One of the biggest challenges to people looking to build a career in the oil and gas sector face is how they can get involved in the oil and gas industry. So I reached out to five oil and gas professionals and asked the following question:

How did you happen to get started in the oil and gas industry?

Alex Athanas

I am a former a  wireline Engineer at Schlumberger. And currently assigned as Engineer in charge for ENI Project in Mozambique.

I studied Bsc. in Telecommunication Engineering from University of Dar es Salaam, during my final year in 2013 I got an opportunity to meet with recruiters from Schlumberger who came to visit College of Engineering and Technology (COET) looking for potential engineering candidate who could join them in their ongoing projects across East and Southern African region.

They invited everyone from engineering and mining background to participate in aptitude exam conducted at the University of Dar es Salaam.

The response was amazing, about 600 candidates participated and only few of us managed to pass this stage.

Thereafter went through series of interview session including oral, presentations and group session. I finally got successful and got assigned to Mtwara, Tanzania as Wireline Field Engineer trainee to work on the then ongoing BG Tanzania operation.

I didn’t actually plan to have a career in the oil and gas industry, but took the opportunity when it presented itself, because the field engineer job seemed interesting, unique, and challenging.
After taking up the role I started with training since I didn’t have oil and gas background, my first training was in Paris France, this was mostly covering introduction to Oilfield and where Schlumberger fit in the market.

My second training was in US, this was bit extensive and long one taking about 4 months covering Wireline operation, crew management, Health, Safety and Environment (HSE) and other specific courses related to Schlumberger operation.

After completing my training, I joined the crew working on BG Tanzania offshore operation. I remember the name of the rig was Deep Sea Metro1 and the first well I logged was Mzia-3 appraisal well.

Since then I have been working on several projects across Sub-Saharan African.

I have been working in emerging market environments in East and South Africa (South Africa, Mozambique, Kenya, Uganda, Tanzania & Ethiopia) and in several west African countries from Cameroon, Ghana, Gabon, Equatorial Guinea and Congo managing wide variety of Wireline and basic Slickline services; working offshore/onshore for international as well as local demanding clients (BG, Total, ENI, Sasol, Ophir, Shell, Tullow Oil, New Age, Maurel & Prom & PanAfrican Energy).
As a wireline engineer, I am responsible for crew safety, providing the client with the excellent data and service quality while adhering to stringent health, safety and environment policies.
The most challenging part of my role as an Engineer in Charge is organizing and tackling an extremely large and varied amount of tasks, ranging from planning my crew to work safely and efficiently, to checking tools making sure all the tools and equipment are operational, to inputting HSE and service quality reports, to speaking with clients on a daily basis. There are so many tasks on my list that it was impossible to complete them all, so I had to learn to prioritize.

My advice for anyone who wants to start out career in oil and gas industry, as this industry is very demanding, fast-paced, and volatile, they need to be prepared to work very, very hard. And long hours. It’s not always fun. But it is rewarding, challenging, and you will learn a lot. Perseverance is key.

I encourage my fellow Tanzanians (especially those who wants to take advantage of business opportunities, graduates and students) to take the time to really learn about the oil and gas industry, especially now this is hot cake and it is fast growing market in East Africa.

Why To Follow: Alex Athanas worked with one of the largest oil service company in the world (Schlumberger), he now works as Engineer in charge for ENI Project in Mozambique.

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Fikiri Ali                                   

“I first joined the industry back in 2013 as a planning analyst for Swala oil and gas (T) plc. This role was advertised by radar recruitment Tanzania. Since I worked as a Market Analyst before, radar decided to contact me and I was first interviewed by radar. I did well and I was referred to the Swala CEO for the second interview. I did well and I received a job offer. The company immediately sent me to Australia for a month training before I was fully given responsibilities.”

Why to Follow: Fikiri Ali is an experienced planning analyst with a demonstrated history of working with the oil and gas industry. Skilled in Analytical skills. Financial modeling, strategic planning, social science, and SPSS. Strong business development professionals with a masters degree in Applied Economics and Business from Mzumbe University in Tanzania

Innocent Urio
 

“My journey in the oil and gas industry started in early 2012 just after completing my final-year exams. I was given an offer to work with Schlumberger as Maintenance Engineer after passing series of interviews conducted during a career fair event organized by Schlumberger at College of Engineering and Technology, University of Dar es Salaam, Dar es Salaam”

Describing the top challenge faced in his career Innocent says “The main challenge was during my first two years when you spend most of the time on the field, doing onshore and offshore drilling rigs. This is the time when you are supposed to acquire a lot of skills through on-job and in-class training and you are required to break out and become a standalone competent engineer. The condition for employment during this time was to pass all training, otherwise, you will be dismissed.
The most memorable event in my career occurred in 2015 when I was promoted to General Maintenance Engineer (GME) after passing all interviews and successfully delivering my project presentation in Congo Brazzaville, Pointe Noire. I delivered this presentation in front of Regional Management and it was a pass-or-fail event.”

Why to Follow:Innocent Urio worked with one of the largest oil service company in the world (Schlumberger), he now works downstream (oil marketing company) with Puma Energy Tanzania as an Engineering and Maintenance Manager.

Benoit Gallois

“During my international studies at the Rouen Business School (France), I was part of the Junior Entreprise Alteo Conseil team as Sales Manager. In 2008, I met one of my future partners with whom we started our technical assistance and equipment procurement activities for oil drilling projects in North Africa (Tunisia, Algeria, Libya). This entrepreneurial experience led us to the Arab Spring in 2011 forcing us to put our activities on hold. After a detour via Houston in 2012, I joined Veolia Water in Rep of Congo in 2013 and then a subcontractor for the oil industry, SERVTEC Congo, in 2015 where I will soon take up my position as Deputy General Manager.”

Why to Follow: Benoit Gallois is a commercial  and operations manager of chez SERVTECH International group. He is in charge of the management of 10 business engineers incharge of  45 customers accounts with more than 70% of  turn over in oil and gas industry(Total E&P, Total Distribution, Parenco, Halliburton, TechnipFMC. Subsea7, Baker/GE etc.)

 Writer’s excerpts.
I always compare the oil industry with the military sector. Why? Because it employs people from every profession. Oil and gas companies hire accountants, doctors, legal officers, engineers of all kinds, drivers, security guards, cooks, computer programmers, etc.. And there are different routes to get into this industry. So don’t be daunted of academic background
And the cool thing is that in the oil and gas industry, there are opportunities for people of all ages and shape.

Feel free to contact me if you have any question:

hussein.boffu@tanzaniapetroleum.com

+255655376543

Innocent Urio Engineering and Maintenance Manger, Puma Energy Tanzania

Innocent Urio has built a lucrative career in the oil and gas industry. From working with one of the largest oil service company in the world (Schlumberger), he now works downstream (oil marketing company) with Puma Energy Tanzania as Engineering and Maintenance Manager.

His interesting story reflects that anyone can build and grow a career in the oil and gas industry, as long as he or she is willing to work hard and long hours.

In this exclusive chat, Innocent gives insight on his journey in the oil and gas industry: the challenges he faced and some initiatives he takes to ensure that he stays in this dynamic industry.

Hussein Boffu, asked.

1.How did you happen get started in the oil and gas industry?

My journey in the oil and gas industry started in early 2012 just after completing my final-year exams. I was given an offer to work with Schlumberger as Maintenance Engineer after passing series of interviews conducted during a career fair event organised by Schlumberger at College of Engineering and Technology, University of Dar es Salaam, Dar es Salaam.

2.Describe the main challenge you faced in your career?

The main challenge was during my first two years when you spend most of the time on the field, doing onshore and offshore drilling rigs. This is the time when you are supposed to acquire a lot of skills through on-job and in-class trainings and you are required to break out and become a standalone competent engineer. The condition for employment during this time was to pass all trainings, otherwise you will be dismissed.

3.What is your most memorable event in your career?

My most memorable event in my career occurred in 2015 when I was promoted to General Maintenance Engineer (GME) after passing all interviews and successfully delivering my project presentation in Congo Brazzaville, Pointe Noire. I delivered this presentation in front of Regional Management and it was a pass-or-fail event.

4.The long awaited oil and gas market is  recovering with new projects being approved. How does that impact your career?

The oil price is recovering already and has started to provide opportunities to many areas around the world. What is required is just for all stakeholders in industry to be ready to grasp these opportunities.

5.What does local content mean to you?

Local content, to me, means the provision of employment for locals and the use of local goods and services through development and participation of local human capital and business firms in the entire value chain of the oil and gas industry.

6.What advice would you offer to young people looking to build a career in the oil and gas sector?

The most important thing is to try to be well-informed. Seek information and know what qualities most oil and gas companies are looking for. Also, it is very important to be connected in professional networks such as LinkedIn.

Ensure you have a well-crafted and updated CV. The professional network profile and the CV should portray your qualities. Some job sites are specific for oil and gas jobs. It is very important to visit these websites regularly.

Bhakti Shah, Managing Director, Impact Afya Ltd

Ms Bhakti Shah, Managing Director of Impact Afya ltd,  talks to  the Oil and Gas East African Network (OGEAN) about minimizing health risk  and increasing productivity  and improving performance of the employees at the oil and gas workplace. 

 ImpactAfya Ltd is a Corporate Wellness Solutions Provider, based in Dar es Salaam.

Hussein Boffu asked,

1.As the country’s oil and gas expands, with new employees joining the oil and gas workplace for their first time. Do you think that is vital for oil and gas companies to develop wellness program relevant to new and local workforce?

Yes of course – working in the oil and gas sector is extremely demanding and this is substantiated by the fact that the utilization of wellness services in this sector is increasing rapidly around the world.

As the Oil and Gas industry expands in Tanzania, it will attract Tanzanians from across the country and expatriate staff.  Looking at the industry trends in other parts of the world, The prevalence of both physical and psychological stressors is expected to increase and will lead to numerous health risks, which in turn will negatively affect the productivity and performance

Research from the World Health Organization shows that one in five people worldwide are living with mental health issues.  Modern workplaces are increasingly challenging and personal lives in this sector experience isolation and loneliness.  Almost a quarter of adults are not physically active to prevent illness and one in three people are usually distracted at work by their financial situation.  This applies to Tanzania as well, where the Tanzania Demographic and Health Statistics has reported a 16% probability of dying in the economically productive age-group of 30-70 due to non-communicable diseases.

Employees and their dependents in the Oil and Gas sector need assistance with work-life issues, including family support services and substance abuse intervention, nutritional issues, including weight management and dietary consultation as it relates to disease prevention and management.  Family and relationship issues such as eldercare, childcare and addictions are also of concern in this sector due to the nature of work demands.

Employers in Oil and Gas industry must examine existing policies, practices and objectives as they relate to working conditions, retention and attraction, and socio-economic factors.  Risk management strategies, as they related to each of the issues, should be identified, as well as factors including a well thought out wellness program will contribute to organizational success in general.

2.What are the importance of collaboration among human resources, operational management and other departments within organizations in improving health and productivity of the employee at workplace?

With the rapidly changing business environment, oil and gas companies are transforming to being decentralized and agile.   As a result, human resources function has evolved from being purely administrative role to that of a strategic business partner that demands interaction across the organization for improved efficiencies and performance.

Workplace health and safety policies and programs are of critical concern where heavy industrial construction and technical competency are fundamental components of the work environment.   The Oil and Gas industry operates under very strict safety standards and government regulations to ensure the well-being of workforce…

The industry makes use of many different activities in all the sectors of the business cycle: from upstream to downstream. Health, safety and environment standards are applied at all levels of operations and therefore departments must collaborate together to implement programs that promote health, safety and resultant productivity.

3. According to IPIECA, fatigue  is the state of tiredness that is associated with long hours of work, prolonged periods without sleep and requirement to work when would normally be resting.  How can organizations manage fatigue risks especially in oil and gas operations that employ workers in geographyically remote areas?

The American Petroleum Institute defines fatigue as: “reduced mental and physical functioning caused by sleep deprivation and/or being awake during normal sleep hours.  This may result from extended work hours, insufficient opportunities for sleep, failure to use available sleep opportunities, or the effect of sleep disorders, medical conditions or pharmaceuticals, which reduce sleep or increase sleepiness”.

Fatigue is associated with shift work and overtime and links have been identified between fatigue and industrial disasters.  Fatigue is also associated with medical conditions such as diabetes, obesity and hypertension.

Fatigue is determined by a multitude of Work-related factors such as shift schedule design, overtime and on-call arrangements, commute, environmental conditions and access to food and water, type of work, task design, staffing levels, breaks within shifts, safety culture, pay structures, commitment to fatigue risk management, sleep environment and individual factors such as sleep environment, sleep disorders, health, domestic and social commitments, commute, commitment to fatigue risk management, sleep hygiene, age, secondary employment.

 In order to provide comprehensive protection from the impaired performance caused by fatigue, an organization should carry out a risk assessment and then institute fatigue risk management plan which gives consideration to all these factors. An effective fatigue risk management should recognize that fatigue is the joint responsibility of employers and employees and that communication, consultation and commitment on both parts are essential.

The fatigue risk management plan should take into account operational experience and practicalities and should be integrated into corporate safety and health management system.

4.Some offshore specialists routinely move from one installation to another and tend to have no fixed work and leave cycle how does that impact performance of the employee?

Most offshore personnel are employed long-term on one installation, where their work schedules form a regular pattern.  The schedule is usually planned months in advance.  However, specialist personnel working on ‘ad-hoc’ basis are required to travel to different installations where and when required to meet particular operational needs.  Consequently, these personnel are likely to work irregular and/or unpredictable schedules.

The working time arrangements operated in different areas worldwide depend largely on factors such as travel times and distances between the installation and the shore, employees’ home location, the mode of travel and prevailing weather conditions, along with local and national employment practices.  Most schedules are based on equal-time work/leave cycles for employees.  In general, specialists tend to work on longer rotations so as to reduce the time and costs involved.

Long work hours are an integral feature of offshore employment, irrespective of a particular work schedule.  Fatigue is potentially a serious problem for all offshore personnel.

Work on offshore installations involves potentially hazardous production and/or drilling operations.  The intensive work patterns, the nature of tasks involved, and the effect of fatigue, are potential sources of risk to the safety and well-being of personnel.  There is the operational risk of explosion, fire, structural failure, shut-down, reduced productivity resulting from human error and impaired performance, and risk to the physical and psychological well-being such as injury, illness, sleep disturbance, anxiety.  Moreover, the family problems resulting from the offshore lifestyle may indirectly on the well-being and work performance of the offshore specialist.  Long hours and fatigue may impair performance during the offshore work and may carry over into travel during and adjustment to, shore breaks.

On arrival offshore, workers need time to recover from travel fatigue, to adjust to work routine, and to become familiar with any operational changes that occurred while they were away.  This adjustment typically takes 2-3 days from the period of shore leave and during this time, work performance may be adversely affected.

Recovery from fatigue requires adequate rest to replenish mental and physical exhaustion.  A period of recovery makes people feel capable and ready for the next phase and prevents the accumulation of fatigue and the serious health consequences as a result.Rest and recovery does not necessarily mean doing nothing. Time spent on social and physical activities that are enjoyable facilitate recovery and well-being and performance on return to work.

5.What advice would you offer to Senior Management who would like to improve employee health outcomes and productivity?

Considering the occupational, physical and psychosocial stressors in this industry, employee wellness programs are a strategic imperative.  A pro-active approach promoting employee wellbeing through a variety of well thought out initiatives and interventions will drive employee productivity, engagement and retention and meet new social expectation.  Adopting a long-term strategic approach to employee health and well-being is key to ensuring that your organization and its people thrive.