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Getenergy MENA 2016 Programme – 6th December
08:30 - 09:30

Registration Open

09:25

STREAM 3: PERFORMANCE – EDUCATION, TECHNICAL COMPETENCE & COLLABORATION

09:30

How industry and education partnerships drive businesses forward

Developing strategic partnerships between the oil & gas industry, universities and TVET institutions provides significant opportunities for developing the skills of students at the beginning of their careers. Partnerships with education institutions are approached in different ways by different organisations; there are significant benefits to students, faculty and industry, primarily with support on curriculum development, an access to local talent, opportunities in R&D and faculty development.
During this session, we will discuss case studies and success factors for industry/academic partnerships, highlighting:
- How academic institutions maintain relationships with industry during a low oil price
- The opportunity for industry facilitating international partnerships with other institutions
- The value of aligning the needs of industry with education, to support the alignment of faculty and curricula
- Who to partner with within organisations and how partnerships should commence?
- How best can education institutions position themselves as partners to the industry?

10:30 - 11:00

Coffee and networking in the Learning Arena

11:00 - 12:00

Bridging skills and experience gaps through innovative technologies

Technologies for learning and training come in multiple forms, from learning management frameworks to simulated virtual reality, offering a number of benefits. Simulated scenarios offer a depth of applied learning that is demonstrably more efficient than traditional theoretical learning.

Applying new learning technologies addresses not only learning behaviours but also increases learning outcomes.

In this session we highlight:
- Best practices on how technology and can be harnessed to improve training and career development
- How data analytics ensure that the right number of people with the right skills are employed in the right place and at the right time
- The role of digital technology for cutting costs, increasing efficiency and boosting productivity – and the need for training
- The role of simulation technologies to improve workforce capabilities
- Outcomes of how investment in technology supports training initiatives

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12:00 - 13:30

Lunch in the Learning Arena

13:30 - 14:30

Developing technically competent engineers, technicians and operators

In this session we examine industry led vocational and technical skills development programmes needed for upstream, midstream and downstream operations. We discuss the employability of graduates from technical training institutions, the importance of globally recognised qualifications and the role staff play in the delivery of training.

Addressing a number of different programmes, we will learn more about:
- The value of apprenticeships and how they are implementable with high quality mentorship programmes
- The need for on-the-job training
- Optimum class sizes to ensure student benefit
- How a company culture can be integrated into training programmes
- How programmes such as the Emirates Foundation ‘Think Science’ and Shell’s ‘Eco-Maration’ promote STEM
- Success rates and alumni destinations

14:30 - 15:00

Coffee and Networking in the Learning Arena

15:00 - 16:00

Localisation of the supply chain: assisting local capacity building and enabling in-country-value

Localising the supply chain stimulates economic development, the creation of jobs for nationals and increases the competitiveness of local companies. While many countries have local content laws that require foreign companies to use a certain amount of local labour, materials and services in their processes, collaboration between industry, regulators and education institutions is required to build the capacity of local enterprises. In countries such as Oman, In Country Value is promoted by the Ministry of Oil & Gas, with similar initiatives in Saudi Arabia and Kuwait. However in the UAE local companies must be cost competitive and have demonstrable expertise equal to international companies.

In this session we explore a number of initiatives:
- In Oman, we learn of several programmes such as Orpic’s Sohar Refinery Improvement Project (SRIP) which has invested approximately US$375 million in local companies. Also discussed is how Abraaj Energy Services (AES) have maintained Omanisation at 84%
- With a case study of the Khalifa Fund for Enterprise Development, we explore the importance of funding SMEs in the UAE to be able to compete in tender processes
- We learn about two programmes including the Oman Ministry of Oil & Gas’ Joint Supplier Registration System (JSRS) set up for suppliers to register their capabilities and the Vendor Development Programme (VDP) to support local suppliers and stimulate jobs for Omanis

16:00

Close of VTEC MENA 2016

09:25

STREAM 4: PEOPLE – LEARNING, TRAINING AND ACCOUNTABILITY

09:30 - 10:30

Debating different learning techniques – Case studies of OJT, problem-based learning to blended learning

In this session we will explore the different approaches to learning within the organisation. We address situational based methods of learning, and how different companies are approaching a combination of learning techniques including:

- On-the-job learning
- E-learning
- Problem-based learning
- Classroom methods
- Simulated learning programmes
- Informal learning
- Mentoring
- Blended learning

This session will provide an understanding of how employees engage in their day to day jobs and different learning styles to improve employees’ technical and professional competencies, increased satisfaction and retention. Putting an additional focus on the value of non-monetary benefits we will showcase how to attract talent by developing an employee-centred culture, offering value beyond traditional compensation.

10:30 - 11:00

Coffee and networking in the Learning Arena

11:00 - 12:00

Innovating to build a learning organisation: pioneering methods of knowledge management and transfer

As the oil price puts pressure on learning and training budgets, this session explores ways in which companies are innovating their training, learning and education planning to ensure employees are trained to the highest standards.

During this session we discuss:
- How different companies are using their current workforce, their corporate alumni and network within the education community to transfer knowledge and share experiences
- The role of learning and training teams for developing innovative strategies to train, share knowledge and develop a more cohesive workforce
- Techniques for knowledge transfer, thought processes and innovative leadership to maximise output

We recognise that a company’s effective organisation relies on planning and sharing expertise across the network to ensure the value of knowledge is retained and forms a sustainable programme of best practice and employee excellence.

12:00 - 13:30

Lunch in the Learning Arena

13:30 - 14:30

Increasing productivity through a more agile workforce – modernising the national workforce

Today’s business environment is increasingly more complex. Consequently, companies need to broaden the range of their employees’ competencies, whilst strengthening collaboration and innovation.

In this session we will discuss:
- Changing skillset demand and what companies, universities, colleges and training institutes need to do now to ensure the agility and employability of the local workforce
- Strategies for attracting nationals into the sector and maximising output
- How workforce agility strategies can be implemented to achieve nationalisation targets

 

 

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14:30 - 15:00

Coffee and Networking in the Learning Arena

15:00 - 16:00

Developing a dynamic L&D model that maximises ROI

Training strategies need to be properly evaluated and benchmarked to ensure they deliver the greatest ROI and impact the productivity of the business. We draw upon the role of training, manpower and learning departments to contribute to a more flexible, efficient and competitive business model to improve organisational performance and bottom line results. In times of constrained budgets a thorough analysis is necessary to make the right investment decisions and allocate the necessary budget. In order to make learning more efficient and effective we draw upon different operating models.

We discuss:
- Integrating learning technologies to strengthen learning models
- Methods of monitoring quality for learning content
- Learning processes best practice
- Defining a catalogue of recommended frequently used learning content
- Incorporating informal and social learning