Ab­dul­lah Al Saleh, emiratisation man­ager, ENOC Group on tal­ent de­vel­op­ment

Re­fin­ing & Petro­chem­i­cals Mid­dle East delves be­low the cor­po­rate strat­egy to un­der­stand what re­ally makes the in­dus­try’s lead­ers tick

Refining & Petrochemicals Middle East - - CONTENTS -

Has ENOC taken any steps to re­cruit, re­tain and de­velop tal­ent? How can you stay ahead of your com­peti­tors in this re­gard?

ENOC has launched a range of pro­grammes to en­sure tal­ent is re­cruited, re­tained and de­vel­oped. We have par­tic­i­pated in Ca­reers UAE for 11 con­sec­u­tive years. In 2017 alone, 152 UAE na­tion­als were re­cruited and 70 of th­ese new re­cruits came di­rectly from Ca­reers UAE 2017 for po­si­tions in de­part­ments that in­cluded ad­min­is­tra­tion, op­er­a­tions, sales, cus­tomer ser­vices, fi­nance, ac­count­ing, EHSQ, le­gal, au­dit and var­i­ous tech­ni­cal func­tions.

ENOC has also launched a Tech­ni­cal Train­ing Pro­gramme (TTP), in part­ner­ship with sev­eral aca­demic in­sti­tutes, in­clud­ing Higher Col­leges of Tech­nol­ogy and Abu Dhabi Vo­ca­tional Ed­u­ca­tion and Train­ing

In­sti­tute (ADVETI).

We have re­cently launched the ENOC En­ergy Schol­ar­ship pro­gramme, which pro­vides can­di­dates the op­por­tu­nity to un­der­take a mas­ter’s de­gree (MSC) in En­ergy at He­riot Watt Uni­ver­sity,

Dubai. The schol­ar­ship pro­gramme is of­fered to ENOC em­ploy­ees and ex­ter­nal UAE na­tion­als, who are in their fi­nal year of un­der­grad­u­ate en­gi­neer­ing de­gree. In ad­di­tion, three of our fe­male em­ploy­ees re­cently com­pleted a sum­mer aca­demic pro­gramme in Dundee, or­gan­ised by Al Mak­toum Col­lege of

Higher Ed­u­ca­tion.

As a group that em­ploys more than 11,000 peo­ple across our busi­ness units, we truly be­lieve that peo­ple are the sum of our suc­cess and are deeply com­mit­ted to­wards hu­man cap­i­tal de­vel­op­ment, and spare no ef­fort in iden­ti­fy­ing, at­tract­ing, nur­tur­ing and re­tain­ing tal­ent.

Do you think tech­nol­ogy such as ar­ti­fi­cial in­tel­li­gence (AI) can be a re­place­ment for hu­man cap­i­tal in the fu­ture, or will it com­ple­ment hu­man cap­i­tal?

In­vest­ments in dig­i­tal tech­nolo­gies by en­ergy firms have risen sharply over the last few years, and while AI is set to largely im­prove ef­fi­ciency lev­els for the en­ergy sec­tor, in gen­eral, AI should be viewed as the tool that can help trans­form the ocean of in­dus­try data into new smart so­lu­tions.

To claim that AI alone could be­come a re­place­ment for hu­man cap­i­tal in the fu­ture might be con­sid­ered far-fetched. I would say that it is more a chal­lenge of op­ti­mi­sa­tion so as to con­tribute to the en­ergy sec­tor on a broader scale.

Dig­i­tal­i­sa­tion, which falls un­der the um­brella of the 4th In­dus­trial Revo­lu­tion, is also quickly re­shap­ing the sta­tus quo of many jobs. The need for greater ef­fi­ciency to en­hance pro­duc­tion vol­umes at af­ford­able costs is spurring the pop­u­lar­ity of dig­i­tal tools. A more ba­sic ver­sion of many of th­ese tools has long been avail­able, but re­cent ad­vance­ments means reams of real-time data can be in­stantly pro­cessed to iden­tify time and cost-sav­ing trends. For ex­am­ple, sea­sonal en­ergy de­mand pro­files can be tracked more ac­cu­rately to match sup­ply to do­mes­tic needs, there­fore cut­ting ex­pen­sive im­port bills, and thus, re­duc­ing wastage and im­prov­ing en­ergy bills.

The same ap­plies to more re­fined mo­tor skills in the field of robotics. Such tools can ex­plore so­lu­tions to haz­ardous in­ci­dents at oil rigs and field op­er­a­tions so that a hu­man em­ployee can refocus their ef­forts on other tasks, es­pe­cially ones that re­quire prac­ti­cal and emo­tional in­tel­li­gence – traits that tech­nolo­gies do not have.

Have you de­vel­oped any com­pa­nyspe­cific strate­gies and pro­grammes to de­velop na­tional tal­ent?

ENOC’S up­dated Na­tional De­vel­op­ment Pro­gramme (NDP) en­cour­ages a cus­tomised learn­ing jour­ney that is shaped to meet and en­hance an in­di­vid­ual’s needs, both to­day and as their long-term ca­reer path. Tal­ent, which must be nom­i­nated to the pro­gramme, are sup­ported by ENOC Group’s hu­man re­sources and man­age­ment. But, each par­tic­i­pant must also in­vest their time and ef­fort to en­hance their pro­fes­sional de­vel­op­ment. This plays a key role in our Emiratisation and suc­ces­sion plan­ning ef­forts to build lead­er­ship ca­pac­ity and ca­pa­bil­i­ties.

All par­tic­i­pants in the NDP, ‘Mawa­heb’ and ‘Im­tiaz’ lev­els can carve out a Per­sonal De­vel­op­ment Plan (PDP), which sets goals and ob­jec­tives for ca­reer growth and en­ables in­di­vid­u­als to bet­ter un­der­stand their own am­bi­tions and strengths. It also con­sid­ers the im­pact of de­part­men­tal and or­gan­i­sa­tional needs within ENOC to en­sure that all ef­forts meet at the same con­clu­sion – meet­ing Dubai’s en­ergy needs.

We truly be­lieve that peo­ple are the sum of our suc­cess and are deeply com­mit­ted to­wards hu­man cap­i­tal de­vel­op­ment, and spare no ef­fort in iden­ti­fy­ing, at­tract­ing, nur­tur­ing and re­tain­ing tal­ent.

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