Task Force 1 Building Strategic Human Capital

Introduction

A recent survey among 22 top international natural gas and oil companies ranked the shortage of talent as the most important issue facing the industry. The shortage of talent in the industry has transformed from an organizational challenge into a critical business issue. Demand has outstripped supply with the rapid growth of new projects/markets and expansion and maintenance of current ones. The problem is further exacerbated by the ageing demographics, leading to the retirement of many experts and the diminishing number of young talent interested in technical careers. If the issue is not addressed, it could potentially impact corporate growth, financial performance, safety and reputation. Competition from within the industry creates additional complexities for recruitment and retention. The issue calls for an industry response. Immediate and innovative solutions must be urgently found for the industry to sustain its continued growth and to ensure its continued safe operations. The challenge is to have a comprehensive understanding and strategic approach to building human capacity to ensure that both the numbers and level of knowledge will be sufficient for all parts of the future global gas industry in the entire value chain. 

 Objective

To understand the key issues impacting the attraction and retention of talent in the gas industry and develop a strategic approach to human capacity building to ensure sufficient capable manpower are available at the right time and place for the future sustainability and integrity of the gas industry.

 Scope

1. Map critical talent and human resources necessary to deliver projects and business across the gas value chain, from production to utilization. Conduct a survey across IGU’s members to understand the demographic of the industry and what are the commonalities and specificities across regions and industry segments Understand which skills and resources are necessary to deliver the gas business of today and develop the gas industry of the future.

2. Identify gaps and key human resource issues impacting the gas industry in the short and long term, particularly in recruitment and capability development.

3. Assess the impact of the economic downturn in recruiting, development and retaining talent

4. Compile best practices across the gas value chain segments and regions including Diversity and Inclusion, cross-industry institutions and programmes aiming at developing local talent.

5. Assess the role of governments, industry associations, universities and private companies. 

Deliverables

1. Triennium Report with Conclusions and Recommended model for adoption by the industry.

2. Regional workshops/thematic video conferences involving local and international gas and oil associations, NOCs and IOCs and consultants. Workshops aimed to coincide with IGU council meetings to allow participation of charter and associate members.

3. Roundtable forum during WGC 2012.

4. Periodic articles for conferences and president’s presentations during the triennium.