energy source, is not an option. So these are the times of global perspective, unity among nations and energy collaboration for the good of all. This era demands that we be smart with oil and gas and use it for it’s highest good. We must use oil to bridge non-renewables to renewable energy sources. Oil and gas will bring in new energy as it is the foundation of that energy play. It willfuel new energy into existence.

We need to be ensured of energy supply with a cleaner energy source for the survival of our growing population and our beautiful planet.

Right now, the oil price is hovering between $75 – $80 per barrel. We will never perfect the oil price game because there are too many moving parts. But we can lessen the degree of impact and mitigate risk.

Our global goal should be to unite where possible, make global production decisions that benefit all, mitigate natural disasters and climate change where possible by ensuring our planet is clean and safe.

Given that every person on the planet is impacted by oil and gas, we need to make global decisions rather than local ones. The Declaration of Cooperation is one step closer to global unity. Next, it’s to harness the potential of developing nations and bring them into the equation in an inclusive and energy conscious way.

If we have learned anything from the recent oil price decline and it’s impacting global demise, it is that values of cooperation and unity are not soft skills and fluffy ideals, they are the foundation of our future.

Our oil and gas plan moving forward is clear; take careful consideration of as many oil and gas impacting variables as possible and when all is considered, then and only then, take the best action forward.

Just as it is our duty to ensure we have clean air to breathe on a pristine planet, it is also our duty as a global energy consuming world to ensure it’s availability. They work together.

Holistically, we must leave our people, places and things in better shape than we found them.

Source: OPEC.org

ISource, Charts, Graphs: www.OPEC.org

The three-month study was a joint project by Robert Gordon University (RGU) and Step Change in Safety, in response to a mandate from the Civil Aviation Authority to ensure offshore workers were sitting adjacent to windows through which they could make an emergency escape.

The project involved measuring the shoulders of a 75,000 strong workforce to establish how many were designated as ‘XBR’ or ‘extra broad’. With these figures in mind, the team would be able to advise eating logistics which maximised the probability of successful escape, following concerns about window egress in an emergency situation.

Following the project’s completion, the team has been awarded the William Floyd Award from the Chartered Institute of Ergonomics and Human Factors, for outstanding and innovative contributions to the field.

The study was led by Dr Arthur Stewart, from RGU’s School of Health Sciences, who has previously been recognised for his ongoing work into the size and shape of the North Sea offshore workforce.

Speaking about this latest work, Dr Stewart said: “With the size of the workforce being so vast, I devised ‘train the trainer’ and ‘train the measurer’ teaching packages, which gave us a group of over 1000 individuals capable of gathering the measurements for us, within specified quality assurance targets.

“Thanks to their hard work, we were able to discover that approximately 3% of offshore workers had a shoulder breadth exceeding 55.9cm, reaching XBR status and we could then examine the safety implications of their seat positioning within the different models within the helicopter fleet.”

Dr Stewart worked collaboratively throughout the project with Emily Taylor, a senior business analyst from Step Change in Safety, who oversaw a range of aspects of the work, including being the central liaison with industry stakeholders such as the CAA and helicopter operators.

Her work also included the marketing and promotion of the scheme directly to the workforce and licensing of equipment required.

Emily said: “At Step Change in Safety, collaborating with organisations and the wider oil and gas industry is what we do daily in order to improve safety and effect change. Sticking to our ethos we came together with each organisation to deliver this important project.

“Collaboratively, we identified a specific issue, created a simple more sustainable solution which was easy to roll out, with minimal disruption to the user and the sector. We wanted this to work for the workforce.”

Also playing a key role was RGU MRes graduate Robert Ledingham, from Survitec, who was seconded to the project after previously working with Dr Stewart on his size and shape study.

Robert oversaw logistics for the study and organised a number of training events for measures, is one of the trainers himself.

Following the project’s success, Robert said: “It was a great privilege to be part of this project, working with a diverse team of industry and academic professionals. Being able to continue the work I undertook during my Masters of Research project and apply the findings to a real-world health and safety application was a rare and fortunate opportunity of which I am proud.”

The team accepted their award at an event held at Birmingham’s Hilton Metropole Hotel which hosted the 2018 Chartered Institute of Ergonomics and Human Factors Annual Conference last week.

Dr Stewart added: “I think this award goes some way to prove the strength of interdisciplinary work across different sectors and the important strides we can make in terms of improving the safety of our vital workforce as they travel to and from offshore installations.”

Publisher and CEO, Tina Olivero says, “Creating a globa publication that bridges to readers and buyers around the globe is what we do.  Perhaps our client wants to attract investors or garnish new hires from around the world, we pride ourselves in finding creative ways to make that happen. We love the challenge of using new programmatic technology and algorithms to bridge the gap between the seeker and the solution. It’s a creative process that bridges the business development gap for our clients. I’m hoping in the not too distant future there won’t be any such thing as marketing, just ‘direct to sale’. That would make life alot easier for everyone. We have the solution that’s the closest thing to it!”

The OGM network spans over .5 million viewers online and has special print distribution for exhibitions and subscribers. It’s world class presentation puts it in a league unto itself. It’s credible, positive and always focused on connecting and uniting the industry.  The game of business takes a tribe of committed and dedicated people and The OGM has the privilege of working with those people every day.

Take a video adventure through some of The OGM’s great brands and realize just how many companies entrust their message with The OGM.

Ask us about programmatic solutions where we can reach people who searched for your product or services by broadcasting out to over 2000 other magazines, thereby reaching 1-2 MILLION viewers in a month! The results are simply the most cost effective in comparison to any other medium on earth. Programmatic solutions are the future folks, so learn everything you can about it.

LEARN ABOUT PROGRAMMATIC NATIVE CONTENT
Find out more on programmatic native content right here:

SEE PROGRAMMATIC IN ACTION
See how our clients used programmatic native content to fill up their CAD training program with strategic content, a multi-media mix, and a lead generator.

HERE’S WHAT OUR CLIENT HAD TO SAY:
“Rounding up students for our CAD training was a real challenge and to be hones, we were getting nowhere. After several months of spending huge sums on traditional advertising, in came Tina Olivero from The OGM who completely revamped our marketing approach. It felt a bit like Gordon Ramsey Boot Camp. But coming out the other side, we began to see real results. The problem flipped to being overwhelmed by responses!  The winning formula Tina developed combined targetted social media with sponsored content. In simple terms, our internal team managed the social media messaging which included a link to the OGM article with a call to action. The key her was the combined effects of targeted social media messaging reinforced by the OGM article which was effectively a third-party recommendation. Three months on and we’re still up there on google with a constant stream of inquiries from around the globe. The world is suddenly much smaller!”  Gareth Owen – Partner and General Manager, Metroworth & North Atlantic Technical.

Enjoy the ride!

Tina Olivero

GREAT BRANDS IN THE OGM

YES! I WOULD LIKE TO ACHIEVE MY BUSINESS GOALS WITH THE OGM. Please contact me.

Tracking and Responding

Technology has allowed our workplaces, remote locations and hazardous environments to be much safer. New detection, tracking and responding devices are taking over the scene and allowing us to feel much better about our workspaces and goals of zero incidences on the job. Technology is now working where it matters most – safety. With safety alerts, monitoring, tracking and full transparent communication, workplaces are now connected and much safer.  Knowing who’s on your site, where people are, how they are, where evacuation needs to take place, real-time response, remote area access, real-time incidence response, and following leading indicators of “near misses”, are all possible with the new state-of-the-art G7 Blackline system.

Lee Parmiter, CEO of EnviroMed Detection Services says, “Technology mitigates risk. It’s that simple. New advances in detection and response are so effective these days that we reduce human error dramatically. For example, the Blackline G7, which is a real-time, state-of-the-art, electronic gas detection unit is far outperforming what humans can do in much less time. Detection and reporting are replacing human reporting. Extensive gas detection training is no longer necessary. These day’s people have full access and communication in difficult places, remote locations and hazardous regions. This is the future of safety”

The G7 tracks workers and their performance and positioning. For example, if a worker trips, falls and goes down a G7 alert is triggered, transmitted and help is on the way within seconds. It’s all automated and immediate.

The G7 is breaking new ground through no motion detection, fall detection, missed check in’s, gas detection and just about anything you can think of on the job. It provides operator tracking, real-time tracking and communication, remote communication, third-party communication, in-house monitoring with two-way voice communications and on-the-spot Reporting. The system itself takes care of data logging so that follow-up and paperwork becomes a thing of the past.

Think Ahead

The G7 excels in proactive safety protocols. It provides an SOS Pull-Station Emergency feature for on the job emergency situations. It also allows for gas detection monitoring and “PREDETERMINED” maintenance execution which mitigates the possibility of accidents in the future.

Lee says, “offshore or on land this G7 devise works via satellite or cellular, allowing a full scope and range of communication, tracking and detection. We are extremely proud to be supplying such an advanced system to the industry because at the end of the day, our goal is the same goal as our clients – zero incidence.  We sleep at night knowing that the technology we provide keeps people safe.”

Would you like to know about the upcoming Blackline G7 device for your company?

Let us know how to reach you and we will have an ENVIROMED representative contact you.

____________________________________________________________________________

[contact-form-7]

____________________________________________________________________________

Publisher & Content Strategist

Tina Olivero is the Publisher and Content Strategist for clients around the globe through TheOGM.com and The OGM magazine.

With a passion for progress and a sustainable high tech future, tina combines digital strategies into a conversation that builds your business.

SPEAK TO TINA:  
To gain more insight into how content can support your business goals please contact:
tinaolivero@theogm.com

^{For this team, Stamped is the act of making an impression and imprinting a seal of commitment and standard that they stand behind. It’s a code of service dawned for the new era of Engineering that includes innovation, creative solutions, the harnessing of technology and the work ethic that is demanded in these times.}

^{Proudly Albertan with their head office in Edmonton, Stamped Engineering is committed to your “stamp of approval” on their offerings. This fit for purpose lean engineering consulting firm unpredictably specializes in 24/7 on-call support and design engineering.  This model allows Stamped to execute efficient turnaround times with a high-quality final product.  This is what makes Stamped Engineering Corporation an industry game-changer. A state-of-the-art Engineering approach responding to the demands or projects and partners that require the job gets done on budget and on time.}

^{The Stamped Engineering team are multi-disciplined professional engineers and technologists that are strategically garnished to meet Alberta’s Engineering needs in the sectors of oil and gas and other industries such as nuclear and aerospace. With such a broad range of sector service and assertive growth plans Jeenu Riat, P. Eng., Chief Executive Officer of Stamped Engineering Corporation says, we have a very talented team and we are expecting strong growth in 2018.  We know that with current commitments and work to come we will be hiring in the following areas and we’d encourage interested applicants to send in their CV’s”.}

• ^{Business Development Specialists}
• ^{Senior Process Engineers}
• ^{Senior Mechanical Engineers and Designers}
• ^{Senior Civil Engineers}
• ^{Senior Structural Engineers}
• ^{Senior Pipe Stress Engineers}
• ^{Senior Electrical Engineers and Designers}
• ^{Senior Piping Designers}
• ^{Senior Engineering Manager}
• ^{Senior Construction Manager}

HR Manager – Tracey Quesnell                           CFO – Jay Riat                                      CEO – Jeenu Riat

^{ENGINEERING IS CHANGING}

^{With the onset of the internet and the ever-changing work landscape, Stamped has created a service offering that ensures clients get what they need to succeed. Jeenu Riat says, “The decline in the price of oil has really made us all focus on what industry “needs” and how to deliver that most efficiently. Every cost measure counts. Every new innovation that saves time and money is a must.  Having talented workers who do it right the first time is key.”}

^{“Taking advantage of technology and all that the internet and software have to offer in the field of Engineering is critical. These are fast-moving exponential times. So it’s a matter of being technology savvy and ensuring that our clients benefit from smart intelligence in their engineering projects.  Jeenu Riat says, with this in mind, our offerings include:}

• ^{On-Call 24/7 Support, Engineering Consulting}
• ^{Engineering Design, Process Engineering}
• ^{Electrical Engineering, Multidiscipline Engineering}
• ^{Chemical Engineering, Structural Engineering}
• ^{Civil Engineering, Drafting, Design & CAD Support}
• ^{Clarification on Complex Technical Documents & Drawings, Hazard and Operability Study (HAZOP)}
• ^{Feasibility Studies, Risk Assessments, Cost Analysis & Cost Reduction. Field & Design Engineering}
• ^{Engineering Economics, Energy Emissions Sustainability”.}

^{THE DIFFERENCE}

^{“What clients really want is to be heard, understood and to get the highest level of service at fair and reasonable cost. At Stamped, we declare that our level of engineering practice would go beyond meeting clients needs, day and night and that we will really listen and ensure that our client’s considerations are paramount.  At the same time, we want to ensure our expertise comes to the table and provides our clients with a scenario where we can over deliver because of the level of talent we have on staff.  The talent that focuses on doing it better, faster, more efficiently and ultimately saves our clients time and money, proclaims Jeenu Riat.}

^{OUR PEOPLE}

^{At Stamped Engineering innovation, teamwork, honesty, open communication and integrity have a chance to shine. “As we grow our team of experts we are determined to build the right team, with the right skill set and experience to fit our clients’ needs.  Our continued commitment to our employees allows us to create an atmosphere where they can be the best versions of themselves at work, home and at play. “Human Resources Manager, Tracey Quesnell}

^{GIVING BACK}

^{Beyond the commitment to customized fit for purpose solutions, Stamped has a strong commitment to giving back to the people of Alberta. Chief Financial Officer Jay Riat P.Eng., M.Sc.Ch.E.,Dip.Mgt.Sci. says, “At the end of the day if you can’t give back to your community, then what’s the sense?  We believe that everyone succeeds when our community succeeds and it’s our baseline proclamation that 5% of our net income profits are donated to those in need here in Alberta. We are excited to see how we can be of service to others and how we can make a difference.”}

^{For more information on Stamped Engineering please go to www.stampedengineering.com}

Increasing efficiencies and productivity are the name of the game in the oil patch these days. With the oil price drop and no major price increase in sight, companies have had to re-invent themselves and find thier ‘new normal’ for operations.

For strategic energy companies, that new set-point includes embracing technology to increase operational capacity. Operational efficiencies of 20-50% gains are considered a significant contribution to profitability margins.

According to the 2017 PwC Oil and Gas Trends report, “Companies will explore new forms of technology deployment….Digitization should be a lever for innovation that improves productivity and efficiency in the field.” For instance, robotics are likely to become more commonplace in the industry, handling complex and repetitive tasks such as connecting pipes and replacing broken machinery, which in turn will reduce labor requirements. In some cases, technology will be acquired through partnerships. GE has announced an array of agreements with large and small oil companies to implement digital devices, databases, and sensors that could predict equipment breakdowns before they occur and expand exploration and production efficiency in deep sea and offshore oil platforms.” And then there are platforms…

Platforms going beyond oil rigs

Computer platforms are raging these days. They offer the exponential model of scale that every entrepreneur dreams of having. On the business to consumer platform scene think Uber, Airbnb, and Facebook. In the business to business platforms arena think Dropbox, Alibaba, DHgate, Global Sources, and more.

Powered by online technologies, cloud-based, game-changing platforms are sweeping across the global economy and changing everything we know about business. It’s exciting to think about what’s next…

Nick Candito – Founder and CEO of Progressly

An operations solution that is taking the oil patch by storm has bloomed out of Silicon Valley. It’s called Progressly. Progressly is the world’s first cloud-based Operational Performance Management solution, working on the premise that the process of business is no longer a process. It’s a progressive cloud solution.

Progressly is an all-inclusive centralizing platform that delivers real-time insights and an increase in efficiency by ensuring all company stakeholders are localized to a project. In other words, every process component is tied into the platform and therefore there is no lost information. Think about how much time we spend looking for stuff. Progressly fixes that.

You can better understand Progressly by seeing it as a solution that centralizes your own critical information, and delivers real-time operational feedback, all the while increasing efficiencies in a way that meets the growing demands of your own specific business – it’s customizable.

Progressly’s mission is to become the de-facto system of record for enterprise business processes. Enterprises today are plagued with difficult to use, antiquated business process solutions that hinder them to run their operations efficiently and effectively.

Nick Candito, founder and CEO of Progressly is a passionate leader who’s driven to build diverse products and teams that win. Nick says, “At Progressly, our vision is to empower every customer to innovate faster, perform better, and solve bigger problems than ever before. We see the opportunity for the energy sector to consolidate operations in new and innovative ways. Progressly takes that on.”

Ruslan Belkin

Progressly gained the interest of Silicon Valley Veteran Ruslan Belkin, who is a former Salesforce, Twitter and LinkedIn executive who believed that oil and gas companies today are hindered with difficult to use, siloed business systems that fail to simplify communication around processes and improve how businesses operate.

Now the Chief Technical Officer at Progressly, Ruslan said, “Progressly is poised to completely transform the way enterprises organize and execute their business processes and gain insights to improve business outcomes. I’m excited to join this incredible team that is deep-rooted in a culture built on transparency, execution, and teamwork.”

Nick Candito, acknowledges Belkin, “Ruslan provides strong vision and solid experience that will help us seize the opportunity to disrupt a market that’s long overdue for innovation. With this investment, we are in a great position to accelerate the adoption of our platform and help enterprises automate their processes that result in more profitable revenue, greater competitive advantage, and higher efficiency.”

Ruslan Belkin, Silicon Valley veteran and Chief Technical Officer at Progressly

Applications for your company operations

Nick says, “Progressly is the first SaaS platform that enables companies such as Valero, Comcast, and Shell to standardize and centralize processes with their operations. The platform provides powerful data-driven insights so teams can benchmark progress, improve the speed of collaboration, remove human error and manual activity and ultimately make better decisions about driving effective business change. Progressly currently integrates with existing productivity and collaboration tools including Outlook, SharePoint, Slack, Google Chrome, Confluence, and Jive.”

Integrating Progressly into your organization means you can:

• Replace paper-based forms and spreadsheets with an easy to use web interface (no coding required)
• Centralize health and safety activities to increase transparency and accountability
• Improve safety and mitigate risks by reducing the time to action
• Complete steps and capture data as work is done in real-time
• Access data anytime, anywhere and on any device
• Reduce operational costs by avoiding paperwork
• and improve business performance overall

What do executives think about Progressly?

500 global executives over a span of two months were surveyed to discover how they are pursuing key initiatives in operational excellence and the problems they’re encountering in achieving their operational goals. 65 percent of the executives surveyed were in the energy sector. “The survey findings further validate that businesses are increasingly aligning their strategy with operational excellence to drive scalable, enterprise-wide transformation like never before,” said Nick Candito.

Survey findings concluded that “Organizations are seeking operational excellence and digital transformation – and getting IT aligned on business goals and driving excellence will be a key initiative to getting there,” Nick said. “It’s also important to have visibility of what’s going on across the whole business in real-time and then adapt as needed. Change doesn’t mean an overhaul of everything in one go, nor ripping and replacing existing software. It’s much easier for organizations to model and build flexibility and efficiency within their existing infrastructure.”

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THE OGM SAFETY RESULTS AWARD WINNER:
Techmation Electric & Controls Ltd.

Techmation Electric & Controls Ltd. provides a complete range of electrical and instrumentation services throughout Western Canada. Techmation is committed to achieving stellar performance and giving value to their customers while providing a safe and stimulating work environment for all employees. They achieve this by delivering on the highest standards of construction, maintenance, and workmanship.

Derek Polsfut, President of Techmation, says, “We’ve built up a strong safety culture by empowering all of our personnel, from our senior management, front line supervision, to all of our field techs to actively participate in all of our safety programs. Effective communication is an integral part of our safety culture. Most incidents are due in part, to high-risk behaviours, so our goal is to create a safety culture where our employees feel empowered, and comfortable sharing safety-related feedback with their coworkers.”

Dan Hataway, Corporate HSE Manager, says, “Providing a safe and challenging team-work environment where we can partner up with our employees and clients is imperative. We learn and grow as a team, to fulfil our responsibilities to our communities and the protection of the environment, maintaining our focus on perpetual improvements and innovation of products, services, and related technologies.”

There are key factors that attribute to the organizational success that Techmation has achieved with safety. One of those keys is that they have developed an interdependent culture. Techmation has teams of employees that take ownership for safety and assume responsibility for themselves and others. A second key factor is that Techmation has matured their interdependent safety culture and performance is truly sustainable, with incident and injury rates approaching zero. The staff are educated and empowered to take action in any matters related to health, safety, environment, quality or service.

Dan Hathaway says, “Our staff does not accept low standards or at-risk behaviours. Techmation’s management understands that improvement happens as team and that zero incidents are truly an attainable goal. Techmation’s culture builds teams that support and challenge each other. Techmation overall realises significant organizational benefits from having such a mature safety culture. It allows us to produce high-quality products and services, obtain greater productivity, and be an industry-leading safety performance provider as we grow.”

Techmation Electric & Controls Ltd. has engineered safety into all operations within the business. In doing so, they have achieved significant safety results. A Total Recordable Incident Frequency (TRIF) rate of 0.29 for 2016 and 0.36 rolling 12 months is industry leading. With absolute safety commitment from all 1000+ employees in the organization Techmation Electric & Controls has been recognized over the last three years for the following additional safety awards:

2015 Silver Finalist in Canada’s Safest Employer – Best Health and Safety Culture amongst all Industries

2015 Canada’s Best Managed – Gold Standard Award

2015 Cenovus Safety and Environmental Stewardship Award

2014 Gold Standard Winner for Canada’s Safest Employer in the Oil and Gas Industry

2014 Partnerships in Injury Reduction

2014 Best Managed Requalification Award

2014 Saskatchewan Certificate of Achievement

2013 Partnerships in Injury Reduction

2013 Best Managed Requalification Award

2013 Partnerships in Injury Reduction

2013 ITA Certificate of Recognition

Now they can add The OGM SAFETY RESULTS Award to their list of great successes. Congratulations to the Techmation team. You have set the bar for all of us, and we look forward to having an energy industry that attains and maintains results like this.

THE OGM SAFETY RECORD AWARD WINNER:
STEP ENERGY SERVICES

STEP ENERGY SERVICES

Too often safety is sacrificed to satisfy the demands of clients, operations, or management, putting employees in potentially risky or dangerous situations but not at STEP Energy Services Ltd. (STEP). STEP’s business is rooted in four core values; safety, trust, execution, and possibilities. These are the values that provide strong cultural and behavioural foundations for its professionals. By purposeful design, safety sits at the forefront of their operations.

SAFETY RECORD

On Thursday, August 11, 2016, STEP logged 365 days without a recordable incident, bringing its 12-month rolling Total Recordable Incident Frequency (TRIF) to zero.

“A year ago we set out a goal to be at a zero TRIF,” said Steve Glanville, chief operating officer. “Today I am proud to say that with the collective mindset of ‘Goal Zero’ we accomplished just that, and together we will celebrate this very meaningful milestone.”

“As our first and most important core value, safety is a priority in and out of the field for the protection and benefit of both STEP’s professionals and clients. A zero-TRIF score is not often reached by industry, let alone a company that has experienced tremendous growth and recruitment in a short period of time. This record accomplishment is an endorsement of STEP’s laser-beam focus on its culture of safety.”

STEP also recognizes the “Goal Zero” success its US team has accomplished. Field operations started May 2015 and since then, the Total Recordable Incident Rate (TRIR) has remained 0.00 throughout with no reportable injuries.

SAFETY INNOVATION

STEP has integrated a rigorous auditing process to ensure it complies with industry standards and is the contractor of choice in the deep horizontal well market. External third-party audits and internal assessments are conducted to ensure that regulations and legislated standards are met. These audits also serve as a tool to continuously improve its safety programs.

STEP’s HSE policies comply with the Certificate of Recognition (COR) program, ISNetworld, and other legislated requirements in Western Canada. In December 2015, STEP achieved its three-year Certificate of Recognition Health and Safety Program audit endorsement for Alberta, British Columbia, and Saskatchewan operations with an audit score of 96%.

“Receiving this score is a testament to the discipline Chris Kirby, director of HSE, and his team maintain within our systems and processes,” says Regan Davis, CEO. “It is their tireless efforts which ensure every professional in our organization has the knowledge and support to achieve these exceptional outcomes”.

CULTURE OF SAFETY

STEP believes safety is no accident. Its dedication to the safety of its professionals is apparent in the field, office and home: professionals have the right and are encouraged to say no to any unsafe practice, and are reminded this includes their personal safety at home. STEP builds this culture by honing in on its core values at every stage of the hiring, onboarding, training, and development process. Professionals are continuously reminded of the role the core values play in their roles; professionals are to watch out for themselves and the safety of one another. A commitment to a strong safety culture provides a safe work environment that rewards safe practices and promotes success.

ASAP: ALWAYS SAFE, ALWAYS PROFESSIONAL

This year, STEP launched an internal safety campaign to its professionals and their families; Always Safe, Always Professional (ASAP). The acronym, which is commonly used to imply urgency and immediacy, is a purposeful reminder for STEP professionals to take a moment and stay safety minded, always. Whether it’s at home or at work, on the lake or on the road, STEP wants its professionals and their families to always keep safety at the forefront.

SAFETY AWARDS

TOP SAFETY CULTURE AWARD

STEP’s outstanding commitment to safety, professional excellence, and core values has been recognized by the Top Safety Culture Awards for both 2014 and 2015. The Top Safety Cultures™ awards program is intended to promote safer workplaces and enhanced organizational cultures for employees, their family members, and their communities across Canada. STEP scored higher than the industry average in every category: Employee Feedback, Safety Practices, and Safety Incidents, again solidifying STEP as a leader in safety in the workplace.

OGM SAFETY AWARD – SAFETY RECORD

STEP is proud to add the OGM SAFETY RESULTS Award to its list of prestigious safety acknowledgements. STEP thanks the OGM for its recognition and congratulates its fellow 2016 category recipients. STEP would also like to thank its entire team of office and field professionals for their dedication to a safe work environment; your commitment to safe practices, policies, procedures, and keeping a watchful eye on fellow coworkers is admirable and at a level the entire industry can look up to. Thank you!

Headquartered in Calgary, Alberta, STEP Energy Services Ltd. is a privately owned, technically focused, oilfield service company providing specialized pressure pumping services to the deep, horizontal well market in Western Canada, and the Eagle Ford Shale Play and Permian Basin in Texas.

THE OGM SAFETY INNOVATION AWARD WINNER:
CROSBIE SALAMIS LTD.

Crosbie Salamis Limited (CSL) is a wholly owned subsidiary of Crosbie Group Limited, a 5th generation family-owned business with head offices located in St. John’s, NL. Established in 1995, CSL provides fabric maintenance and related services to the Newfoundland and Labrador offshore oil and gas industry. CSL employs in excess of 275 offshore personnel in various trades and approximately 40 onshore employees to support our clients’ needs. CSL has developed an innovative, comprehensive, and Certificate of Recognition (COR) certified safety program over the last 19 years. CSL’s program is consistently evolving and continuously improving to ensure it is aligned with current industry safety trends and best practices.

CSL employs in excess of 275 offshore personnel in various trades and approximately 40 onshore employees to support our clients’ needs. CSL has developed an innovative, comprehensive, and Certificate of Recognition (COR) certified safety program over the last 19 years. CSL’s program is consistently evolving and continuously improving to ensure it is aligned with current industry safety trends and best practices.

CSL Safety Awareness Campaign Each year, CSL develops a company safety theme and campaign. This year the theme is “Think S.M.A.R.T, before you S.T.A.R.T.” An injury and accident-free workplace is the goal – employees at every level of the organization, both offshore and onshore, are accountable for safety and for participating in CSL safety initiatives. CSL communicates company safety messages clearly, and outlines objectives for frontline managers and supervisors in a dynamic and educational manner. This year, CSL’s ‘START SMART’ campaign includes Rotating Safety Focuses (6 week duration), Visible Materials (banners, posters, t-shirts and hard hat decals), and Monthly Safety Focus Objectives.

CSL Heliport Visit Program Also unique to CSL is its Heliport Visit Program in which CSL Management, HSEQ and Operations team’s representatives make weekly leadership visits to the Heliport, 52 weeks a year. One of the primary goals of these visits is to motivate and encourage offshore workers to work safely, while also developing and nurturing relationships between onshore and offshore personnel. The visits provide for management and staff to have face-to-face, interactive conversations with our offshore personnel on important issues, including but not limited to safety, scopes of work, etc. while gaining insight into workers’ concerns and knowledge. This program has proven to be very rewarding for everyone involved, and has grown to become a key enabler of staff engagement, and demonstrates a philosophy of actively caring for all workers. CSL recognizes the importance of cultivating a strong safety culture and is continuously working with its employees, sub-contractors, and clients to improve the health and safety performance of its operations. The goal is, and always will be an injury and accident free workplace. CSL strive to accomplish their goals through continuous safety and loss control efforts. They have achieved a company TRIF of 0.36, across all offshore installations, through the continuous improvement and advancement of our suite of safety programs and initiatives, affecting the lives of all workers, onshore and offshore. CSL is a safety leader in the Newfoundland and Labrador offshore oil and gas industry and an innovator in programs and initiatives that make the difference.

The goal is, and always will be an injury and accident-free workplace. CSL strive to accomplish their goals through continuous safety and loss control efforts. They have achieved a company TRIF of 0.36, across all offshore installations, through the continuous improvement and advancement of our suite of safety programs and initiatives, affecting the lives of all workers, onshore and offshore. CSL is a safety leader in the Newfoundland and Labrador offshore oil and gas industry and an innovator in programs and initiatives that make the difference.

THE OGM SAFETY RECORD AWARD WINNER:
OPERATING IN A HARSH ENVIRONMENT COUGAR HELICOPTERS LTD.

Cougar Helicopters has been providing transportation to the oil and gas industry since 1990. Headquartered in St. John’s, Newfoundland and Labrador, the company currently operates a fleet of eight Sikorsky S92 aircraft. Cougar’s business of offshore helicopter transportation, medevac services and search & rescue (SAR) operations is conducted in the midst of some of the world’s most consistently challenging harsh environments. On an annual basis, Cougar safely completes approximately 8,000 flying hours representing 2600 trips offshore to move approximately 45,000 passengers to their place of employment and return trip home.

The Cougar Helicopters management and workforce team is steadfast in its unwavering commitment to excellence in service delivery and operational safety. Will Jacobs, Safety & Quality Manager said: “We recognize that in order to achieve our performance and safety goals, we can never assume that success is assured by simply having a safety program guided and executed by a series of policy and procedures manuals with a belief that if you follow the written word all will be okay”. Working with the understanding that safety performance is paramount and you do not always get a second chance to do it right, compels Cougar Helicopters to ensure that safety management is always its first priority, it is never ad hoc and is executed using a professional, comprehensive, actively managed yet workable Safety Management System (SMS).

Unlike most organizations where the management team is charged with the responsibility of keeping its workforce safe, Cougar Helicopters also has the responsibility of ensuring the safety and security of its travelling passengers. To achieve its safety goals, Cougar management recognizes the importance of a strong safety culture to underpin all facets of the SMS. Cougar’s managers and supervisors are accountable for providing a performance focused environment underscored by uncompromised safety leadership in all areas of work and operations – every shift of every work day. Through company and industry best practices, the application of a sound risk management program by a trained and experienced workforce delivers the required strong safety performance.

Safety performance at Cougar involves the integration of several traditional safety management tools and techniques with new and innovative technologies such as the onboard Sikorsky S-92 Health and Usage Monitoring System (HUMS) and Helicopter Flight Data Monitoring (HFDM). With HUMS downloads carried out after every flight, Cougar Helicopters is at the forefront of aircraft monitoring with installed technologies that allow us to continuously track and assess system health and complete preventative maintenance that ensures that the aircraft are operating at optimum performance. The HFDM allows us to review our daily performance with a critical eye to ensure that company safety standards and standard operating procedures are adhered to at all times. A commercial airline standard in North America, Cougar was the first rotary wing operator to implement a Transport Canada Type B co-authority flight dispatch system, thereby providing another layer of safety in its operations.

While Cougar has used flight simulators since its inception, in recent years, the company has implemented a more intense SIM training program for all its flight crew by conducting offshore installation landing and take-off training at night in a simulator up to four times per year. This by far surpasses the industry requirement of once annually. JJ Gerber, Operations Service Manager said: “It is our belief that regular simulator training exposure enhances skill, provides the opportunity to correct minor issues prior to them becoming bigger issues and keeps all pilots closer to the ideal standard operating procedures”. Safety forms the core of the company’s Mission Statement: In support of current ventures, and while continuously seeking new business opportunities, Cougar Helicopters Inc. adheres to the highest principles of safety and efficiency, exceeding industry standards and expectations for the safe transportation of passengers and the conduct of search and rescue operations.

Hank Williams, Cougar’s Chief Operating Officer told OGM “Our high level of safety performance reflects a strong team effort involving each and every employee at Cougar Helicopters. Working within a safety management system, Cougar has fostered a safety culture that reflects a set of enduring values and attitudes regarding safety – this is shared by every team member at every level of our organization.”

Funded by HMDC and RDC, this flight training centre features the first civilian Level D helicopter simulator with night vision in Canada. The simulator provides unprecedented realism for offshore facilities and local weather conditions offering efficiencies, cost savings and optimal training for helicopter personnel working in the region.

HMDC

Hibernia Management and Development Company Ltd. (HMDC) is the operator of the Hibernia field which began petroleum production offshore Newfoundland and Labrador in November 1997 and they have a vested interest in helicopter operations efficiency, safety and effectiveness in the region and has invested in the project proving their commitment to helicopter operations offshore Newfoundland.

HMDC helicopter service provider Cougar Helicopters has started training its pilots at the centre. “Cougar Helicopters has very high flight crew training standards for our offshore oil & gas and SAR operations and our pilots train multiple times annually to maintain that standard. This simulator provides training for our low visibility and offshore approaches and simulates turbulence and icing conditions accurately to match the conditions in which we operate,” said Hank Williams, Chief Operating Officer of Cougar Helicopters. “A training centre right here in the province provides more efficient scheduling of training, less travelling and therefore less fatigue for our flight crews.”

CAE

CAE is a global leader in the delivery of training for civil aviation, defence and security, and healthcare markets. CAE designs industry’s training solutions, anchored by the knowledge and expertise of our 8,000 employees, our world-leading simulation technologies and a track record of service and technology innovation spanning seven decades.  CAE has a global presence with 160 sites and training locations in more than 35 countries, including their joint venture operations, and the world’s largest installed base of flight simulators.

Each year, CAE trains more than 120,000 civil and defence crew members, as well as thousands of healthcare professionals. “CAE is proud to offer the highest quality flight and mission training to offshore and search and rescue crews in the province, including Cougar Helicopters. We also look forward to the research and development projects aimed at making helicopter training more efficient and safe,” said Nick Leontidis, CAE Group President, Civil Aviation Training Solutions, at the opening-of-the-facility event. “Through this partnership with the Research & Development Corporation, we will develop local R&D expertise to support the needs of the Newfoundland and Labrador oil and gas industry.”   

RDC

“RDC is excited to partner with CAE to enhance R&D capabilities in this industry,” said Mark Ploughman, Acting Chief Executive Officer of RDC. “CAE is a recognized global leader in training and with the completion of this new facility, together we are enabling research that will further enhance transportation safety and efficiencies for aircrew and personnel working in Newfoundland and Labrador’s offshore industry.”

“This training and R&D centre creates local jobs, builds local expertise, and supports local research that is specifically designed for our regional environment and our offshore needs,” said Len Coughlan of HMDC. “Having this facility in the region increases the level of research related to helicopter operations, which will contribute to improved operations and flight safety.”

_____________________________________________________________________

Tina Olivero

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This is a Business Development role for a Communications Consultant.
It is a contractual and commission based position.

We offer clients:

Communication solutions such as announcements press releases and product offerings
Graphic design solutions
Presentation solutions
Advertising solutions
Web solutions
Public Relations solutions
Digital media solutions
E-News solutions
Corporate branding solutions
Social media solutions
Social media training
Sales & Marketing Strategic Planning and Development solutions
Strategic Content Development
Writing
Editing
Proof Reading
and more….

We focus specifically on oil and gas clients.

Candidates must be positive, forward thinking, visionary and solution oriented.
Those hired:
1. Get the convenience of working from home
2. Are their own boss
3. Have flexibility
4. Work with AMAZING clients
5. Get a fast-paced, fun environment to thrive in
6. Embrace the new digital era
7. Learn a lot

To learn more about our offerings to clients that this position will be responsible for developing, please go to:
https://ourgreatminds.com/agency-services

Please feel free to send your CV and RELEVANT experience and education to: TinaOlivero@theogm.com

The NOIA conference was less about vision, exploration and future projects and more about addressing the challenges of the day – “oil price”.

Presentations focused on cost savings, efficiencies and maintaining profitability in an industry under pressure. Speakers included industry professionals, government, and organization who had a common theme in their message. It’s a time of adjustment, a time of innovation and a time of exponential change.

And why wouldn’t it be about the price of oil and its impact? In the last 18 months the price of oil has been cut in half. Think about that in personal terms. Your paycheck has just been cut in half. How do you live? What do you do? What cutbacks to you take? What are your priorities? How do you simplify and modify? What do you keep and what do you eliminate? That’s the challenge of oil companies, major contractors, and suppliers in the oil base today.

For the oil industry dealing with half of their revenue base has led to hundreds of thousands of jobs in the energy industry, being cut worldwide. There are drastic reductions in spending, transport, logistics, exploration, production, sales, and future projects. Times are tough around the globe. Many call it a time of crisis.

But is all lost?

The oil and gas industry presenting at the NOIA conference thinks not. After all, the world’s leading commodity is oil and gas and it attracts the greatest minds in the world. Rather than being defeated they’ve strategically channeled those great minds into an entirely new way of operating. 
With resiliency and creativity, the people of the oil and gas sector now have a new level of industry conversations that transform and recreate. It’s actually a time of rebirth through efficiency, business process, operational overview, collaboration, standardization, simplification and a reduction of operational costs.

This is a time of cultural and behavioral change. That means the vision, focus, and conversations that make business work have been catapulted to an entirely new level. Leadership is now more about being the facilitators of new regimens of efficiency and powerful innovation. Concepts of integrity, transparency, sharing, collaboration and industry partnership are not just “key” they are now non-negotiable.

Esteemed speakers on the topic of oil and gas innovation and efficiency included:
Naheed Nenshi, The Mayor of Calgary
Paul Fulton, President of Statoil Canada
Stephen Marcos Jones, Director of Business Excellence, with Oil & Gas UK
Hakon Skretting, Regional Director, TSOK, The Norwegian Oil & Gas Partners
Knut Boe, President, North Sea Canada, Technip

The conversations of the morning rang in similar fashion.  Embracing rapid change and moving forward is a navigational challenge in which they all had similar plans. We can expect to see three main operational themes emerging:

1. Simplification
2. Standardization
3. Industry collaboration

Each of these variables will emerge with the advancement of technology and new global communication systems. Resource allocation will be aligned with all that elevates these three themes and supports them in coming to fruition.

All that brings adversity also brings us together and today’s adversity will foster intricate industry networks that will lead to new solutions and results. Given we are on the cusp of  globalization this can only be a good thing.  I have the sneaking suspicion that it’s getting us ready for the new energy world that’s about to emerge.

Business is nothing more than a network of conversations

New operational efficiencies in the oil and gas industry will include systems that prove themselves in reducing cost and increasing profitability. Some of the trends include access to global virtual resources, detailed and shared inventories, sharing expertise and past experience, virtual hiring, the internet of things, big data, operations in the cloud, more efficient software and hardware, and advanced communication systems.

At the heart of each of these modifications and adjustments is “new conversations”.

So what we really have is a communications challenge. The goal now becomes more about enhancing the networks of conversations and the number of conversations we have that can strategically and succinctly lead us to a new world order. All of this bodes well for the world that’s globalizing and streamlining simultaneously. It seems that these new operational models will be the foundation for what’s to come and therefore are a necessary course of correction that will result in a sustainable new energy future.

Crisis forces change and it’s a good thing because people have conversations they wouldn’t have in the past. So rather than slashing costs by putting pressure on the supply base of the oil and gas industry, it’s a time to look at the big picture and optimize the entire offering where project durations are reduced, simplicity offers direct cost reduction, waste is eliminated, optimized efficiencies are implemented and technology ensures communication and operations effective overall.

The game of lean operations ensures we architect business with what we “need” rather than what we “want”. The model ensures a foundation for success in the midst of fluctuating market costs, emerging global markets and unpredictable variables. How we modify and move forward will inevitably provide us with the much-needed foundation for the new energy, globalized world of tomorrow

Tina Olivero

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Unfortunately, there is no crystal ball available for the outcome of oil price fluctuations so the industry is forced to make “best case predictions” for budgeting and hiring. Companies have had to make some hard, bottom line decisions as the commodity prices dropped. The larger corporations and the supply companies that support them have had to “batten down the hatches” by putting a halt on projects, freezing assets, and have been re-evaluating their workforce.

Where is the balance between cutbacks and sustainability?

The ability for companies to identify, plan, and have the resources available to meet demands will either enable or hinder their ability to meet targets.

With over thirty years of experience in personnel and energy trends, Levert Group is no stranger to market fluctuations. Levert has spent decades studying volatile situations to fully understand the challenges faced by both employers and job seekers. Levert Industry analysis reveals that management teams need to have a realistic strategy in place and be prepared for a significant strain on internal resources when activity levels increase. Attention to detail is critical as many companies often overlook variables such as vacation relief, turnaround and the extent of the recruitment process burden.

Companies across industrial and commodity-based sectors still struggle to retain or find skilled, experienced top talent candidates to fill many roles. Even with massive layoffs, shortages exist due to in part to the shift in student populations gravitating away from industrial related career paths, prospective candidates unwilling to relocate, as well as an increase of workers reaching retirement age.

It has been proven that Internal resources required to fill one role can translate to thousands of dollars. The reality is that some candidates take months to source, attract, pre-screen, interview, reference check, hire and/or train. This process can prove to be extensive all the while hoping that the candidate fits the company culture and meets expectations. There are no guarantees. This leaves us with the question, “How do we most effectively mitigate hiring risks in a time of financial constraint?”

Levert Group says hiring is changing

Companies were once able to entice candidates by offering incentives to fill effortful roles. Perks such as signing bonuses, higher wages, relocation costs, profit or gain sharing and other merit or goal-related rewards were strategies used to attract and retain the hard to fill positions. Despite the economic downturn, these expectations still exist for many industry job seekers despite the harsh reality that companies have scaled back, and long-term career opportunities are increasingly scarce.

Levert recommends HR practices to increase retention, mitigate hiring risk and support growth and success in volatile times. They say that being proactive means taking measures that include a contingency plan to strategically deal with leaner resources and their ability to ramp up quickly to meet demands as the industry improves. Utilizing a hiring agency can be important in this regard.

Levert provides resources to effectively assist in the transition of employees and provides a lifeline for companies searching for expertise in personnel resources, executive recruitment, office staffing professionals and payroll services.

Levert’s recent expansion into Halifax, Nova Scotia has facilitated growth in new markets providing additional services and support for new and established customers. They offer an online interactive, informative, and engaging communication support network and recruitment tools that enabled clients and job seekers to be mobile and proactive in their search using various search and select resources. Following social media channels is key.

One bad apple can spoil the whole bunch

As sophisticated as some of this technology have become, skilled recruitment specialists are trained to identify the key components in addition to skills and experience such as personality and cultural fit. While these seem like “soft skills” that may not outwardly seem critical, they are in fact even more critical that skill sets. Skill sets can be upgraded and learned but personality is not as easily changed. Corporate culture is critical to keep pristine. Having everyone on the same page executing on common goals in a powerful and positive way is imperative. One bad apple can spoil the whole bunch and in lean times, this is not an affordable mistake.

Levert offers candidates alternative solutions to being more successful in a job search. Free onboarding services and access to training options, pre-screening and other “get started tools” are available for industry related positions.

Connecting clients and candidates since 1983, Levert Group invests in the participation of recruitment initiatives and works closely with industry training partners and educational institutions to assist job seekers in finding more rewarding career and job opportunities. It’s about building a bridge between industry needs and supplying a trained and available workforce. That’s what they do best!

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A free consultation is available to you now, with a qualified Levert consultant:
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THE OGM: What is the most important aspect of training and getting in shape?

KRISTIAN: Consistency: Everything revolves around consistency in diet and training. When people fail to be consistent, they fall short of reaching their goals. Make sure your meals and workouts are consistent everyday. Eat on time and exercise as planned. That’s what creates the best results. From a dietary perspective, when you eat three times in one day, then one time the next day, and four times the next day, your metabolism can’t gain momentum to work for you. The goal in training is to raise your BMR or Basal Metabolic Rate – which is important because your body needs are at a peak BMR to lose weight. So the bottom line is making a plan, work that plan, and don’t miss meals or exercise times. Follow it with precision.

THE OGM: Why do some people continually exercise and never lose weight?

KRISTIAN: People who go to the gym but don’t lose weight, it is most often because they are not applying what I call the Triangle of Success. That triangle consists of resistance training, cardio and diet. All three MUST be working in unison and be consistent for the results to be there. If you lift weights and have the wrong diet, and are inconsistent with your diet, it’s simply not going to work. They may gain muscle and not lose weight and bulk up even further. Think of a pyramid and how each side of that pyramid supports the other. That’s what the triangle of success is all about. Each element must be consistently in place and followed, or the pyramid collapses. That means little or no results.

THE OGM: Why do most professional body builders restrict dairy; however, they advocate drinking whey protein shakes?

KRISTIAN: Although dairy contains healthy nutrients such as calcium and other vitamins and minerals which are needed for strong bones when it comes to fat loss, dairy products are restricted because of the type of sugar found in dairy, called Lactose. Lactose is a simple sugar which can lead to blood sugar spikes, which leads to insulin spikes which lead to fat gain. So it becomes a vicious cycle of sugar in your system. This also leads to unnecessary cravings and then overeating. Whey protein, on the other hand, is derived from milk but it is void of lactose. So whey protein supports the muscle building process because it has a high biological value which allows you to powerfully build muscle.

THE OGM: What are the most common mistakes in becoming fit?

KRISTIAN: Failing to get a gym membership and use it, would be up there on the top of my list. Lots of people often have weights at home collecting dust, but a gym membership puts some accountability and a lot of variety into the equation. Trying to lose weight before they join a gym. Often I’ve heard people say they are going to lose weight and then join the gym but what it does cause crash dieting and a significant loss in muscle mass, which leads to the worst possible results. The goal is to build muscle mass, not lose it. Simply join the gym, and do all the work there. Failing to educate themselves on the fitness journey. When people join a gym, without the knowledge of how to use the equipment or the proper exercise technique, they usually end up quitting for lack of knowledge and therefore lose the opportunity to be healthy and fit. Starting out I highly recommend an experienced personal trainer, who can fast track your progress and get you on the right track the first time. Early results are important, as they create the foundation and motivation for future training.

THE OGM: Summarise a program you would recommend for beginning fitness enthusiasts.

KRISTIAN: To start off, establishing a good routine, with a full body workout, three times a week on non-consecutive days, will create a good foundation and allow for recuperation. Cardiovascular activity can be done post-workout or the off days of training. This is the critical part of your pyramid training, which is critical for fat loss. Cardio should start out at 20 to 30 minutes 4 to 6 times a week. That may seem like a lot for beginners, but it’s critical to create the true results you desire. When it comes to food, protein is the key. Beginners should focus on developing a consistent eating schedule of 4 to 6 small high protein meals a day, which will stimulate the metabolism. Focus on lean quality proteins such as egg whites, lean poultry, lean fish, and whey protein. As well, eat a wide variety of complex carbohydrates derived oatmeal, brown rice, sweet potatoes, and a wide variety of vegetables. That will get you there!

Tina Olivero – The OGM

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Each event created by The OGM considers the surroundings and the environment. Thats what makes Elite Productions the perfect partner for The OGM events. Creating trends instead of following them, Elite Productions is a full service event design company that delivers what their name proclaims – an “elite” experience. With an insatiable appetite for creativity and flare, Elite brings clientele the most innovative solutions with the highest level of services, before, during, and after their events.

What makes Elite different is their constant effort to “travel the path less taken” when it comes to event design. Every client is different so it only makes sense that Elite designs are not treated the same way. Elite loves the challenge that the client believes is impossible. They continuously break boundaries.

At the last OGM event, the client party theme was, “GATSBY”. Paying attention to every detail the Elite team created the era and ambiance of the prohibition times. Their newspaper hangings, signs of the time, and decorating flare put you back in time and into the glamor and glitz of The Great Gatsby himself.

Working with energy clients, and having created a name for being extraordinary, Elite Productions is a fascinating group of minds that will take you to any and all experiences you want to create. Working with specialists like Elite means you don’t just have another networking event – it means you are remembered forever!

Levert Group knows that time is valuable in business and is available to provide quality assurance and industry-ready employees quickly. Levert Group is the largest industrial recruitment and staffing firm in Northern Ontario with branches in Sudbury, Timmins, St. John’s (NL), Halifax (NS) and recently Houston, Texas to accommodate their clients and personnel. The Levert Group is comprised of its Personnel Resources and Executive Worldwide divisions as well as their office staffing divisions; Celerity Staffing Inc. (ON) and Newfoundland Personnel Inc. (Atlantic Canada). The Levert group of companies provide industry-ready personnel resources, executive recruitment, staffing and employment opportunities within the mining, oil and gas, marine and industrial sectors.

Levert’s mission is simple – to provide superior industrial personnel and staffing solutions for our clients’ long-term and short-term contingency needs. The group seeks to continually improve as a company and grow as professionals striving to be the employer of choice to their employees. Aside from permanent placements, Levert also offers flexible, contract-based personnel and staffing solutions so clients are able to fill positions without adding to employer burdens. Effectively, this allows customers to complete their obligations without increasing the costs associated with a higher permanent headcount. For employees, this allows them to take advantage of onboarding services, gain valuable experience and form working relationships with our clients opening the doors to further opportunities.

Levert’s product is people. With a database over 10,000 qualified Atlantic Canada residents alone, Levert’s specialized divisions can fill positions promptly. Their Customer Relations Management system (CRM) allows recruiters to manage via www.gmail.com each individual’s file which includes interviewing and reference checking processes, assignments and timecard entry efficiently. Candidates undergo a series of tailored screening tests and thorough fact-finding measures specific to each client’s requirements. The entire recruitment process is completed by highly trained staff who work with potential candidates to determine their skills, expertise, and personality to determine the best possible match. Matching your requirements to the ideal candidate is easy; they already know both of you! Having provided these services to numerous clients in the oil and gas industry, Levert understands the challenges that our partners are often faced with and what is required to overcome them by absorbing the resources required to fill or maintain roles.

Richard Levert, President of Levert Group commented, “Today our client base has expanded to the point where we find ourselves serving clients from across Canada on behalf of global corporations and locally owned enterprises. For over 25 years, Levert has worked at matching the appropriate candidate with the right client. I am very proud of the reputation that we have established over that period of time.”

Many industries such mining and oil and gas are cyclical. Also taking into account an aging population with a large number of retirements on the horizon, the trend points to a shortage of skilled workers, technical and trades people. Companies will strategically plan their recruiting requirements to coincide with the demand of the projects at hand. Levert can accommodate these trends by providing cost-effective and timely solutions reducing the time, money, resources and risks associated with hiring the wrong person. In turn, candidates come to Levert to help themselves gain experience, gain contacts and gain additional opportunities. When it comes to people, Levert has continually aimed for a superior customer service experience connecting clients and candidates just like you since 1983.

The truth is, most people who retire after a great career hate it. According to Statistics Canada, 64 percent of retirees express some regrets within 1 to 3 years of full retirement. Most boomers plan to be financially stable during retirement, but very few boomers consider what they will do when they retire. Sure, vacations and travelling sound great. No schedule to dominate you. But that gets old pretty quick.

Research shows that only 3 percent of people plan psychologically for retirement. The fact that boomers are healthier and living longer also adds to the desire to do something constructive in the so-called “retirement years.” With more choices than ever, unlimited possibilities, and a job market that is booming and crying for an experienced workforce – we are in interesting times. We are in an era of globalization, exponential growth, and internet connectivity. That means that boomers are redefining what retirement means and creating a new realm of possibilities.

Get Hired

The process of hiring people has elevated with the times, and online dating success models are now the basis for the new hiring era. Online matchmaking has become the foundation for finding your next employee with progressive companies like Boomerswork of Nova Scotia, Canada. Not bound by time frames, geography, or any physical limitations, Boomerswork has invented the “match made in heaven” for your business growth.

Boomerswork

CEO Rick Emberley says, “We’re not consultants. We’re not headhunters. We’re matchmakers. Our network has the skills, and our employers are facing the challenges. We just make sure that the right talent finds the right opportunity. Job seekers join our network because they don’t want “just another job.” They’re not satisfied with a comfy chair and a paycheque; they want a chance to tackle real problems and bring value to businesses. And since Boomerswork specializes in fixed-term and part-time opportunities, they get the flexibility to enjoy all aspects of the lifestyle they have worked hard to earn.”

The oil industry turns to Boomerswork when they are faced with a unique business challenge that calls for a seasoned professional, but hiring full-time isn’t an option. Just like online dating, the potential hire creates a free Boomerswork account and job seeker profile. Once the profile is completed, Boomerswork technology sets out to analyze the information and locate a match based on relevant opportunities submitted by employers.

Once potential employees have activated their Boomerswork account and created at least one profile, they are eligible to be matched. This means when an employer looks for someone with that particular set of skills and experience, a match notice is generated from the profile and the process begins.

Rick says, “Boomerswork helps energy employers address their toughest business challenges by matching them with experienced, proven professionals who can begin providing solutions right away. Our network is made up of seasoned professionals with 20+ years in their fields and track records of delivering results. They’ve paid their dues, and now they are looking for something beyond 9 to 5. They want to balance the lifestyles they’ve worked hard to earn with meaningful work – like solving your most challenging business problems. This means you can hire on a part-time or term basis and get the right skills for a job – without making a long-term commitment. And since we charge a flat fee for each search, you’ll know from the beginning what the price tag will be. This means you can worry less about how big a markup each candidate carries and more about finding the perfect person for the job.”

A New Era Of Hiring

As the oil and gas industry grows and as we look for new, more cost-effective solutions for hiring, the Boomerswork matchmaking solution makes sense. Not only are people selected and matched online, and not only are they experienced and seasoned in their area of expertise, but it’s much more cost effective than full-time employees with all the benefits, taxes, and payments. All Boomers are fans of Bob Dylan and he had it so right when he sang, “The times they are a changing.”

“A players hire A players. B players hire C,” said Jobs. “Do you get it?”

The Creative Class

American economist and social scientist Richard Florida would describe these “A players” as the creative class. According to Florida, this group of forward-thinking individuals is emerging as the most socially and economically influential of our time. In Rise of the Creative Class, Florida claims the creative class values meritocracy, diversity and individuality above all else, and as such, they’ll settle for no less in their environments. Florida says places that wish to attract the creative class must possess the three “T”s: Talent, Tolerance and Technology.

So if your company already possesses the Talent and Tolerance, let’s be sure you can attract the right people by also demonstrating your Tech savvy.

On Linking In

Posting on the big boards invites the spamming of hundreds of unqualified applications. And really, why pay thousands of dollars for something like Monster.com when you can use aspects of LinkedIn for free, or at just a fraction of the cost? Why indeed. The beauty of LinkedIn is that it’s a virtual, self-selected database of resumes and portfolios at your fingertips.

Here’s a few tips to get LinkedIn working for you:

1.Work with who you know. It might seem straightforward, but if you’re looking for the right people, start with the right people. That is, seek out and add to your LinkedIn network those people already trusted to deliver. Whether workplace or alumni peers, these folks should be your first stop for future employees, or at least a great means for finding them. Practically speaking, if you’re looking for a top-notch policy analyst, you’re way more likely to find one within the networks of top-notch policy analysts. Ask current employees to spread the word too. Plus, your own colleagues are more likely to suggest opportunities to those they trust to deliver. According to Scott Allen, social media strategist and co-author of The Virtual Handshake, building quality connections through authentic relationship building, even when they’re virtual, is key to finding and keeping the right people by your side.

“Otherwise you’re undifferentiated from the dozens of hundreds of other recruiters they’re connected to,” says Allen. “Strong relationships, not large contact databases, [build] business.”

2. Develop a career page. Nobody wants to work at a mundane job at a dull company. Building brand equity and awareness that’s exciting is bound to attract the creative class. Make sure to upload dynamic presentations, engaging blogs and perhaps most important, diverse workplace testimonials of current employees. You might even consider hiring someone specifically to create and position your page with these engaging design elements. And, make sure the job ad pops. Just remember, any employee worth your time is checking you out too, so make sure you deliver.

3. Update statuses. Let your connections know you’re trying to fill a position by simple saying so in your status, as well as your company page’s status, and linking your snazzy job description to it. Encourage work colleagues on LinkedIn to do the same, as well as “like” one another’s statuses (links, attachments and “likes” improve the propagation of the post in news feeds. This rule goes for all social media). Also be sure to change the status on your company page to “hiring” to let your page followers know that a position or positions have opened up.

4. Key word it. Make sure your company profile and the job description targets the right people by being very specific with the words you use to describe the person and corresponding skill sets you’re seeking. You can also key word search candidates by specifying preferences such as location, job titles, language, school, industry, and so on. Find interview-ready candidates quickly by simply entering words like “pursuing,” “looking” or “seeking.” Upgrade your account to filter further, such as seniority level, years of experience, whether the candidate has worked for a Fortune 1000 company; etc.

5. Reach out! Use the free InMail feature to reach out to groups of up to fifty trusted professionals at a time. Ask them directly for referrals, or, if you’re feeling bold, introductions to the star candidates in their networks.

6. Reach in… If you’re already part of a LinkedIn group with an established presence among them, leverage your member status to target and mine candidates from within. Chances are if there are no suitable candidates in the group they’ll be happy to direct you to some who are.

7. Sponsor a job ad. This LinkedIn paid service allows you to get top placement in the “Jobs You May Be Interested In” widget. LinkedIn will then feature the ad directly in potential candidates InMail boxes, as well as give your ad top billing on their homepages. Plus, since this is a “pay per click” feature, the employer only gets charged when a candidate clicks to apply.

8. Talent Finder. Another paid LinkedIn service, this feature allows you to see anyone’s expanded profile, message any of the site’s 200 million+ users, and get more search filters and results. The feature will also help you week out great candidates who aren’t actively seeking employment (until now).

9. Target and mold new grads. Students are LinkedIn’s fastest growing and most engaged segment. Promote jobs through the Student Jobs Portal and reach out to millions of recent graduates from the world’s top colleges and universities. LinkedIn guarantees a minimum of 10 applicants with this paid feature.

10. Reference check. This is a great way to reinforce a good reference. As we all know, candidates always give the best references from a previous work environments. Meanwhile, since LinkedIn aggregates lists of current and former employers and employees, you or the HR professional on your team can reinforce that reference independently.

Happy Hunting…

Just remember: in this giant web of relationships we call work and life, we are all linked, and getting that A player will always require an A game on your behalf.

In the progression from the Hibernia days to the current Hebron project, women are taking on a greater role in the skilled trades sector in the oil and gas field. “It is not can a tradeswoman go to work on the industrial projects, but how many can we send there?” Says Karen Walsh, Office to Advance Women Apprentices. There are ironworkers, mobile crane and heavy equipment operators, carpenters, electricians, welders, scaffolders, concrete finishers, and the list goes on.

The Office to Advance Women Apprentices (OAWA) (funded by the Provincial Government of Newfoundland & Labrador) has been working diligently with unions, contractors and the Government Benefits and Diversity team to ensure that tradeswomen are actively participating in the industrial projects within our province.

Women are not only getting hired on the provincial industrial projects such as Hebron, Muskrat Falls, Long Harbour, and Maritime Link, but they are an integral part of the actual construction. Women are breaking the norms and showing up on job sites where men are taking a double look to see just who is under that hard hat, and they are moving through the ranks to Safety Ambassador, General Foreperson, participating in National trades’ competitions, etc.

Charlotte Kratchmer, concrete finisher was a little surprised when she got promoted to the position of Foreperson on the industrial site she worked on but it did not take long for her leadership skills to bring her to the next level of General Foreperson. Joanne Greeley after working through the ranks of electrician at the Long Harbour site took on the role of Craft Safety Ambassador and Kirstene Reyes proudly represented women in trades in a National trades completion this past summer.

Women are taking on the roles of trades instructors in colleges, committee members on block and red seal exam reviews, Program Development Officers with the apprenticeship division and even starting their own construction businesses.

OAWA has a registry database of over 1100 tradeswomen and that includes women going into trades programs directly out of high school to women in their late 40’s or early 50’s moving into the trades as a second career. They have turned barriers into opportunities and are changing the attitudes and outlook of what makes a construction site.

The OGM blends Energy + Culture in a harmonious platform that caters to something for everyone. While still keeping our core focus on the Energy industry. The OGM exists to engage, educate and inspire it’s readers and clients around the globe.

The OGM’s asset base provides a range of global media and communication experiences through print, online, weekly news and social media publications. The OGM was just nominated as one of four top online publications in Canada. Check it out: www.TheOGM.com

Your Career Path

Working at The OGM means you will be submersed in a culture without hierarchy, but rather you are self managed, eager to learn, and have mastered the art of integrity, responsibility, communication and self awareness.

• You thrive in a high performance team and collaboration, team work, equality and authenticity with yourselves and others is paramount.
• You’re true passion is being of value to your clients. Discovering their needs and delivering creative, supportive and undeniable solutions that facilitate their business growth.
• You have big bold goals and you are willing to overstep mediocrity, the status quo, and social norms to create unprecedented results.
• You develop and maintain strong customer relationships, gather market knowledge, identify market opportunities and develop strategies to profitably grow your business portfolio.
• You hold a Bachelor’s Degree in Business, Marketing or related Business Development field. You have a minimum 10 years previous sales/marketing/management experience specifically for oil and gas clients. You have proven leadership capability and customer relationship management skills.
• You are successful at working independently with a sense of urgency, a high level of customer focus and attention to details and relationships that drive sales.
• You have excellent communication (verbal and written), decision-making and issue resolution skills.
• You have a proven sales ability, established client base and a powerful industry network that you can clearly show us and we can reference. Good time management skills. Works independently. Loves work-life flexibility.
• Your work day includes prospecting for new clients, calling on and meeting with established and prospective clients in a ‘consultative’ manner – Conducting fact-finding interviews/making advertising sales presentations/closing sales. During your meetings you will be make advertising recommendations/ideas to clients/potential clients. You will be relaying client fact-finding information to writing/photography/design staff, toward effective advertising layout and design
• You will be using The OGM database’s and other industry databases to identify possible customers, and pitch a particular services offered by The OGM.

How to Apply

If you have what we are looking for, coupled with a desire to be involved in the dynamic energy publishing industry, send your resume with 3 references to

SALARY will commensurate with experience: Salary range $120,000 – $150,000

Indeed, with industries across Canada vying for skilled labour, it falls on Alberta’s energy recruiters to make the prospect of a northern move as appealing and stress-free as possible. With this in mind, many are leveraging the assurance of personal and comprehensive relocations to help seal the deal.

“There’s no question that a good relocation package plays an important factor in recruitment,” says Martin Robillard, Director of Relocation Services with the Alberta-based Highstar Relocation Group. “We’ve often seen situations where one employer won’t offer enhanced relocation support, and the candidate will take a job with a competitor because they will. And even when candidates are offered a relocation package valued at, say, $10,000, often times they will prefer to take support worth that same amount rather than be left to do everything themselves and assume the associated risks.”

No doubt, demonstrating extra care when moving employees from point A to point B can be an effective incentive. The key, however, is to ensure the nuts and bolts of each relocation are tailored to the employee’s specific needs and wants. This is especially true for moves to remote locations, where resources may be limited and destination services more scarce.

“Providing specialized support is a big thing,” says Robin Sherwood, Senior Relocation Specialist with Highstar Relocation Group. “It enables employees to really hit the ground running when they get on site. Because let’s face it: there’s a lot less stress in a move — especially when someone is tackling it on their own. A good relocation plan assumes that stress for them so they can do what they’re good at without dealing with all the questions they might not have answers for.”

That enhanced level of support can take many forms. It can include helping employees sell their home, move household goods, or find a new place to live in tight remote markets. Or more ground-level tasks such as helping an employee obtain a new driver’s license, open a bank account, find a local doctor, or otherwise assist the employee and their family settle in to their new lives.

“It also helps to make it personal.” says Sherwood. That means working closely with clients and employees throughout the process so nothing is left to chance and everyone is in the loop. “We have to understand that people are uprooting their entire lives, not to mention their entire family’s lives. There are a lot of implications that come along with that, so we try to keep things as personal as possible by keeping a majority of our services in-house, and making sure it’s our employees who are working with them every step of the way.”

“It’s important to make it as personal to employees as possible, because that’s exactly what it is.”

Technologies like custom mobile apps, tracking programs, and online client databases can also provide an extra level of relocation comfort. Tools like Highstar’s RedSky system, for example, is technology equipped equipped with the means to track virtually every detail of their relocation, and access vital documents with the flick of a finger. But while innovations such as these are advancing the relocation industry, Robillard insists it’s important to regard technology as a means to a more personal end, noting, “We see technology as a resource for us to manage the relocation, and not necessarily the culture of the relocation.”

Without question, Alberta’s oil and gas industry is rife with opportunity. The challenge is getting today’s talent to buy in. And while progressive relocation support is but one tool at a recruiter’s disposal, it can go a long way towards moving talent in the right direction.

The human resource forecast for 2020 predicts a massive 70,000 vacant positions. That’s a paramount growth explosion which we have never seen in this region. This growth will lead to significant challenges for labour supply, specifically in the oil and gas and energy sectors. Companies working in the energy industry will need to focus on their business growth while they avail of subcontracted experts to fill roles with experienced people.

As a result, talent search groups are setting strong foundations in Atlantic Canada to be ready to supply this need. Venor Search Group is a dynamic executive search firm that boasts
one of the most experienced teams in the industry with local, regional, national, and global reach. They specialize in recruiting at the Director, VP, and C suite level. Darrell Collier, who leads Business Development in Newfoundland and Labrador for Venor Search Group, says, “We encourage our clients to focus on company goals and objectives and allow us to assist them in attracting and retaining the best talent to meet those goals and objectives.”

Venor has established strategic partnerships with Conroy Ross Partners and Optimum Talent who are the top executive search firms in Western and Central Canada respectively, giving them national scope in resourcing much needed skill sets for their clients in Atlantic Canada.

Venor recently opened an office in St John’s, Newfoundland, to be strategically positioned for the growth ahead. Lewis Stoyles, Senior Advisor with Venor, notes the importance of matching talent and culture, “Our Newfoundland and Labrador clients are looking to hire people who are open and committed to the growth of their organisation. They are looking for specific competence and they want people who fit their culture and their vision for the future. Clients also want to be assured that credible, competent people will be assessing the fit of prospective candidates with their companies. That’s what we deliver on.”

With Newfoundland and Labrador’s Human Resources Labour and Employment forecast of 70,000 job openings in the province by 2020, Collier says, “The competition for talent in the energy sector in Newfoundland and Labrador is such that it is no longer smart to rely on the ‘post and pray’ method when advertising jobs. You need a recruitment partner who is very well connected, is savvy in the market, and will do the legwork to identify and target the right individuals in a strategic and compelling manner. Lewis Stoyles and I have been integrated into the Newfoundland network for over twenty years — practically the life of our petroleum industry in the province. That industry experience is really what makes recruiting work well. It’s who we know coupled with a strategic network of high level recruiting strategies that make all the difference.”

Jada Santuccione

Age: 11

We get oil from drilling underground and it’s important because oil is a type of fuel that we get energy from. The type of job I would like to have in the oil industry is the person who organizes the money.

Ben Olivero

Age: 11

Oil is a petroleum based liquid and it comes from fracking, the oil sands, and offshore drilling. It gets made in refineries. We have projects here in Newfoundland like Hibernia, Hebron, and White Rose.  A GBS is a Gravity Base Structure.

Ella Strowbridge

Age: 11

Oil is a fuel from the ground. It is an offshore platform called Hibernia and it’s an energy source and it goes in buses.

Joey Burton

Age: 12

Oil is a power resource. We mine oil and we get it with pressure under ground. The topsides is a drill and the GBS is a boat. I would like to be an oil industry transporter.

Lara Blackburn

Age: 11

Oil is a liquid from the ground and it’s made with machines. It’s important because it makes our cars run. The type of job I would like to have in the oil industry is to be the person who does the Coring.

Nathan Dunne

Age: 10

Oil is a thing that comes from the ground and it gets made in a factory. It’s important because it’s for our homes.

Knowing that someone is not a fit for your company is as valuable, if not more valuable, as finding your match. Hiring the “wrong person” costs a lot of money, creates a lot of drama, and is a major headache.

Here are six red flags that might show up in your first interview. If and when any of these red flags appear in the interview process – end the meeting and press the next button.

Red Flags

1. They show up late for the interview and through the interview process, they illustrate places where they don’t follow through, break their promises, or cannot deliver. This is a clear indication of the lack of a relationship with the word – integrity.
2. They are “over the top” excited about you and what you have done, rather than about revealing their own specific skills that are important requirements for the job. They don’t answer the questions straight up, and they redirect the conversation to focus on you or on your organization/company. This can be a sign of dishonesty and is often a diversion tactic.
3. If a person shows an air of arrogance or superiority, it can often be a sign of an inferiority complex. They may cover this up with humor, or they may speak about themselves and show no signs of a team effort. Next!
4. Ask potential employees if they have ever failed at work or made a mistake. If they have never made any mistakes or if they take no responsibility for past failures or mistakes, it’s time to say good-bye. Mistakes are a part of business and growth and owning them is a sign of leadership and a person willing to take responsibility for outcomes and learn from them.
5. The body talks so watch and listen. If your potential employee answers “I don’t know”, or they don’t answer directly, or they start to yawn when you ask them a certain question, these are all signs of avoidance.
6. During the interview if you have a person who complains a lot, gossips or are over the top negative, that’s an issue. Pay special attention if they are upset at their former employers, or if they have sued a previous employer – watch out, you’ll most likely be next. As well, check out how they communicate about their past competition. Do they put down the competition? if so, this is a lack of confidence in their own abilities.

Real Winners

Once you are certain that there are no red flags showing up in the first interview, it’s on to looking for the qualities and competence that fit with your corporate culture.

When designing your interview questions, ensure that you get a range of experience, competency, skills, and personality traits that allow you to discover the depth of your applicant. Use your creativity to design questions that reveal the truth of who people actually are, quickly and easily.

Use your intuition and the guide above during the interview, to reveal the red flags in the FIRST interview, saving you time and money.

Sit back in the interview and ask yourself, would you like to be around this person. Can you work with them day in and day out? Are they interesting? Do they capture your curiosity and have a zest for life? Are they positive, forward thinking, and creative? Your job applicants should always leave you feeling good and excited to know more about them.

The interviewee has to exude the right personality. Ask yourself is this person passionate? Do they have the energy to move projects forward, influence others, and inspire clients and team members along the way? It’s your job to find out what they are emotionally connected to, and that must correspond “directly” to the position you are hiring them for. Ensure that there’s a match.
Is this person upfront, honest, and willing to acknowledge their mistakes? People who are sincere, competent, and reliable automatically gain your trust. When someone is open enough to take responsibility for things when they don’t work, and lead by taking responsibility for all, you have a winner.

Is your applicant a holistic thinker? Can they see the big picture and look at things from a macro perspective rather than from their own little worlds? Do they understand the cause and effect of their actions on the entire organization? Is this person a leader?

Today’s era of business requires that everyone take responsibility and be leaders in their own lives. “No blame” cultures are becoming the norm, and creativity is the foundation for overcoming challenges and architecting new systems. Does your applicant have an interest in all departments in the organization, see things from many perspectives, and have the ability to be in a team member’s shoes? If so, you have a winner!

Happy Hiring!

A Degree Is An Investment Product

Consider this: would the housing market and national economy be better off if the average first-time home buyer was an 18-year-old with no income and a borrowed down payment?

Outrageous. Yet–though the comparison is imperfect–this is essentially the scenario in the post-secondary education market. And yes, it is a market. More specifically, it is an investment market. People go to university for all manner of reasons, but chief amongst them is career aspiration. We drop a great deal of time and money studying something that will ostensibly put us in better stead for our future. So a degree can be viewed as an investment product of sorts. Financially speaking, it’s a lot more like a mortgage than a high school diploma. And viewed from this angle, the data about earning potential is no less than shocking.

The Most Important Financial Decision Of Your Life

It is beyond doubt that, in the aggregate, university degrees have been a boon to the social mobility of graduates. In September of 2013, Statistics Canada announced that, as of 2010, a university degree nets a full-time employee an average salary of $80,500 per annum, compared to $54,000 for college and $46,000 for high school.

However, a recent Georgetown University study by Anthony Carnevale shows that university degrees come with just about the biggest caveat emptor imaginable. The data, which studied American students from 171 majors, demonstrates that, depending on which degree you choose to pursue, the median income ranges from $29,000 USD per annum (Counseling Psychology) to $120,000 (Petroleum Engineering). That’s a whopping $91,000 USD difference per annum. Add that yearly difference up over a 35-year career, and it’s a total of $3 million more income that could have been earned in a lifetime if the student had chosen the more profitable degree.
This makes the university degree very likely the most important financial decision of a person’s life. And it’s a decision typically made by a high school kid more concerned with Facebook selfies than financial stability.

The Cost-Benefit Analysis Angle

It’s relatively safe to claim that important financial decisions are better made with proper cost-benefit analysis. Yet we rarely, if ever, hear guidance counselors, parents and teachers warning students about the downside of a snap decision to go to university after high school. In fact, the conventional wisdom is that immediate enrollment in university is actually a good thing. That wisdom is wrong, and dangerous.

Unless you’re amongst the minority of teenagers with a passion for mining technology, petroleum engineering, or the like, spending a few years in the real economy before making any post-secondary education decisions could literally net you millions of dollars. That money obviously far outweighs the possible lost earning potential of entering a professional field a few years later. And take it from the hip guy with the beard and the psychology degree barista-ing at Starbucks: you’ll be a lot happier with a decent salary in a career you’re passionate about.

Take A Couple Years Off, Kid

Certainly not everyone should study the degrees with the highest earning potential, and there are a variety of other important factors than money in considering what to study. But the decision is definitely better made carefully and slowly.

So, here’s a lucrative piece of advice for high school graduates:

Don’t go to university.
Yet.

Meadow Baker

Age: 6

What do we need oil for?
Cars and motorcycles and mowlawners.

What is your dad’s job?
My dad’s job is going on the oil rig on the helicopter, and he owns two day cares.

What is an oil rig?
It’s like a big thing underwater. There’s legs on it that can go in the water. My dad works on top of it on the ledge. He drills for oil on the ledge.

Where is the oil rig located?
Out in the sea, about 10 feet away.

Lilyanne Louise Ottenhiemer

Age: 4

How old are you?
Four.

What makes a car drive?
The wheel.

What is a gas station?
It’s food for cars.

Where do we get oil from?
The bank.

Leila Maria Rogers

Age: 7

In business do they have something called safety?
Yes, they can be safe if they don’t pinch their finger in a cash register.

What are safety clothes?
Safety clothes are orange, and it has white stripes. This is so they don’t get hurt because it reflects.

What is risk?
It’s when you do something you don’t wanna do, but maybe you do it anyway.

How can we avoid risk?
Knowing that they shouldn’t do it and listening to people who tell them. They would have to listen.

These adjectives are unlikely to be top-of-mind when most people are asked to describe the ideal leader. Yet any scan of the world’s most successful entrepreneurs reveals that many frequently demonstrate these and other undesirable leadership characteristics. Why then does the word entrepreneur have a positive connotation? Why are so many oil and gas organizations openly striving to maintain or return to their entrepreneurial roots?

Read on to learn why many organizations now place “entrepreneurial” at the top of competency frameworks they use to hire and promote talent and how to avoid the potential pitfalls of this sudden shift.

Agile. Innovative. Efficient. Inspired. Passionate. Tenacious. Courageous.

These descriptors better capture what most business leaders envision when they hear the word “entrepreneurial.” In a time when oil and gas companies are under tremendous pressure to achieve breakthrough performance with constrained budgets and lower headcount, it is not surprising that “entrepreneurial” is frequently used to describe the ideal organizational culture. Hiring and promoting leaders who are decisive, act like owners, take personal accountability for results, foster entrepreneurial values in their teams and, ultimately, increase shareholder value are two of the most important tasks of any organization.

Given the list of destructive tendencies even top-performing entrepreneurs can demonstrate, careful planning is required when shifting to an entrepreneurial mindset or the results can be disastrous for a company culture.

During the halcyon days of the $100+ barrel and $10+ mmcf, many oil and gas organizations grew rapidly. With growth came more process and bureaucracy and, inevitably, less autonomy. Many entrepreneurial leaders sought more freedom and the strongest often found or created start-up opportunities where their hard-driving style was not only accommodated, but also valued and financially rewarded. Meanwhile, as a shortage of key talent forced large organizations to offer increasingly lavish total rewards packages (just to attract and retain even mediocre performers), they shifted even further from the entrepreneurial ideal.

Today, market conditions have created a unique circumstance in which entrepreneurially minded talent is often willing, or forced, to join larger organizations at precisely the time when large organizations most need entrepreneurial thinking.

1. This paradigm creates tremendous opportunity and risk. If becoming more entrepreneurial is a goal for your organization, use these strategies to ensure you are attracting, rewarding, and promoting the talent best suited to drive breakthrough performance.

Create a list of measurable outcomes for each key role in your organization. To paraphrase from Alice in Wonderland, if you don’t know where you are going, any path will get you there … Start with the end in mind to answer the question: “How will we know in X months if we hired or promoted the absolute top person for this job?”

2. Build an outcomes-based job description. Include a list of competencies and attributes needed to achieve the outcomes, based on a desired end state and not a list of daily tasks.
“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea” (Antoine de Saint-Exupery, The Wisdom of the Sands).

3. Identify the competencies that will actually lead to the outcomes. Avoid platitudes and descriptors not directly related to the outcomes. If achieving the outcomes requires multi-tasking, decisiveness, tolerance for ambiguity and agility, seek a candidate with an entrepreneurial mindset. If the role requires patience, methodical thinking, maintenance of the status quo and a detail orientation, seek a steady and conscientious leader who naturally operates this way.

4. Build an integration plan around each promotion or new hire. Many organizations’ integration effectiveness varies inversely with the seniority of the position. The more senior the leader, the more they are expected to “self-integrate.” Shifting any part of the organization to a more entrepreneurial style requires planning, otherwise “organ rejection” will occur. Arm the leader and his or her team with the tools to prepare for and work through the inevitable friction that occurs during any change.

Remember, entrepreneurially minded high performers will determine a road map; you just need to point them in the right direction. Whether it is higher netbacks, lower G&A, improved customer feedback, or increased market share, provide the goal post, choose the right leader, and help create the context within which they can achieve their mission.

The oil and gas industry was built and remains fueled today by some of the most audacious and courageous entrepreneurs in history. More than most mature industries, oil and gas harbors the unique opportunity to foster the entrepreneurial spirit that built the industry and will persevere through any current or future challenges. Organizations that learn to identify, develop, and coach emerging entrepreneurs to become self-aware, sophisticated, and flexible leaders create value both for their shareholders and the entire oil and gas industry, all the while facilitating a culture of innovation that will sustain the industry far into the future.

I decided to meet with a true Gen Y leader, Munaf Samji, CEO of The OGM to discuss what is happening in the workplace today. I show up with a pen and notepad in hand; he arrives sporting the most current iPad on the market. We both smile at our differences and realize this is just the beginning.

How Did It Change So Fast?

Our world is shifting faster than we can keep up with it on so many levels. Today the tools and technology are continually changing, as is the makeup of the audiences we serve: our employees. Not only are we being impacted by a technology-driven society and a multicultural workplace melting pot, but also add in the multigenerational factor to the mix, and chaos in the community is the only logical outcome. We have the baby boomers, with their own set of work ethics and analogies, looking to retire (one out of four will be 65 by 2036, Alberta Human Services report), and along comes the next generation with a different set of expectations: flipping roles every two to three years, and striving for more lifestyle balance.

Keeping the same old business model will not be sustainable in the workplace much longer.
It is estimated by 2025 that 75 percent of the global workforce will be made up of this new leadership group. The rush to figure out how to deal with the next generation is crucial as they are the future of the economy, and I’m certainly in it.

How do we get this figured out so jobs get done and people are engaged in the workplace, where the business community succeeds and the rewards are meaningful?

Start At Ground Level: Training In The Workplace

HR is often the first to deal with the changes in the work environment, and is 100 percent dedicated to employee needs. The people in that department have their hands on the pulse of what is happening; consequently, it is a great place to start my inquiry. The problem is how much time do they have to address the changes needed when their plate is already full?

I recently read a job description of an HR leader that was a page long. The expectations for what he or she was to do on the job required a cape and super powers. I thought to myself that it might even be easier to sign up to be prime minister than take on the duties of an HR leader. They typically not only have key tasks to manage, such as hiring and firing, managing stress leaves (on the rise today!), setting up effective evaluations systems, reporting on all employees and chains of command (… on and on it goes), but also are charged with making sure training gets done.

The problem is that training is not a code-red activity in most workplaces. It often gets seen as the fluff of an organization or an afterthought when the really important activities get done.

Throughout my own work with the Workplace Speaker Network, I’ve been quoted the following passages:

“I see HR leaders with too much on their plate and no time to do it all. I believe companies need an outside voice or extra hands to get the job done well. If a company wants to stop playing in the code-red zone, effective training practices (meeting the core needs of employees) are a great starting point. Training is key to engaging and integrating our next generation of leaders,”

and,

“We as a business community need to open the discussion to talk about what the rules of the game are today: understanding intergenerational communication … not shove it under a rug and pretend all is well. All stakeholders including Gen Y need to be at the table to find solutions.”

Don’t Just Say It … Do It

The rush has already begun to not only talk about doing training, but to actually follow through in providing it. Over the years, companies have functioned by hiring employees and expecting them to show up and just “get er done,” without any hands-on training. The attitude then was, “you were hired and now it’s your job to make it work.”

Gen Xers agreed to this rule and worked long hours, and took work home to survive. The fear of being fired or losing income was all they needed to follow the rules and expectations as assigned. The philosophy of doing whatever it takes is what was required. As parents teaching our children (Gen Y leaders), we sent them a message that said, “don’t let people treat you like this,” and they listened.

Oops … Did We Get It Wrong?

Gen Ys do not see themselves working 25 years for one company and sacrificing their lifestyle for a paycheck. Not happening. Traditional workplace rules (as Gen X has known it) have not been part of Gen Y’s language. Clarity of what the rules of the game are, plus clear expectations need to be the starting point. I am neither condoning poor work ethics nor suggesting we create a slack workplace to accommodate people who don’t want to follow the rules. I do, nonetheless, see a need to figure out how companies can establish a work environment that supports respect for all, attracts new employees, provides meaningful training, and sustains the growth of the business.

We need to determine the new rules and how best we can all play together in the sandbox of life.

I heard recently from a new manager (age 34), who shared with me that Gen Y employees do not exhibit the same level of common working knowledge as their predecessors. They don’t see the implications of how their choices impact the whole. Their mandate is to work to live, not live to work. We as a society need to find a formula that transfers the common knowledge that is required and allows the balance that Gen Ys are looking for to show up in workplaces.

Change is imminent. Clarity of what we all want is integral to making this happen.

Both generations must somehow shift to get on the same page. If Zappos can do it (have a lineup of cross generations who want to work for them by building a work-life balanced culture—“the work-life balance, happiness factor”) and still be profitable, their philosophy is worth exploring.

So, What’s Next?

Assess the Learning Needs of Your Organization.

When was the last time you welcomed all stakeholders in the learning food chain to have a voice? Stop viewing training at work as same old same old.

Explore creative learning opportunities to attract employee participation.

I work with companies who do formal training (expectations and systems), but also choose to stretch the traditional definition of training to include personal growth sessions, like art at work and dog training. When we focus on meeting the needs of employees, the work culture rapidly shifts: it becomes a fun place, and people are more willing to put in the time when their needs are met.

Start now by involving all stakeholders and listening to their needs.

Mentoring Programs, No Longer An Option.

Today, I see a hunger for new leaders who desire the opportunity to learn from mentors. This means finding leaders who accept the fact that gaps in knowledge exist, and are willing to be patient with newbies to answer their questions about the job and life, while remaining respectful and patient.

Companies need to plan mentoring programs to sustain their edge going forward.

Not only will it help the next generation of leaders understand how the company thinks, it will also improve communication across generations—a win-win solution.

Bring All Stakeholders To The Table

How can you solve the problem when you leave stakeholders out of the process? In many companies, decisions are made by the executive teams typically stacked with Gen X thinkers. If we know there are companies like Deloitte (rated as one of the top Gen Y hirers in North America) who are thriving, creating desirable workplace cultures, and still being profitable, the solution may be just around the corner.

Right now is the time to do something about getting on the same ship sailing into the future!

Asking the right questions, involving the right players, and creating forward-thinking policies will help us achieve our “get er done” philosophy.

So, after I swallowed the reality of my score, I opened my iPad, peeled the plastic off the screen, and readied myself to ask my 14-year-old (Gen Z?) to teach me how to use it!

Over the last decade, various organizations have shifted their policy towards encouraging employee empowerment. Studies have shown that organizations with empowered employees perform better than their competitors by up to 202%. Empowered employees are known to be more engaged, inspired and productive in their work. They are more likely to take initiative and are expected to last longer within the company.

Though thought leadership is a great tool for spreading your brand message, it can also be used as an effective means of empowering your staff from inside your organization.

How Thought Leadership Empowers Your Employees

Influence is the currency of thought leadership. That’s because an effective thought leader can have a profound effect on the people they influence. As a tool for change, influence has a longer lasting effect than simply giving out orders on the office floor or through e-mail. It can refocus your company and empower your entire workforce. Here are just a few of the ways thought leadership can empower your employees:

• Thought Leadership allows employees to see the bigger picture of the organization by sharing the company’s long term goals and long standing principles.
• Thought Leadership encourages employees to excel at their responsibilities, inspiring them to come up with solutions that allow them to go above and beyond their roles.
• Thought Leadership provides employees incentives outside of monetary gain. They understand the larger, more intangible goals of the organization: success, satisfaction and service.
• Thought Leadership allows employees to discover the importance of their roles in the organization. It allows them to see the worth in their actions and become proud of their accomplishments.

This is why thought leadership should help influence the organizational culture beyond one that is geared towards customers, but one also focused on staff and employees. The infusion of thought leadership into an organization’s culture can unite and empower the organization.

Empowerment through Influence

As mentioned earlier, influence is the currency of thought leadership. But to gain influence over your employees, it’s important to equip them with the right tools, skills, and responsibilities to make sure they perform to the best of their professional abilities.

On average, only 29% of employees are actively engaged in their work. While managers can increase salaries, improve benefits, and promote key staff, nothing takes the place of genuine leadership.

Thought leadership utilizes edu-training tools that empower your workforce by making them advocates of the organization. These internal initiatives provide insight and ideas that are of value to employees. They are activities and platforms that help inspire the staff and bring the organization together. Whether it’s through an internal social media platform, speaking, training or other forms of internal communication, these are all means of introducing a culture of empowerment into the organization.

Followers are the lifeblood of any thought leader, but followers can be found inside as well as outside of the organization. In truth, empowered employees are the most effective followers of all. They look to their leaders for more than just their next pay check. They look to them for inspiration and ideas.

How many employees roll their eyes during meetings to discuss new initiatives?

How often do they scramble to complete a task not because they love it, but because they’re afraid of the consequences if they don’t?

How many mutter “not in my job description” when asked to assume a new responsibility?

“These are examples of people whose work is providing them with nothing more than a paycheck,” says Trevor Wilson, human resources strategist, CEO of TWI Inc., and author of “The Human Equity Advantage,” (www.twiinc.com).

“And even though that’s ostensibly why we go to work, it’s not what gets us excited and enthusiastic about what we do.”

The solution, he says starts with business leaders and managers. If their work is not fulfilling any higher purpose for them than making money, they’re lacking one of the essential qualities necessary for helping their employees become engaged – and for keeping engaged employees enthusiastic.

“You need to step back and assess your own situation,” Wilson says. “Are you driven more by your fears – of not being able to pay your bills, of losing your job, of failing? Or are you driven by the knowledge that you, like every one of us, have the capacity to do amazing things?”

Business leaders who are striving to create something that will leave the world a better place are not only more engaged themselves, they’re more likely to do the things that help their employees engage, Wilson says.

“Our search for happiness is our search for our purpose, and we achieve both by bringing all of our skills and talents – our human equity – to the job,” he says.
He offers these tips for fostering a culture in which employees are actively engaged:

• Use performance evaluations to learn more about your employees’ strengths, interests and goals. Each employee has strengths and talents that often go unrecognized — and untapped — in the workplace. Helping them to identify these and use them at work contributes to their feeling that their work has purpose and results in more engaged, productive employees. “People want to bring all their talents to what they’re doing – we’re happiest when we’re doing what we’re good at it,” Wilson says. “In order to know what those skills, talents, even personality traits are, managers must get to know their individual employees.”
• Do not treat all employees equally. All employees are not equal and treating them as if they were leaves engaged, enthusiastic employees feeling shortchanged and disengaged employees feeling entitled, Wilson says. “Acknowledge and reward employees who are going the extra mile and point out the ways they’re contributing that may not be quantifiable or part of their ‘job description.’ The successful salesman who routinely coaches less successful colleagues is displaying a strength that won’t show up on his sales sheet but is, nonetheless, a valuable contribution to the company.”
• Recognize and reward employees’ demonstration of strong values. Values are part of the human equity that all of us bring to work in varying degrees. Honesty, integrity, compassion, work ethic – our best employees usually have these and other strong, positive values. Business leaders may unconsciously recognize them, for instance, by giving a very honest employee their trust, but they should make a point of acknowledging them publicly as well. “Our values are the foundation of our purpose and an expression of our true selves,” Wilson says. “Employees who are both able to demonstrate their values at work, and rewarded for doing so, having a greater sense of purpose.”

Premier Gems of Calgary has worked with a list of clients who have come to realize that attitudes, cognitive styles, and perceptions of value can and do influence employees’ innovative performances. Understanding the beneficial correlation between employee rewards and performance has branded them as experts in the realm of elite reward solutions.

Research supports having spontaneous intrinsic rewards, which have proven to be the most effective means to motivate employees and reach retention goals. According to Elizabeth Prudden, senior VP and program manager at Bank of America, “the correlation between the length of time people intend to stay with their current employers and “soft” factors—like recognition given for work well done or pride in the employer—is more statistically significant that the longevity/monetary reward correlation.” She affirms praise and recognition in the form of notes, cards, token gifts, or public presentation among teammates to share the sense of accomplishment.

More organizations are learning that individual reward systems impact group behaviors and thus increase team production, and they are integrating a new brand of employee rewards programs into their evaluative processes.

Employees comprehend that the larger aspects of employment such as conditions, pay scale and range, allotment of commissions, and bonuses are typically not in the hands of their immediate boss. Receiving direct acknowledgement from a boss, accompanied by a personal reward often ignites a deeper desire to maintain or surpass performance levels that are contingent with bottom line results.

The experts at Premier Gems and owner Jeff Nechka are positioned to guide you through the choices to formulate a customized reward for that deserving employee on your team.

Despite such a strong emphasis on employee attraction and retention, the oil and gas industry still portrays a proportional difference between how the employer and employee view the same issues. Why isn’t there more acknowledgment surrounding the differences of their respective needs and expectations? While striving to obtain an office utopia is not realistic, there should, at a minimum, be a greater recognition of this cognitive gap with an accompanying movement to narrow it.

The Employer-Employee Differential

There is a substantial dissonance between what employees want and what the employers think they should actually be doing. These contradicting perspectives are often why employees’ requests go largely denied or ignored; the results of which breed a sense of helplessness and exasperation within the greater workforce. Waiving off employee suggestions leaves the employee to compensate for the broken systems within the organization, whether it is with resources, technology, processes, or procedures. Not only are the employees no longer able to focus on their primary responsibilities, they also feel like they are working 24/7 without their required support. They are finding themselves lacking the proper tools and resources to perform the tasks to their assumed expectations and are no longer able to achieve the targets expected of them by their employers.

Contrastively, to the employer, it is crucial that he or she maximize his or her current resources in order to reach specific business objectives. Employers rely on the team and organization to perform at their constant best. As a result, employees often find themselves overextended and strained within their roles with unheeded needs. The results of this imbalance and lack of cohesion in the workplace are frustration, low employee morale, disengagement, reduced productivity and efficiency, and more often than not, a declining earnings performance.

The employer is principally focused on the bottom line and the overall business strategy for the company. The employee is essentially responsible for the day-to-day operations. Typically, there is a persisting disconnect between the two as they have contrasting perspectives, and varying objectives and scopes. Despite the employer’s capacity to maintain constant awareness of the company’s vision, if a poor and ineffective channel of communication is presented, the employees may begin to feel detached and eventually lose sight of the added value of their contributions, making their work mundane and meaningless. Without transparency from the employer, an absence of trust is quickly cultivated, and the employees end up feeling as if their efforts are unappreciated or misunderstood. The longer this cycle continues, the less likely it will be fixed.

Resolutions and Solutions

When it becomes evident that employers and employees are not aligning as they react based on their individual perspectives, steps can be taken to find a resolution that satisfies everyone.

1. Ask what can be improved, and then listen.
Take the time to fully comprehend what the primary concerns are. Reflect on the past problems, and resolve that all parties will commit to the solutions moving forward.

2. Identify the gaps and regain employee buy-in.
To unearth the gaps, create smaller focus groups with cross-sections of all departments within the company, since inter-company surveys can sometimes be tricky to use in times of uncertainty and insecurity.

3. Challenge and engage the employee with the goal of finding what works best for both parties, then set attainable targets and timelines to resolve the issues.
Together create a living, breathing, fluid definition of what the term efficiency means to both employers and employees. By starting at the foundation and discussing what the employee views as her perceived value, the exploration can encourage them to rediscover their value added.

4. Discover strengths with employees while creating an actual measure of peak performance.
In order to collectively strive toward the company vision, employers will need to share the overall business strategy, and employees will likely reconnect and become re-engaged.
Once this has happened, be sure to use and understand each individual’s capabilities to his or her fullest, making it easier to work together to achieve business performance targets.

5. Create an effective communication strategy, which will rebuild and then nurture trust between employers and employees, eventually breaking the negative cycle.
Along with facilitating communication, employers can develop programs that are based on what their employees see as important matters, while ensuring retention and allowing their views to gain recognition.

Writing the New Chapter – “Cohesion”

These key programs will require executive acknowledgment and approval, and should be subject to reviews over time to determine whether they can continue or will require revision, thereby guaranteeing sustainable and long-term solutions.

Once both the gaps and the tools to close them have been determined, reconciliation can begin. Employers will be able to recognize the valid needs of employees, and the employees will comprehend the company’s long-term views and objectives.

While this change cannot occur overnight, and the resolutions will likely be met with adversity, it is important to press on to correct the negative recurrences so the company and its valued employees can grow. Companies can revive their workforce, amass candidate attraction and retention, and become role models for the rest of the industry.

Take The Employer-Employee Challenge:

How can you as the employee successfully move past these obstacles?
How can you as a manager use this knowledge as a chance to change the culture of “gaps” within your organization?

Gone are the days when more money meant additional interest from candidates. Companies are quickly realizing that, in order to effectively attract and retain quality employees, they must redefine their offering to ensure they are paying attention to what employees really want in the area of compensation.

Perfect Package

A competitive compensation package has been considered the cornerstone of corporate recruitment and retention strategies for many years. Organizations invest extensive resources, time, and research into developing compensation packages that are relied upon and promoted extensively to attract and retain top talent.

Ask any company about their compensation package, and they will provide a perfectly polished and corporately correct statement, outlining their competitive offerings, including industry-leading salary, performance-based bonus, comprehensive benefit plan, and opportunity for growth and development. With every company seeming to offer a variation of the same compensation package, it is safe to say that it is competitive, but is it effective? More importantly, is it strategic and sustainable?
The disconnect between what employers are offering and what employees really want has resulted in the need for companies to redefine their compensation strategy and focus on non-financial aspects that address culture and quality of life.

Surprisingly, money is much less a motivator for today’s employees than most employers think. Employers need to focus less on matching what their peers are offering and more on creating a culture that sets them apart, thus enabling them to stand out as an employer of choice.

The Money Tree

Money still matters—and always will. Ensuring that an organization has a competitive financial offering is a great foundation. However, the best way to maximize motivation through money is to offer just enough so that the monetary component of a compensation package is neither a game-changer nor a sticking point. While some companies may attract employees with industry-leading pay, this often results in a transient workforce, lacking in both loyalty and a sustainable competitive advantage.
Providing employees with the security of a fair salary is important, so that they can stop worrying about money, and focus on performing within a position and for the company they love. Leveraging a unique and progressive corporate culture on top of a foundation of equitable pay is a strategic solution for attracting and retaining the right people to grow an organization.

Cultivating Culture

Corporate culture is the key to developing a sustainable advantage in recruitment and retention. Employees care most about the people they work with, their relationships with their managers, and whether the goals and values of the company are aligned with their own. Asking employees what a positive work environment means to them, and incorporating their feedback into the way a business is operated encourages employee engagement.

Being involved, being respected, and being recognized as a valuable team player will retain employees, and they will recommend the organization to other talented professionals.

An established career path and a company that puts its money where its mouth is to foster a continuous learning environment speaks volumes to employees. Whether it is on-the-job training, continued education opportunities, or leadership development and coaching, the return on investment from employee development is unparalleled. Providing learning and advancement opportunities for employees are strategic components of total compensation that will attract, develop, and retain top talent.

Employer Flexibility

Flexibility is the final factor of total compensation that employers need to recognize. One size does not fit all; employees appreciate a company that recognizes them as unique and tailors their compensation accordingly. Flexibility goes a long way when it comes to benefit packages, work hours and schedules, office environment, and even the dress code.

Allowing for flexible office hours so employees can skip rush hour or trusting employees to work remotely provides greater work-life balance, and instills confidence and output. Providing a benefit package that offers more customization than comprehension demonstrates that a company cares about the individual needs of each employee, while remaining cost conscious. Nurturing a work environment that reflects the values of employees, whereby enabling them to openly communicate their individual or common interests, will foster a caring culture, and in return the employees will reflect that care back to the company.

The redefinition of compensation is essential for companies to strategically recruit and successfully retain employees today. Base salary, bonus, and benefits are indeed important foundations, but it is the intangible and non-financial elements that truly define total compensation and differentiate the good employers from the employers of choice.

How significant is this labor shortage problem? While projections vary, the vast majority of authors agree that labor shortages are a ­significant hurdle for future economic growth in the sector. For example, the ­Petroleum Human Resources Council of Canada estimates that up to 9,500 jobs will be unfilled in the oil and gas industry by 2015. While this is not consistent across all sub-industries—some will expand while others contract—the overall trend indicates that labor shortages will be a significant barrier to growth for Canadian oil and gas companies as they move forward.

If this is a significant problem, what is driving these labor shortages? Two broad trends are seen as the root causes of projected shortages in labor:

1. A lack of workers who possess the skills and technical knowledge needed to complete certain jobs within the industry (for example, many individuals in the pipeline or oil sands sector require specific skills and accreditation to complete their work) creates a shortage of certain skilled workers.
2. Older workers retiring will create an additional demand for workers within the oil and gas sector.

What can be done to address labor shortages? While there is no ­single “silver bullet” change that can immediately solve the ­problems, a ­number of small changes introduced by private companies and ­Canadian ­provincial governments could collectively help to ease ­labor shortages. These changes are designed to either increase the ­number of skilled workers that the Canadian economy can draw upon in the ­future, or to attract skilled workers from around the world to fill the ­demand for skilled work in the country. Examples of some of these changes are listed below:

1. Tax reform: Canadian governments are changing their tax structures to encourage individuals to develop new skills to match industry demands. For example, Manitoba is using preferential tax treatment to incentivize skilled workers with post-secondary education to move and work in Manitoba. This is in the form of tuition tax rebates that enable up to 60 percent of the cost of tuition to be paid for by the government. This could be up to $24,000 for an individual student as they complete a degree.
2. Encouraging worker retraining: By encouraging older workers to retrain and acquire new skills, these workers can stay in the workforce longer and reduce the demand for skilled labor. For example, Human Resources and Skills Development Canada has previously funded programs and worked together with the provinces to ensure community organizations have the resources necessary to train older workers to re-enter the labor force. This project was previously extended into 2012.
3. Pension reforms: Reforming pensions to incentivize older workers to remain in the workforce for a longer period of time. This will reduce the eventual demand for skilled labor in the labor force as people stay in the workforce longer. British Colombia restructured the retirement options of older citizens in 2008, to encourage working later in life. This included raising the retirement age, and creating phased retirement plans so that individuals can work and receive a portion of their pension at the same time.
4. Encourage interprovincial migration within Canada: By making it easier for workers to move across Canada, workers can go to where their skills are most highly demanded. A significant portion of the “New West Partnership,” an agreement between British Colombia, Alberta, and Saskatchewan, is designed to make it easier for workers to move between these provinces to where their labor is most needed.
5. Encourage international immigration from abroad: Both federal and provincial governments are working to attract skilled immigrants to come and work in Canada. This enables more skilled workers to be supplied in our labor markets. This involves steps such as relaxing credential recognition from abroad, making it easier for immigrants to be integrated into Canadian society, and improving cooperation between governments when dealing with immigration issues. In 2010, Human Resources and Skills Development Canada completed a pilot project for the “Foreign Credential Recognition Program.” This program overall was positive in coordinating numerous stakeholders involved in recognizing foreign credentials.
6. Cooperation between education and industry: One consistent call is for additional cooperation between post-secondary institutions and companies to enable graduates to participate in apprenticeship programs. In this way companies can acquire an employee that has skills and exposure to how a company works, while the new graduate gains valuable hands-on experience.

Way up north in the majestic ­Labrador landscape lies a wealth of opportunity and growth that will, once again, catapult the province of ­Newfoundland and Labrador to an all-time high.

Nestled into the capital of Labrador is Goose Bay, a place well known for its ­military bases and strategic global ­positioning for ­international flights. In Goose Bay, the ­Labrador North Chamber of ­Commerce (LNNC) has exciting times ahead. ­Stirling ­Peyton, president of LNNC, and his team serve the central Labrador business ­community through a variety of programs, services, and special events. Not just any old business association, the LNNC has engaged an unprecedented level of creativity—and they will even organize your events for you. Just what you need in the new and remote regions of the North!

The chamber works closely with ­surrounding communities, economic development ­agencies, relevant government and ­community groups, and local businesses to partner on initiatives in the region.

With the onset of the new Muskrat Falls ­hydroelectric project, opportunities are ahead: there are billions of dollars for the making. The question is “Where is your piece of the pie?” That’s one of the primary functions of LNCC, to support you in your next business ­venture, connect you with the right people, and ­support you as you embark onto new terrain.

The hydroelectric combined potential of ­Muskrat Falls and Gull Island (3,000 ­megawatts) makes the lower Churchill ­River in Labrador, the best underdeveloped ­hydroelectric source in North America.

Sanctioned in December 2012, construction on the Muskrat Falls Project will begin and continue for the next five years with first power expected in 2017. The benefits of the project will be felt for generations to come—on ­electricity bills, in generating revenue for the province, among the labor force, and throughout the business community as a whole.

The construction of Muskrat Falls will mean significant economic benefits for Newfoundland and Labrador, including the following:

• $1.9 billion in income to labor and business
• $320 million in average income benefits per year
• $290 million in taxes to the government of Newfoundland and Labrador

The Newfoundland and Labrador economy will also gain from employment associated with building the Muskrat Falls Hydroelectric Generation Facility and the associated transmission links, including these benefits:

• 3,100 direct jobs at peak employment
• 1,500 direct jobs per year on average across more than 70 occupations
• 9,100 person-years of direct employment

Supporting the people in his community, Stirling Peyton says, “I am honored to once again lead the Labrador North Chamber of Commerce into 2013. As always, I look forward to the challenges that come with the position, as well as the many, many rewards. As I often say, success comes from the people involved.”

Social recruiting has quickly become one of the hottest topics in the recruitment industry. Recruiters rely heavily on reaching both active and passive job seekers, and building connections. Social media complements the arsenal of tools and techniques used to source top talent, and recruiters are quickly harnessing the power of their social networks to share employment opportunities, source passive candidates, and research information about potential hires.

Social Media Used for Recruitment

There is a strong indication that social media use will increase for recruitment purposes in the next few years. A study conducted by Jobvite in 2011 indicated that 89 percent of U.S. companies will use social networks or social media to support recruitment efforts. Social media sites such as Facebook with 950 million active users, LinkedIn with 175 million users, and Twitter with 500 million users (active user numbers reported on Wikipedia) provide recruiters with a bounty of active and passive candidates that just can’t be ignored. And never has it been easier for employers to reach potential candidates, even those who are passive in the job market, or even working for a competitor. According to stats from an infographic by CareerEnlightenment.com, almost two-thirds of organizations say they have hired new talent through social media, and 56 percent of HR professionals search for potential candidates using various networking websites. When it comes to hiring decisions, 79 percent of hiring managers and recruiters review online information about job applicants prior to making a decision.

Popular Social Platforms

With the widespread popularity and adoption by the general public of LinkedIn, Facebook, Twitter, and BranchOut, these sites have quickly become the most popular platforms utilized by employers to share their value propositions and advertise job opportunities. Recruiters are using these sites to share jobs with their online networks and to harness the power of social media by enticing crowdsourcing, whereby their engaged community members help to market the job posting by sharing it with their extended network. This quickly spreads and widens the poster’s reach to a relevant audience. A poster’s reach significantly influences their social-recruiting success and their ability to capture the attention of potential candidates.

Engagement and Recruitment

Social media has quickly changed the way in which recruiters can engage candidates, build talent communities, and respond to recruitment and job search questions. It’s also easier than ever to follow candidates’ growth and development throughout their career and remain in communication. There’s opportunity to gain real-time insight into what the job market is saying about your employment brand, and share information with and respond to a board audience. With social media now commonly used by employers, there’s tremendous opportunity to engage your internal workforce, provide information for sharing, and empower your employees to also help recruit the best talent.

Social Media Tips for Recruitment:

• Establish a strategy with clear objectives.
• Audit your online employment brand.
• Create an online presence that reflects your brand personality.
• Distinctly outline the type of hires that you are looking for.
• Create and share interesting content.
• Don’t just broadcast—Engage!
• Respond to all inquiries. Be authentic.

Social Media for Job Seekers

Your online profiles can share and say more about you than a traditional resume. In a world that has become entrenched with the online realm, a competitive advantage is having a great online presence and being able to demonstrate the “social” side of your career and real-life connections. There is great opportunity to provide a snapshot of who you are, your connections, interests, honors and other content you want to share with potential employers. For example, your blog can allow recruiters to gain insight into how you communicate your thoughts or interpret the world around you.

Your World Online

There’s a good chance that you’re already using at least one popular social media site, such as Facebook, to keep in-touch and communicate with friends and colleagues. Using your established friend network, you can use the same social media platform to engage connections for job search purposes.

Branching Out

As a job seeker, you can harness the power of your Facebook connections by using an online service like BranchOut, which is the largest professional networking service and social recruiting tool utilizing the Facebook Platform. Once engaged, it pulls information from your Facebook profile, allowing you to unlock career opportunities by leveraging your friends’ networks. You can discover first and second connections within a company of interest, and gain access to over three million jobs and more than 20,000 internship postings.

Linking In

Another preferred site geared towards professional social networking and job hunting is LinkedIn. As a job seeker, you can easily use this site to build and manage your online professional identity and presence. You can connect with and engage your professional network and search for jobs. By joining and creating a robust profile with resume-like information, you also put yourself in a position to be head-hunted based on your attributes! Like Branch Out, LinkedIn provides an opportunity to find first or second degree connections you already know working in a company of interest.

Gaining a Social Edge

Social media platforms are making it easier for job seekers to stay abreast of what is happening in the labor market and become savvier interview candidates. To gain an edge, it’s quite easy to conduct research on a site like LinkedIn to find out more information about an interviewer, or to log in to Twitter, a popular microblogging site, to find out about real-time industry and company buzz. Social media also helps job seekers gain a sense of public sentiment about a company and its current employee’s attitudes about them as an employer.

Social Media Tips for Job Seekers:

• Keep your profile up to date.
• Be strategic about what you post.
• Engage in thoughtful conversations.
• Network online with industry professionals.
• Connect with relevant industry recruiters.
• Join industry groups on LinkedIn, Facebook, etc.

The Future of Social Recruiting

Social recruiting is still new, and most employers are still experimenting with what works for sourcing and engaging candidates. For job seekers, there are no set rules when using social media to find a job. The best practice at this time would be to use common sense and apply real-life rules for social engagement.

Social media will continue to shape how we connect with friends, colleagues, and those in our chosen industry. The accessibility and reach of our networks has never been broader, and the impact of online communication has never been more influential in our careers. Social media use has gained a lot of momentum in the recruiting industry. And, no doubt, it will continue to play a major role in the way employers, recruiters, and job seekers connect and relate well into the future.

Globally, more energy companies have changed their hiring practices. They are connecting with a more scientific, process-oriented method which delivers top-quality hires at 50 percent of typical headhunter charges. Largely, the hiring process has been streamlined by technology, primarily the Internet and smartphones, for 24/7 worldwide communication. Previously, recruiters relied on building relationships in close proximity to theoretically produced value but low-volume.

Using today’s technology to erase artificial geographic boundaries, recruiters can more effectively tap into relationships and create more efficiencies. In turn, the oil industry companies looking for the “best and brightest” are better served by seeing the “hit or miss” hiring factor lowered to virtually zero, even on high-volume projects. It’s accomplished by consistently utilizing the same proven template and process.

More scientific

The new paradigm? This innovative process-oriented hiring approach entails four phases: staging, sourcing (3-tiered), screening and selection. Fortuitously for companies in this approach, size does not matter as it works equally well for any company from the supersized to the smallest. The staging phase mirrors the scientific method of conducting a background research-communicating with clients, researching their industry and key skill sets, and then establishing job criteria along with expectations for both hard-and-soft skills.

In the sourcing phase, the recruiter transitions from the initial legwork for the client company and begins connecting with the candidates, gaining referrals and becoming embedded in the candidate’s community to best represent the client company and the recruiter. In Tier 1, various outreach media are typically utilized, such as advertising and Internet job sites. In Tier 2, resume databases come heavily into play, yielding seemingly limitless names, which are broken down into high-low grades of a candidate’s potential. Tier 3 involves direct sourcing, which is appealing since the industry’s skill sets are increasingly highly specialized in value. The recruiter assembles competitor intelligence from “preferred companies” with comparable individuals or positions in the candidate pool. In turn, these individuals are contacted both about their own interest and to network with other professionals not actively in the job market.

Screening, a two-step process, begins with the recruiter presenting its candidate short list (typically three to five names) to the client company. Plugged-in are in-depth interviews and relationship-building sessions, negotiating with the candidate and the client company, and utilizing the “best practices” in the final narrowing of candidates for the company’s decision-making process.

Finally, selection works to ensure that financials, employee benefits and other considerations have been discussed with the candidate—then choosing one. By having scientifically built an exceptionally strong relationship with the most likely candidate(s), the recruiter has eliminated, for practical purposes, guesswork from the hiring process.

Works globally

From the U.S. to Russia, from Africa to the Middle East, this scientific process has won over oil companies that never expected to handle hiring in a new way. This disciplined process, doing everything in batches instead of the “hunt and peck”method, repeatedly finds the right person for the right oil-industry job. Bonnie Browning is VP, client services, for Houston-based Q4B (www.q4b.com).

My Role in Recruitment

Earlier this year, I made the decision to join the oil and gas industry to work on campus recruitment with Suncor Energy. What excites me most is the number of great job opportunities available in the industry.

As the oils sands industry pioneer, Suncor has grown to become Canada’s premier integrated energy company, with a team of more than 12,000 employees. Over the next few years, our hiring needs will increase as we continue to staff for base operations and future growth. A corporation of this scope recognizes that to maintain that competitiveness into the future, it’s going to need bright new recruits for all of its operations.

That’s why we have an extensive and strategic campus recruitment program in place that strives to align future leaders with the right jobs and career development opportunities in the organization. Our campus recruitment team will hire more than 700 students and recent grads in 2012.

Students and Recent Grads in High Demand

High-caliber professionals are always in demand in the energy industry. Recent research published by the Petroleum Human Resources Council of Canada highlights that labour shortages will increasingly become a challenge in the future because of shifting demographics. Many employees from the Baby Boom generation are preparing to retire, leaving vacancies for the generations following them.

Campus recruitment is part of a proactive approach that anticipates ongoing workforce needs and ensures that we will have the right people with the right skills to fill jobs well into the future. In campus recruitment, we understand that we need to hire and retain the top performers. We work hard to find the “best-of-the-best” on campus before they graduate and enter the workforce fulltime.

Investing in the Future

People are our greatest resource and investing in attracting and developing a strong and capable workforce is an essential and strategic component to our success. All through the energy industry, large and small companies spend millions of dollars annually to attract top talent by hosting information sessions, attending career fairs, sponsoring events, offering scholarships and developing training programs.

As well, once a student is hired employers, invest significant effort to train and develop their careers.

Millennials have a great opportunity to benefit from these investment efforts. Career advancement opportunities are plentiful; compensation is high, and career growth accelerated for those who are committed to excelling.

Opportunities in the Energy Sector

The oil and gas industry offers students and grads beginning their careers diverse, well-rewarded and meaningful career opportunities to build experience for their resumes. Throughout the year, postsecondary students are given the opportunity to gain valuable work experience through co-op positions. These roles provide meaningful work where students work side by side with talented people in the energy industry, allowing them to start building their careers.

Companies are looking for co-op students who are interested in pushing the frontiers of energy production and are eager to contribute, grow and succeed. Many co-op students who prove themselves with exceptional performance are able to secure a position for after graduation.

Opportunities for students and recent grads are primarily available in business, engineering, earth sciences, and the trades and technology disciplines.

Advancing and Succeeding

When you are starting to build your career in oil and gas, I recommend seeking a company that is committed to the people and the communities where it has operations and, at the same time, shares values that are important to you. Also, consider the developmental and career opportunities available that align with your aspirations.

The Suncor Engineer In Training (EIT) Program is a great example of the excellence in career development and training. This rotational training program provides aspiring professional engineers the opportunity to try various roles under the supervision of a Professional Engineer while they gain the experience they need to receive their professional designation.

As an employer who values our human resources, we want our employees to feel that they are advancing and succeeding. So, as a company, we encourage our employees to take advantage of the many training opportunities we make available to them —from courses, seminars and coaching, to working on cross-functional teams and special projects.

Picture yourself building a career where your contribution is valued, and where you’re learning and growing every day. That’s what you can expect in the energy industry.

What It Takes

Recruitment is not just a numbers game. It’s about hiring quality people with the right attitude and values who will benefit from meaningful work, contribute to their teams, and ultimately succeed within the organization.

It’s not only employers that are competing to hire the right employees. Competition is high for people looking to break into careers in the energy industry, too.

To get the most out of their classroom studies and gain the competitive edge in the workforce, students should begin building their professional network and getting valuable work experience while they are still in school. Having relevant previous work experience to refer to in a job interview will make the difference in landing the job.

Student co-op positions offer a great opportunity to find employment related to a particular field of study. Student employees are given accountability and ownership over projects while they grow as part of a team and as an individual. This is what sets them apart from other job seekers and will give them the competitive edge in finding permanent employment after graduation.

What You Can Do

To learn how to take advantage of the opportunities available to student and new grads, it’s best to start networking now with industry professionals online and off. Try to learn everything you can about careers and jobs available in your field of study.

To meet industry professionals, attend career fairs and information sessions; check campus and career websites for postings. Ask a current employee you know to put in a good word for you or to introduce you to someone of interest. Check with your co-op or career centre to see when employers will be on your campus.

Seek opportunities to network online with recruiters through LinkedIn, Twitter and other social-networking sites. Create a career profile and apply online to jobs on corporate websites so recruiters have your information in their files and systems.

The energy sector is an interesting world for Millennial careerists now, and it will continue to be so well into the future. Many opportunities for growth and development will continue to be available to people who work hard and put in the effort to network and gain valuable work experience early in their development.

Stefanie Hanz, BHRM
Campus Recruiter – Suncor Energy Inc.
http://twitter.com/SourceSpot
http://www.linkedin.com/in/stefhanz

This article will save you time and money as you learn to discern people’s characters and finally pick the right partners, team players and business allies for your success. It will allow you to turn those daunting irresponsible, destructive and energy-draining relationships into a whole new working culture. That working culture is one that is supporting you, and surrounding you with clear, concise and competent characters. Would that be a welcome change? We thought so!

One of my great teachers always said, “Hire slow and fire fast.” Another said, “turnover of staff is essential; otherwise, you are hanging onto people who hold back the goals and outcomes of the team.” Rather than feeling like we have to hold onto everyone we hire, it’s far more constructive to acknowledge the hiring mistake, deal with it immediately and move on. But what’s going to arm you and ensure those mistakes happen less often? How can you mitigate the hiring risk with sound character discernment? These are powerful questions.

Character Discernment: Your guide to hiring “safe” people.

Rather than continuously hiring people of ill character or “unsafe people,” here’s a list of 10 very powerful ways to identify the “character traits” that have substance, sustainability and competency at their core. Job competency is one thing and character is another – you will need both.

The Respectful one – Respectful people often show clear evidence of mutual reciprocity, clues of give and take, and mutual understanding. Look for examples of responsibility, responsiveness and truth. Look for equality in relationships that have open communication and mutual support. With unsafe people, you will find clear evidence of a lack of these qualities like deflecting, vague answers, and projecting or blaming. If your potential employee is BLAMING his former boss, he’ll eventually be blaming you too! And even worse, if your potential employee is not working or working on his own, there’s probably a really good reason for that.

The Team players – Entertain those who want to be a part of the team. Team players will have a “need” to be connected, are willing to ask for help and seek out support from colleagues and team. Look for the willingness and enthusiasm to collaborate, and the structures of collaboration they have succeeded in the past. They understand there is no “I” in team. Unsafe people will be loners, they think they can solve all problems for themselves and isolation is their common way of being. They are often intolerant of others and unwilling to compromise their views because they are “right.” These people avoid closeness and shun away from being open with real feelings.

The IM-perfectionist – Look for those who do NOT have to be perfect. This person will ASK for feedback; they will want to see their blind spots, and they will be willing to laugh at their weaknesses or mistakes while being committed to improve at the same time. Look for the ones that don’t have it all together, are not self-righteous, but rather they are humble and open, admitting their weaknesses. This person will be more interested in DOING RIGHT rather than being RIGHT! Find out if this person is willing to make mistakes and learn from them, rather than living behind the façade of perfection. Perfectionists will do everything they can to keep the perfection mask intact, and they will be indignant if their character is questioned.

The Humble servant – Safe people know that they are an important part of the project or mission. They are there to serve, to create and to contribute. They want to learn and grow in a way that serves the entire company. They realize that when one falls, they all fall. Beware of the loners, those who have to be the masters of the outcome, and for those who need all the credit. These individuals are often narcissistic; they have to prove they are competent because they don’t really feel competent. They will often show an air of grandiose superiority and have a pompous attitude of entitlement.

The Positive person – Positive people look deep and have the strength to ask: What is possible? What can be done? What is the right way? Look strategically for those who can acknowledge “what is,” but extract the “what’s possible,” look for the positive and look at what CAN BE DONE! Critics will always point the finger at others, rather than take responsibility for what happens in their world. When someone can state the issue and also come forward with the solution – that’s powerful. Negative critics come in the room, criticizing the weather, the trip, the people, the news, the world, the company, the project, the process. Critics pick out all the negative things and harp on them over and over, staying angry and bitter. They are negative- energy vampires and suck the energy right out of the room. Say good-bye to negative Nellies, even if they are bringing in results. Ultimately, one negative person can poison the environment of an entire team.

The Responsible one – Look for RESPONSE-ABLE people. These are the ones who are ABLE to RESPOND. These people are the ones who hit deadlines, deliver the goods on time and on budget, take responsibility when things go wrong and never blame or judge the outside world for the outcome. Look for people who show their dependability in the clearest ways. Unsafe irresponsibles, on the other hand, are a lot of work. The experience is like babysitting as they behave as grown-up children. They cannot take responsibility for deadlines or being on budget. They come up with all the reasons, justifications and excuses for the outcome.

Integrity – Having integrity is the ability to HONOR your word as yourself. Characters of integrity do what they say they are going to do, when they say they will do it. Their word is all-important to those with integrity. While they may not keep every promise, their sincerityand commitment to the task is powerfully evident, even if they do miss one or two goals in every 30. People without integrity have to manipulate the world around them to be that way. Beware of the unsafe person who consistently says sorry but doesn’t change, transform or correct that behavior. The “I’m sorry” with no modification in behavior or outcome
is clearly an unsafe person with no integrity. A lack of integrity will always lead to time delays, project overruns and a culture of demise.

The Honest one – Honesty is the foundation of trust and evolution in any company. The well-being of finances, project success and company profitability all require high levels of honesty. While all of us exhibit certain levels of dishonesty, safe people will see dishonesty as something to modify and change, while unsafe people see dishonesty as a way to create desired outcomes.

Learners and changers – Safe people will take on change as part of the process. They will take on learning not only in skills competence, but also in personality traits. Excavating the personality and revealing those things to learn about yourself is a very courageous thing to do, so safe people will often read self-help books, study personal development and learn from other great leaders.

The leader – In this era of business, all members have to be leaders and entrepreneurial-minded, that means people who display signs of seeing the big picture while they pay attention to details. They are concerned about all other players and realize that when one wins, they all win. Leaders will be creative problem-solvers, creating the environment for self- expression and constantly seeking to improve and build. Unsafe people will put down ideas, become competitive, think small, hoard, gossip and back stab. They will flippantly put people down to position themselves as being up. They will find all the reasons “why not,” be overcautious and hold back progress.

A Sustainable Corporate Culture

While all of us have some of the traits listed above, what’s really important is to see in advance, unsafe people BEFORE they join the organization or become partners. Often we are so hell-bent on getting the job filled or the partnership in place that we overlook these important details, and it costs a lot more in the end. Finding the right people is simply the RIGHT thing to do. We must realize that character traits are critically important to your corporate team culture. Being informed and proactive will make all the difference. Once you have a team of safe people, then you have structure teams of extraordinary ability and power. What would happen in your organization if everyone took 100 per cent responsibility for the outcomes in front of them, and there was a “no blame” policy in place? Do you think that people would grow, evolve, get the jobs done faster, stay out of drama and be super-productive? You bet they would.

So here’s the formula for sustainability:

• Develop a strategy for discerning “safe characters” for your team.
• When hiring, devise questions, tests and exercises that flush out “unsafe people.”
• Develop a corporate culture where people take personal responsibility for all outcomes.
• Develop a culture where there is a “no blame” policy.
• Create a culture of feedback and constant improvement.
• Celebrate mistakes and learn from them.
• Integrate people who want to collaborate and work as a “team.”
• Create an organization where everyone’s input is important and honored.
• Celebrate “safe character traits” by highlighting them and following them.
• Instill leadership at the level of every individual.

How your organization performs is up to you and hiring the right people is one of the greatest assets you can bring to the table. Happy Hiring!

The Gender Equity Program and Diversity program now in place for Newfoundland and Labrador are distinctive in the evolution of benefits agreements, and represent a benchmark which will have global reverberations. While not part of the oil industry and focused on disadvantaged groups, we already have diversity and gender equity solutions in place; take a look at how creative implementations of our programs are working: Stella Burry Community Services (SBCS) is a not-for-profit organization offering a suite of services and supports to those with mental health issues and those who need help in engaging in the life of the community. One of the programs is a social enterprise that aims to prepare people to work in the food service industry. When in St. John’s, you must try The Hungry Heart Cafe at Rawlins Cross, where you will find the food and service fabulous. This social enterprise is poised to become part of the supply chain, and will help companies meet gender and diversity obligations through food preparation and supported jobs positions, or companies can contract to purchase working-lunch meals from The Hungry Heart Cafe.

Choice For Youth (CFY), a community-based organization provides housing and lifestyle development supports for homeless and at-risk youth. CFY has recently opened the doors of the Lilly Building, St. John’s first affordable housing facility for male and female youth. An innovative aspect of the Lilly Building is that the construction directly involved 10 youths associated with CFY through the Train for Trades program, which has since moved on to a new focus that involves training and employing another team of 10 young people to retrofit older housing units for energy efficiency. The young people are supported by a team of youth support workers who give them the necessary balance of flexibility, direction, support and independence that they need to succeed. Why couldn’t Train for Trades have a place in the supply chain as an innovative way to meet gender and diversity commitments while providing young people the opportunity to be engaged in meaningful and skill-building work?

The Hub, self-described as a physically disabled service center, operates a print shop and catering service, providing jobs and training for individuals with disabilities. Island Furniture is a business offering a full spectrum of home and office furnishings, and they operate with a social agenda to help create jobs for individuals with developmental challenges. As part of a Diversity Business Access Strategy these businesses can easily become part of the supply chain. The Salvation Army’s New Hope Community Center has a Building Service Worker Program that trains individuals to be involved in the commercial-cleaning business. The expectation is that companies bidding on printing, food service, furniture supply and cleaning contracts will all be held to the gender and diversity commitments, and as such, joint ventures may be mutually beneficial. The possibilities are many; there is a huge room for expansion, and we are only limited by the lack of vision.

The Hebron development is about more than oil, engineers, welders and drillers – it is about all the players considering how to leave the social and economic environment of this province richer … across the spectrum of people, jobs and communities.

How might Carpe Diem look for all of the companies and sub- contractors involved in the Hebron development? The business case for diversity is clear, and industry finds itself on the cusp of opportunity. The experts are the people who know the assets and needs of the “gender equity and disadvantaged” environment, such as the advocacy groups, educational institutions, community-based not-for-profit service providers and local businesses. They get to know each other and identify the opportunities available when there is a vision of inclusion and engagement.

While corporate donations and the charitable model have a place, capacity building and creating opportunities for people to be involved in the world of work and make a meaningful contribution to our society is a sweet experience.

The big-picture guideposts are inclusion and engagement, sustainability and strategic investment, and diversity. When natural- resource development initiatives engage meaningfully with local people and communities, the people and communities develop resilience – an ability to shift, change and create a new balance. Carpe Diem – Time to seize the day!

What would happen if every person in your organization adopted an entrepreneurial mindset, whereby it was a daily practice to think creatively and have an attitude of “everything is possible”?

The employee-preneur mindset is one where people take responsibility for where they are and how to make things better. They look around the landscape of the company and find a way to serve their managers, to serve their clients above and beyond the call of duty, and to serve their team members, by being open, communicative, happy, peaceful and productive supporters. Who do you think the boss is going to promote, the one who is creating stress or the one who is relieving stress and making things happen with great results?

The employee-preneur is the one who’s first to the meeting, excited about new plans, is open to new ideas, is willing and able to adapt. Employee-preneurs realize that working on themselves is the primary most important trait in succeeding at work. They take responsibility for being healthy and energetic; they have foresight and realize the impact they have on others. Imagine your organization where every person realized the impact they had on others with their actions or lack of actions. Now that’s powerful. Employee-preneurs are people that we LOVE being around because they touch, move and inspire us. They understand our world and support us in our work lives. Employee-preneurs adopt a way of being understanding, being compassionate and raising their value within the organization, by every step they take. They continuously keep commitments, keep their word and follow through instilling trust and appreciation with others.

The Law of SUCCESS is the foundation of the employee-preneur! Employee-preneurs realize that they are responsible for not only their “job description,” but also for the entire company’s success and when one person is struggling or failing – the entire operation is at risk. Employee-entrepreneurs do whatever it takes to create employee-preneurs in the entire team.

Take a good look around and ask yourself, who do I really want to be? The old employee or the new employee-preneur? Old ways of working 9:00-5:00 are passé. The employee-preneur realizes that work is a self-expression, and therefore, they stress less and produce more, because their focus and intention is to seek strategies for success – even in their sleep. They focus, and remain focused, until outcomes are achieved, profitability is available, and the company provides an entire culture of leadership at the level of every individual. Employee-preneurs are super wow, so BE SUPER WOW!

Business of the future is a whole new era of productivity that is not work but rather it will be a self expression, rooted in the qualities of what truly fulfills us – it will have nothing to do with money. While this may seem like a bold statement, all it takes is a look at our children to realize that they will be working in areas that are aligned with their passions and purpose and who they truly are and will not settle for anything less.

We can see this easily in our children but it’s not so easy to see in ourselves – yet it is essential if we are to embrace these changing times. Creating corporations and organizations of sustainability and power we will need to adopt a culture that supports our creative abilities and are aligned with our desires and passions starting now. We will begin by implementing new systems and operating from what’s fun, what’s desirable and what’s good for all. Those are new ways of thinking and acting and call on a whole new era of products and services that honor us and serve our commnunity and the world.

This new corporate culture supports our mental, physical and emotional well being and engages us as a full and whole person without separating personal and professional lives, but rather merging all into a higher self expression – the new work order. This clearly explains why social media has become such a hit. Our personal and professional lives are becoming integrated as one, and applications like Facebook clearly offer such an environment. One minute you’re writing a report and the next your writing to your kids. That’s an evolution!

Personal Attributes

Hiring individuals for this new order of business will look for a whole new set of attributes. While competence is important, personal values and ethics become even more important. A person must hold the qualities of sincerity, reliability, integrity, creativity, entrepreneurship, positivity, being solution oriented, and one who focuses on what’s positive and what’s possible as they approach daily challenges and turn them into opportunities.

Work lives will articulate self responsibility and higher more evolved ways of being and acting so that we become inventors and creators of our reality. We will hold ourselves personally responsible for the outcomes (able to respond) without personal judgment, blame or being a victim of circumstances, and therefore our workforce will become extremely powerful as a result.

This new level of emotional well being, operating from integrity and ultimately manifesting our own destiny from free will and choice is how we will operate as powerful creators. This new way of working has us able to respond to all challenges in front of us, and turn those challenges into opportunity by articulating what is to be learned and newly implemented. Problems and breakdowns then become the catalyst for creating new structures for success and morality. “Judgment” will go out of the window, as we embrace our mistakes as our best teachers.

We all have the power to create, grow, develop, be empowered, and enjoy the challenge of bringing all of that forward to meet the companies vision and goals. Imagine an environment with 1000 employees where each person comes to work on a daily basis, focused on solutions, creative systems and problem solving, team unity and direction. Do you think productivity would increase? Would your company diversify and expand in innumerable ways? Would empowered team members far exceed performance expectations working from passion and desire?

New ways of thinking and believing in the new corporate consciousness will create a new world. Negativity is no longer the desired state. Gossip is no longer the desired culture. Hierarchy is no longer the accepted power struggle. Rather, leadership is instilled within each individual and peoples strengths are catapulting organizations beyond any business plan could ever achieve.

Team Dynamics

Team dynamics will change dramatically. As we come to understand the unity of the whole team and how that unity and connection is far more productive than going it alone, results will begin to catapult. In the new era of business we will create teams that clearly understand that while the individual may make things happen fast, it’s the team that actually delivers us to the destination and executes the vision.

Fundamentally we will understand that alone we can move fast, but together we go far. Highly evolved companies will clearly support powerful teams, networks, communication and connection. In doing so, relationships foster at greater levels, communication expands and multidimensional teams create a new and highly productive dynamic.

Companies of the future will diversify though creativity, globalize through technology and unify the world through people consciousness. That work life environment certainly welcomes us into an inspiring future and creates a world that we are excited to work in! Bring on the future!

Pioneering the Future

We are pioneering a new conscious world for our corporations. As we see implement concepts like transparency, networks of full communication, anti-corruption and corporate consciousness we begin to open up and lighten up in this newly energized environment. Opportunities and possibilities emerge that we never thought possible. As we embark on a diversified corporate culture beyond any we have achieved before we realize that all that struggling to survive and all that low level economic demise and lack mentality is a thing of the past.

Deeply rooted in highly evolved principals and ways of operating this newly evolved corporate culture provides an environment that clearly supports its people and the people of the world. Boundaries come down, boarders are eliminated, race, color and creed are no longer discriminators and team unity prevails.

While we may seem like pioneers of a new world order and that the rest of the world is still steeped in the old mindsets and ways of operating, keep pioneering because in very short order the corporate consciousness will amass to this new level and you can then relax with your already established company and team, and enjoy the ride!

Shortly after Alberta unveiled its revised royalty regime for the oil and gas industry in the fall of 2007, the Petroleum Services Association of Canada undertook a Public Perception Program (PPP). Roger Soucy, President of PSAC, said the association undertook a PPP because of the general public’s perceived disenchantment with the petroleum industry.

PSAC is the national trade association that represents the service, supply, and manufacturing sectors within the upstream petroleum industry. The association represents a diverse range of over 250 member companies, employing more than 52,000 people and contracting almost exclusively to oil and gas exploration and production companies. PSAC member companies represent over 80 per cent of the business volume generated in the petroleum services industry.

As part of its PPP, PSAC committed to surveying the public in the areas where the service sector works. In June 2009, PSAC commissioned an Ipsos Reid telephone survey in which 1,152 respondents were interviewed in 12 oil and gas regions, encompassing over 135 communities in the Western Canadian Sedimentary Basin.

The survey’s two main objectives were to determine what the public’s attitude really was with regards to the industry and to identify any issues that could be addressed by the service sector.

Soucy says the highlights of the Operational Community Opinion Benchmarking Study, released in November 2009 were encouraging. “The responses, on average, were quite positive. The survey also identified some very obvious concerns and addressable issues.”

Some of the key results of the survey were the following:

• the top three overall issues for respondents were employment, health care, and the economy
• 79% of respondents agreed that the industry was believable
• 63% of respondents said they were interested in learning more about the oil and gas industry
• 59% of respondents viewed the companies working in their communities favourably
• 58% of respondents viewed the industry favourably
• 54% of respondents said the first thing that comes to mind when they think about the good things industry does in their community was community service

Based on the results of the survey, PSAC is currently developing tools and programs for its member companies and employees to help address some of the issues identified in the survey and to become better ambassadors for the industry.

Soucy says that as the industry grows in activity levels (save for 2009 activity levels), it is coming more in contact with the public in its areas of operation. Soucy advises that “We can expect to have more friction if we don’t address the public’s concerns. The industry’s social license to operate is very much in its own hands. Being proactive on these matters is essential, and like safety, needs to become an integral part of all operations.”