Mobilisation in a dynamic Australasian oil and gas market

Abstract

How do major brownfield engineering, procurement and construction (EPC) contractors manage their resources across a geographically dispersed market that is transitioning from the Greenfield mega-project era into operations? How do we manage seemingly unlimited opportunities with a finite in-country resource pool without compromising safety, quality and competitiveness? Contractors must demonstrate high levels of nimbleness and governance when it comes to accessing and deploying the right calibre, cost-effective resources. The mega-project era in Australia has seen unprecedented growth, but on a capital-project basis; brownfield contractors need to take the long view and structure their resourcing strategies accordingly. This means tapping into global networks of suitably experienced personnel, unblocking barriers to mobility and developing sustainable development programs. Investment in and relentless focus on safety leadership through tailored development and competency programs is a must for any contractor that is serious about mobilising safely. When considering the cultural, behavioural and competence contexts of diverse locations, leading contractors must come ready-armed with robust, proven tools managed by leadership personnel who are deeply intimate with these methods and the core values that underpin them. By taking direct ownership of resourcing through strategic, in-house capabilities with a global reach, a contractor can constantly monitor its talent pool and link this to its strategic opportunities. But even more critically, the contractor can provide assurance to clients and communities that the crews deployed to diverse worksites, such as Karratha, Bass Strait and Papua New Guinea are completely fit for purpose and well-suited to each environment.