Nationalization of Workforce in Oilfield Service Company Takoradi, Ghana 20 Nov 2019 FOR INTERNAL USE ONLY
Halliburton Global Footprint Founded 1919 Employees 55,000* 140 Nationalities 140 TC TC TC TC Operational Countries 70 TCTC TC T TC TC C TC TC Research Centers 15 TC Locations TC Technology Centers TC Corporate Headquarters Corporate Headquarters Houston Dubai *approximate estimate FOR INTERNAL USE ONLY 2
Nationalization ▪ Develop job appropriate competencies and transfer knowledge to the Ghanaian employees ▪ Recruiting ▪ Training & Development ▪ Retention ▪ Succession Planning ▪ Knowledge Transfer / Continuous Learning ▪ Long term commitment to develop efficient and highly skilled Ghanaian workforce delivering value to the upstream petroleum service Industry FOR INTERNAL USE ONLY 3
Key Drivers ▪ Self-reliant ▪ Sustainable Growth ▪ Workforce Economics ▪ Talent Management ▪ Competitive Advantage ▪ Compliance FOR INTERNAL USE ONLY 4
Halliburton Ghana Limited ▪ First Ghanaian national hired in 2011 ▪ JV created in 2015 ▪ 70%+ nationalization ▪ 40% employees over 5+ years ▪ Leadership roles – Country / Area / Region ▪ Diversity focus FOR INTERNAL USE ONLY 5
Challenges ▪ Lifecycle - Training & Localization - Align expectations ▪ Lack of highly qualified local workforce ▪ Contract duration ▪ Lack of mobility / Attrition ▪ Discontinuity – market conditions / cyclical FOR INTERNAL USE ONLY 6
The way ahead ▪ Work with PC on business imperatives and regulatory requirements to meet / exceed localization targets ▪ Intensify training of Ghanaians - Build capacity & Localise training ▪ Continue to collaborate with PC, GNPC, Operators and academia ▪ Robust monitoring of succession planning, fast track hi-performers ▪ Focus on employee retention, motivation and empowerment ▪ Identify and facilitate the capacity building of selected technical and vocational institutions FOR INTERNAL USE ONLY 7
FOR INTERNAL USE ONLY 8
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