1 Story The story of Gemini started with a basic idea of developing - PDF document

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Story The story of Gemini started with a basic idea of developing and enhancing talent in the country As part of the Spring Rock Group of versatile service portfolio, soon we realized that talent development goes beyond training and knowledge enhancement Talent and skill in the modern world are all about Competency So became the primary focus of portfolio We are standing here before all you, our esteemed guests and industry leaders, to humbly present Talent , a competency development model of international standard, a product of almost an year of dedicated efforts by highly experienced still at service experts As part of the competency development, we have expanded portfolio to R and D and Technology Solutions 2

Mission To become a leader in human talent development and empowerment through application oriented models of International Standards, and a leading innovator through applied technology, research and development of solutions for the upstream oil and gas industry in Nigeria with a vision to expand globally Vision To be the preferred instrument and a booster establishment to empower the Nigerian and African talent to world class competency levels and to pioneer Africa from a net consumer to a provider of new technology solutions for the global upstream oil and gas industry 3

Competency Development Talent Development Knowledge Enhancement Applied and Emerging Gemini Resources Technologies Portfolio Applied Technology Research and Development Optimization and Continuous Improvement New Innovations R and D Improvement of sub-optimal solutions 4

In order to achieve and accomplish the Mission and Vision Statements and proposed training models, SR Group has established (ongoing process) strategic and value based partnerships globally These partnerships are designed to bring world class expertise together in Gemini campus such that the Partnerships local talent is empowered through: application oriented training solutions research and development on technology and practices and operational problems (if any) develop expertise within the country to export technology and solutions from being a consumer of those despite being a significant oil producer and exporter 5

Main Partner, Talent Track IP Owner, Technical, Management, Research and Intellectual Property iWells Management Consultancy Dubai Academic and Competency Universities / Partnerships Academic and Gemini Resources Research Institutions Oil and Gas Operating Companies and R and D and Technical Solutions for Service Providers Industry Colloboration Rig Tech Well Operations and HSE Training Institute, India 6

Gemini iWells Rig Tech Infra-Structure for Training (India) A full pledged drilling rig and a hoist for hands on training A similar model is planned to be set up in Nigeria in 2018

1. Primary factors for a successful delivery with predictable, sustained, quality performance are: 1) Uniformity 2) Consistency Challenges 3) Reliability Peculiar to Upstream Oil 2. Process and manufacturing plants, factories etc have demonstrated and Gas high success ratio of sustainable high quality performance across the Industry globe 3. The Upstream Oil and Gas Industry however has some specific challenges to achieve the same across the oil and gas assets globally even within the branches of the same company the challenges are extended to training and development of competent quality engineers/personnel 8

Scalability of Human Talent 1. Upstream oil and gas work is not scalable Challenges 2. Scalable industries are: Peculiar to Upstream Oil process industries (refineries, petrochemicals, factories, and Gas manufacturing plants, power plants, fertilizer plants etc) Industry Starbucks, Coco Cola, McDonalds, Walmart etc. They are scalable because human intervention is far less due to advanced and Competency requirements of human talent in scalable industries are far less as compared to non-scalable industries 9

Scalability in the Upstream Oil and Gas Industry 1. Non-Scalable Human Talent Challenges Peculiar to industry has advanced significantly in technology, Upstream Oil applications and practices in the last 30 years or so and Gas Industry is globally interconnected and interdependent through advanced communication and networks advanced software for models, risk analysis, simulations, optimization are growing continuously despite all of the above and more, even today there is no global scalable performance for say a vertical normal pressure 2000 m well 10

Scalability in the Upstream Oil and Gas Industry despite all the advancements and breakthroughs, Challenges subsurface, well construction and projects require Peculiar to significant human involvement and intervention Upstream Oil and Gas humans are not scalable they scale Industry Human energy is limited and variable in a day this is a constraint human intervention in upstream oil and gas must be logical, prudent and compliant as technical matters follow certain physical laws of nature this cannot be scaled through the human population easily even within a single company 11

Scalability in the Upstream Oil and Gas Industry every approach is different Challenges Peculiar to Operating Companies do not: Upstream Oil bench mark performance against each other share experience intrinsically and and Gas critically DO NOT consider another operating company as Industry competitor unlike Apple Vs Samsung Coke Vs Pepsi Windows Vs Mac Service providers compete against each other on technology, performance, contract strategies, pricing etc. but, for service companies, Operators are clients and not consumers 12

Challenges in the Upstream Oil and Gas Industry 1. The Hierarchy of Competency Model Competency Development Unconscious Competence Conscious Competence Unconscious Conscious Incompetence Competence Conscious Competence Unconscious Incompetence Conscious Incompetence Unconscious Incompetence Hierarchy of Competence 13

Hierarchy of Competence Right Intuition Right Analysis Wrong Analysis Wrong Intuition 14

Competency is a Cluster of Integrated Abilities a person to act: Domain Committed Knowledge Focus effectively and To enable Efficiently Competency in a job in a wide variety of situations which success Attributes Appropriate to Adapt Skills 15

Competency Development Most of the training models that exist in the industry are: Review of Existing 1. Traditional or conventional Industry Training Models which follows practical learning under a supervisor On in the office or field or combined Competency Development The traditional training method takes 2-3 years or even more to develop the appropriate competency level (for respective positions) The traditional training method is limited by the boundary conditions of the supervisor as well as the trainee on the jobs assigned to him/her 16

Competency Development Most of the training models that exist in the industry are: 2. Knowledge Enhancement Review of Existing Industry Training Models Mostly short term (between 3-5 days) On Competency Development Specific courses for beginners / fresher (2-4 weeks) Mostly designed based on practices in design and operations Help to enhance knowledge but unless practically applied in work, usually fades out (except few) No system for follow up / sustainable learning / expensive 17

Competency Development Most of the training models that exist in the industry are: 3. Statutory and Compliance Review of Existing Industry Training Certificate courses primary purpose is to maintain Models validity of certificate On Competency Development No competence or skills based training (most senior engineers will be attending with junior field person) Defined system to cover the syllabus in time with little chance of interactive deliberations Helpful for awareness and first line of action to stop/prevent escalation of problems Real value will be gained only by application in the actual work 18

Oil and Gas Companies and Service Providers Developing competency for fresh engineers or beginners through traditional or conventional methods is a long process that demands: significant time; energy; resources; and money; Upstream especially in the current market conditions of low oil prices. Industry Talent, Competent and Engineer who has the capability to work independently with minimum supervision and training is the most preferred in the industry today In effect, the industry needs a model that makes the engineers capable of: Domain Knowledge Adaptability In a Short Time Deployability Employability 19

Gemini Resources Competency Development Model An IP of iWells Dubai Talent Track Talent Track is an Intellectual Property of iWells Dubai. Gemini Resources as an independent training solutions company in Nigeria has partnered (including investment and development) with iWells for exclusive development in Africa Talent Track is designed to: address the shortcomings in the traditional or conventional training models develop the competency of the individual at an early stage that might take years otherwise through the traditional training models The individuals acquiring such competency become empowered to apply their skills to deliver a task with conscious competence 20

How Does the Talent Track Model Work? 21