GU-860 Wells Career Development Framework PDO

Petroleum Development Oman L.L.C.
Wells Career Development Framework
Document ID GU-860
Document Type Guideline
Security Restricted (Information Security Classification Definitions)
Discipline Well Engineering
Owner Wells Corporate Functional Discipline Head
Issue Date March 2018
Version Version No. 2
Link http://cms.portal.corp.pdo.om/Published/GU-860.pdf (Intranet)
Keywords: Career Framework, Subject Matter Expert, SME, Technical career path, managerial
career path, ROUND I, ROUND II, Harweel School, licensing, In-sourcing, Development Program,
Graduates Development Program (GDP)
This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any
part of this document may be disclosed to others or reproduced, stored in a retrieval system, or
transmitted in any form by any means (electronic, mechanical, reprographic recording or
otherwise) without prior written consent of the owner.
Revision: 2
Petroleum Development Oman LLC Mar. 2018
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The controlled version of this CMF Document resides online in Livelink®. Printed copies are UNCONTROLLED.
Revision:2
Mar. 2018 Petroleum Development Oman LLC
i Document Authorisation
Authorised For Issue: March 2018

Document Authorisation
Document Authority Document Custodian Document Controller
Tariq Al-Riyami (UWH) Kingsley Emeye (UWH/14) Christian Koepchen (UWH/2)

Date: 27/03/2018 Date: 27/03/2018 Date: 27/03/2018
Printed 27/03/18 GU-860, Wells Career Development Framework Page 3

Revision: 2
ii Revision History
The following is a brief summary of previous revisions to this document. Details of all revisions
prior to these are held on file by the issuing department.
Note that changes made as part of Document Maintenance (correction of broken hyperlinks) will
not be recorded in this Revision Table.
Revision No. Date Author/ Editor Changes/ Remarks

1 26/07/2017 Kingsley Emeye, First issue
UWH/14
Tariq Al Riyami,
UWH
Abdullah Al Braiki,
UWH/141
Christian
Koepchen, UWH/2
2 20/02/2018 Kingsley Emeye, Removal of Logistics section
UWH/14
Tariq Al Riyami,
UWH
Christian
Koepchen, UWH/2
iii Related Business Processes

Code Business Process (EPBM V.4.0)
EP.63 Design, Drill, Modify, Service and Abandon Well
iv Related Corporate Management System (CMS) Documents

The related CMS Documents can be retrieved from the Corporate Management System (CMS)
and the Wells Standards Portal on the PDO Intranet. Contractors can access this document via
the PDO Extranet – “CMS Documents relevant to Wells Contractors”. Contract Holders shall
request access for named contractors to the PDO Extranet for the contract period.

Revision:2
TABLE OF CONTENTS
i Document Authorisation...................................................................................................... 3
ii Revision History ................................................................................................................... 4
iii Related Business Processes .............................................................................................. 4
iv Related Corporate Management System (CMS) Documents ........................................... 4
1 Introduction ........................................................................................................................... 7
1.1 Background ....................................................................................................................... 7
1.2 Objective ........................................................................................................................... 7
1.3 Structure of this document ................................................................................................ 7
1.4 Distribution/Target Audience ............................................................................................ 7
1.5 Review and Improvement ................................................................................................. 7
2 Learning and Development Tools....................................................................................... 8
2.1 Learning Ladder ................................................................................................................ 8
2.2 Learning Needs ................................................................................................................. 8
2.3 Training Matrix .................................................................................................................. 9
2.4 Annual Development Planning (ADP) .............................................................................. 9
3 The Wells Career Development Framework .................................................................... 10
3.1 Wells Graduate Generic Development Program ............................................................ 10
3.1.1 Wells Graduates ............................................................................................ 10
3.1.2 Post Round II Certificate (MSc in Well Design and Engineering) ................. 11
3.2 Wells Diploma Holders.................................................................................................... 12
3.3 Technical Assistants (TA) ............................................................................................... 13
3.4 Wells Advanced Competence Development (Post ROUND II) ...................................... 13
3.4.1 Managerial Career Ladder ............................................................................ 13
3.4.2 Technical Ladder – Subject Matter Expert Development ............................. 13
3.4.3 Technical Ladder - Competency Development Model (Harweel Staff) ........ 16
4 Roles and Responsibilities ................................................................................................ 19
5 Appendices ......................................................................................................................... 20
5.1 Appendix 2, References ................................................................................................. 20
5.2 Appendix 4, Glossary of Terms, Abbreviations and Definitions ..................................... 21
5.3 Appendix 3, Subject Matter Expert Development Road Map ......................................... 22
LIST OF FIGURES
Figure 2-1, Wells Capability Development Framework ................................................................. 8
Figure 3-1, Wells Career Development Framework .................................................................... 10
Figure 3-2, IDP utilizing In-sourcing Units ................................................................................... 11
Figure 3-3, Career Path for In-Sourcing Diploma Holders .......................................................... 12
Figure 3-4, Wells Subject Matter Expert Development Road Map .............................................. 14

Revision: 2
Figure 3-5, Excerpt from the detailed SME Development Road Map ......................................... 15
Figure 3-6, Subject Matter Experts' Reporting lines .................................................................... 15
Figure 3-7, Harweel Staff Competency Development Model ...................................................... 16
LIST OF TABLES
Table 4-1, Roles and Responsibilities in relation to this document ............................................. 19
Table 5-1, Related References .................................................................................................... 20
Table 5-2, Glossary of Terms, Abbreviations and Definitions ..................................................... 21
Table 5-3, Training and Exposure that will aid towards developing an individual into a Subject
Matter Expert................................................................................................................................ 22

Revision:2
1 Introduction
1.1 Background
In Wells, career planning and people development is considered a key success factor to enable
high performing organization with top quartile technical and leadership capability.
The different phases of career development in wells from recruitment to an independent Well
Engineer are covered in GU-859, Wells Graduate Training Guideline. This guideline intends to
serve as a single road map for all well engineers’ career development.
1.2 Objective
The objective of this Guideline is to consolidate in all elements of the Wells Career Framework,
detailing all the tools that are used throughout the various phases of career development
objectives of Well Engineering staff.
1.3 Structure of this document

This document is structured as follows:
 Learning and Development Tools
 The Career Development Framework
 Wells (Well Engineering and Completion and Well Intervention)
The Wells Career Development Framework distinguishes between the “Generic Development
Program for Core Technical Competencies” which is completed between 6.5 and 8.5 years and
the “Advanced skills and competence development program” which is defined on an individual
basis in the Personal Performance Contracts (PPC) and the Annual Development Plans (ADP).
1.4 Distribution/Target Audience

This Guideline covers the career development of all Well Engineering staff from JG 5 upwards.
It also covers TA development, which is partially influenced by slot availability and individual
performance.
1.5 Review and Improvement

Any user of this document, who wishes to provide constructive feedback, concerning new inputs,
clarification or possible errors, is requested to immediately notify the Document Custodian.
This document shall be reviewed as necessary by the Document Custodian, but no less frequently
than every four years. Triggers for full or partial review of this Guideline are listed in PR-1444,
Well Engineering Management Framework in Chapter 5.2.4, and Document Review.

Revision: 2
2 Learning and Development Tools

PDO corporate Learning and Development Department (PCL) is responsible for the coordination
of the selection, content, structure and delivery of Learning and Development solutions for all
PDO staff. The Wells Capability Development (UWH14) team is the liaison between Wells’ staff
and PCL. Their focus is to provide individuals and teams with the right mix of technical, business
and leadership skills in performance of their roles.
2.1 Learning Ladder

The Learning Ladder is one of the tools to enable staff plan the right blend of competencies and
development necessary to gain expertise required to move up the Job Ladder. It provides a
structured approach to staff development.
The Wells Learning Ladder consists of appropriate learning interventions such as courses that
are grouped by Job Groups, number of years (experience), etc. It enables staff to ascertain the
technical, business and leadership competencies for a particular job and therefore ability to
identify the skills needed to do the job. The Wells Learning Ladder is located in the Links page of
the UWH web page and can be accessed here. A sample can be found from clicking this link
WE_Learning_Ladder
This Wells Learning Ladder is updated on a yearly basis.
2.2 Learning Needs

Learning Needs i.e., Development Needs, are identified gaps in skills/knowledge of an individual
that are to be closed to enhance existing skills/knowledge.
Wells’ Learning Needs Analysis (LNA) refers to the process of identifying gaps in skills and
competencies in line with defined Competency Based Development (CBD). This identification
process is done by the individual staff and then discussed with the direct supervisor for approval.
From the identified competency gaps, learning needs are defined and translated into actual
learning actions. The competency gaps are closed through “On-the-job training” (70%);
“Coaching” (20%); and “classroom training courses” (10%), in line with PDO’s 70-20-10 learning
development model as depicted in Figure 2-1 below. The learning actions are registered in the
Annual Development Plan (ADP).
The entire competency development process is conducted carefully with appropriate
management checks, ensuring alignment with the learning objectives and PDO’s business needs.
Engineering Degree/Diploma
Structured Technical Coaching & Mentoring

Progression Checklist
e.g., Competent RM
Key Competencies
Next Role Phase
On-the job training

Job Tasks
Module & Module Assignment
Field Assignment
HSE, Technical & Leadership courses
Competence Assessment
Figure 2-1, Wells Capability Development Framework

Revision:2
The identified structured classroom training courses are registered in SAPpHiRe and submitted
to his/her direct supervisor who either approves or rejects the submission bases on identified
gaps. The alignment with business needs is verified by CFDH/SPM as functional authority.
2.3 Training Matrix

The Well’s Training Matrix is one of the tools used to track training and skills level. It is used by
Wells staff to identify the mandatory, recommended and optional training requirements for a
particular job role.
A copy of the Well Engineering Training Matrix can be found by clicking this link
WE_Training_Matrix and it is updated on a yearly basis.
2.4 Annual Development Planning (ADP)

The ADP captures the most appropriate learning methods to address gaps. It is usually discussed
and agreed by the staff, the Line manager and the SPM. This must be in alignment with the
Learning Ladder, Job requirements and development needs.
The ADP process is a part of the annual business planning process and leads to identification of
clear development objectives for the staff within a specified time limit. The objectives are captured
in the individual’s PPC and progress is monitored during the various review periods within the
year.
The ADP helps the staff to chart their career development and creates a platform for discussion
with their line manager and SPM.

Revision: 2
3 The Wells Career Development Framework

The Wells Career Development Framework, illustrated in Figure 3-1, defines options for career
development for Wells Graduates, Wells Diploma Holders and Technical Assistants.
JG-7 JG-6 JG-5 JG-4/3 JG-4/3 JG-2 JG-1
Integrated Development Program Ops/ P&D Development in S.M.E.

Well Engineering
Graduates DSV WE/SWE Support

Development
Program CWI* *Post RI can be UWH/UWC/UWB Team Manager
NDSV
moved to CWI.
Potential Feed to /UWZ* Lead
CWI Comp.
Supervisor * for every role an incumbent has
to demonstrate that he / she
possess the required skill set
Licensing Model in
High Risk Areas. e.g.,
Harweel Model Opportunities*:
STIA
In-sourcing Field Career LTIA
sourcing
Internal Posting
In-
Development Opportunities* * Linked to ADP & PDP

Program * Ring-fenced Development Program
* Development Program is
Business Personal
TA*
available to selected TA’s Demand Staff Allocation Wishes

only, selection is based on
performance criteria
Generic Development Program for Core Advanced skills and competence development as per PPC / ADP / PDP
Technical Competencies~ 6.5-8.5 years ~ 27-30 years
Figure 3-1, Wells Career Development Framework

The various elements that make up the Wells Career Development Framework are described
below.
The framework is designed to develop staff competencies in terms of Awareness, Knowledge,
Skill and Mastering to the levels required in the various positions that are available within PDO’s
Wells organization. Typically 70% of a staff competencies are developed through learning on the
job, 20% is acquired through coaching and only 10% through structured training courses.
Throughout the entire development program staff competencies are assessed by suitable panels
at defined mile stones. Typically such panels consist of the CFDH or Skill Pool Manager, an
Operations Manager and internal or external experts (Shell and Contractor) as required to meet
the particular requirements of a given subject matter.
3.1 Wells Graduate Generic Development Program

3.1.1 Wells Graduates
PDO’s Wells organization recruits graduates with degrees in technical subjects and then develops
them to become competent Wells Engineers using as competence development tools the
“Graduate Development Program” and the “Integrated Development Program”.
3.1.1.1 Graduate Development Program

PDO’s corporate Graduate Development (GDP) provides a generic framework for developing
graduates towards full autonomy within 5 years from joining the company. To achieve this goal
the framework consists of a formal agreement between a graduate and the company where the

Revision:2
graduate commits to taking ownership for his/her development and in return the company
commits to providing training, coaching and relevant on-the-job exposure.
3.1.1.2 Integrated Development Program

In Wells the Integrated Development Program (IDP) has been developed as a tool to provide
continuous and consistent assurance on the development of all graduates within the Wells
Organization, in line with the GDP. The IDP comprises of a syllabus of development elements
specific to the Wells Function and it is tailored to the graduates’ needs on an individual basis. By
logging the graduates’ progress in completing their development elements the program ensures
that both the graduates continuously demonstrate their commitment for their own development
and that the company provides the required support. The support provided by the company
consists of coaching through the supervisors and on-the-job training. Supervisors work closely
together with the graduates, identifying their strengths and weaknesses, feeding back this
information to management which allows fine-tuning the development program further.
The Graduate Development Program ends with the incumbents passing the ROUND II exam.
Candidates who are unsuccessful in two attempts of passing the ROUND II exam will have only
limited career options within the Wells organization as they cannot progress to work in established
positions, such as Site Supervisor or Wells Engineer Operations - both roles which are
prerequisite to further career advancement. Typically such candidates will enjoy a limited career
development in support roles.
During the Hands on Training Period (first 2 years of the Integrated Development Program), a
graduate is expected to work as part of the in-sourcing units workforce, going through various
phases and working within the crews, covering positions from roustabout through to Assistant
Driller.
As illustrated in Figure 3-2, upon completion of the Assistant Driller phase a graduate will typically
follow the traditional Well Engineering career path. Dependent on business need a graduate may
be given the opportunity to enhance his/ her competencies in running and managing rig
equipment by working on or supporting company-owned work units.
Figure 3-2, IDP utilizing In-sourcing Units

Details about the Integrated Development Program are laid out in GU-859, Wells Graduate
Training Guideline.
3.1.2 Post Round II Certificate (MSc in Well Design and Engineering)

PDO actively encourages Wells Engineers to sign up for higher studies to develop their academic
capabilities by obtaining a MSc degree in Well Design and Engineering, particularly when they
are groomed to follow the technical career ladder and on the condition that their deepened
academic capabilities are likely to support future business needs.

Revision: 2
As such the company offers a limited number of slots in a distance learning post graduate program
in Well Design and Engineering with Robert Gordon University in Scotland, UK.
Prerequisites for the enrolment into the program are:
1. The candidate must be in SG-4.
2. The candidate must possess the Round II Certificate.
3. The topic chosen by the candidate must be of value to the business of the Well
Engineering Directorate.
4. The candidate must have a Technical Advisor (from PDO or external)
5. The candidate must fill the MSc Proposal Template and obtain endorsement from the line
manager and the Wells Discipline Leader (CFDH)
Following the enrolment into the MSc program incumbents will be assigned an academic advisor
from RGU. The program lasts for a period of 10 months. By the end of the program the incumbent
is expected to produce the following:
1. A Technical Report of the assigned project.
2. An A3 poster of the assigned project.
3. A Presentation on the assigned project (optional)
Successful candidates are awarded an MSc in Well Engineering and Design by Robert Gordon
University.
3.2 Wells Diploma Holders

Similar to the Wells GDP, PDO Wells, recruits graduates who hold diploma certificates in core
technical subjects (Mechanical/Electrical/Well Engineering) with a view to develop them to
become competent rig hands, to resource the In-sourcing Rigs/Hoists. This is in line with the In-
sourcing strategy which establishes a training program to develop staff with hands-on capability
and experience in operational roles.
The Diploma Holders will follow the In-sourcing Capability Development framework in Figure 2-13
below. The program covers the career development from the Roustabout phase to the Rig
Manager/DSV position. It will be through a series of hands-on “on-the job” training following the
approved Diploma Standard Operating Procedure (SOP) to be supervised and supported by Field
Coaches (FC) and Rig Manager (RM) of the units where they are posted.
Figure 3-3, Career Path for In-Sourcing Diploma Holders

Each candidate is to complete the various tasks associated with each phase before moving to the
next phase after successful assessment by the FC/RM.

Revision:2
The training will also follow the PDO learning model of 70% On-Job-Training, 20% coaching and
10% Classroom courses as applicable to each phase.
3.3 Technical Assistants (TA)

Technical Assistants are recruited in Wells usually at SG8 to carry out certain technical
administrative duties towards the successful delivery of Wells business. It is expected that many
of the TAs will go ahead to follow the Wells technical path in their career development, but there
are also opportunity for others who would like to continue on the TA career path. Irrespective of
the path, a TA is expected to stay in a role for a period of four (4) years before being progressed.
For a TA who decides to follow the technical path, he will be giving the opportunity to sit IWCF
after 4 years of joining PDO Wells in addition to having good performance as attested to by his
supervisor. The TA passing the IWCF signifies the entry into the Well Engineering technical skill
pool. This path is for candidates who have a relevant engineering/technical diploma certificate.
The non-technical career path refers to development in the area of data management and general
well engineering administrative roles. This could be in Well engineering IT, finance and business
departments. This path is for the candidates that does not have a technical high school/diploma
certificate.
TAs can progress as stated above provided that the candidate has a consistent performance in
addition to available positions and business requirements.
3.4 Wells Advanced Competence Development (Post ROUND II)

In Wells there are two distinct types of career ladders available; at senior level however people
may move from one ladder to the other whereby it is more likely that an individual who has
followed the Technical Ladder would move to the managerial ladder rather than the other way
round. The reason is that an individual who has followed a technical career path up to the level of
Subject Matter Expert will possess a significant amount of managerial skills in addition to his
subject matter expertise whilst an individual who has followed the managerial career path will
usually not have any subject matter expertise.
Most Subject Matter Experts are at Salary Group 2 level, but a staff that is globally recognized as
Technical Expert can progress up to Salary Group A.
3.4.1 Managerial Career Ladder

Staffs who follow a managerial career ladder will typically become Team Leaders after having
consolidated their technical knowledge with experience to become seasoned Senior Wells
Engineers. Given that opportunities to progress further in the company’s hierarchy are limited and
subject to fierce competition, most Team Leaders will spend a substantial part of their careers at
this level; a minimum tenure of 4 years shall be the norm. Through cross-postings to other
functions within PDO, like Finance, Corporate Planning, Contracts and Procurement, HSE or
others or by shifting between operational and support roles, these individuals will build all-round
managerial experience within PDO. The best of them will ultimately be selected as leadership
team or MDC members.
3.4.2 Technical Ladder – Subject Matter Expert Development

3.4.2.1 Selection Process
The selection of an individual for a technical career path is the result of mutual consultation
between the individual and UWD management. An individual can express interest in pursuing a
technical career path in the Annual Development Plan (ADP) discussions. The wish to be
“groomed” as future Subject Matter Expert must be supported by the individual’s visible desire to
build expertise beyond the level that should be expected from every Wells Engineer.
The formal nomination of an individual for an SME position and the development path leading
towards it is the decision of the Discipline Leader (CFDH), who is accountable for the long-term
Revision: 2
health of the discipline. The nomination also requires endorsement by the Well Engineering
Director.
3.4.2.2 Subject Matter Expert Development Road Map

5-7 years 8-15+ years
Identify SME Candidates SME Road Map Assessment against Job Competency Profile by Shell PTE Appointment as SME
Appointment Letter/
Selection Criteria: Certificate by UWD
• Competent in Wells Core Skills
• Exceptional interest for subject
• Wants to be Expert
• Long-term commitment to be
Expert
Competent in Wells Operations

HPHT HPHT Well Wells Well Heads Wells Bore Hole Thermal Abandonment Wells Wells
Well Planning & Design Operations Control Materials & Trees Completion Survey Well Design Testing Frac
Networking
SWE Completion
SWE Design
Exploration SWE
WGN, Conferences
Supporting Elements
Reviews
Material
Job Exposure
SWE Ops.
Field SWE
GAS, Sour Completion
S. T. Assignment
Material Material Production Survey Focal

Tubular W/Head Technologist Point
Guest Coaching
WE - HPHT WE
MSC in Wells
SG 4+
Operations Operations
Develop Core Technical Competencies

JG 5-7
(RI/ RII/ IWCF and field exposure)
Figure 3-4, Wells Subject Matter Expert Development Road Map

Figure 3-4 shows the Wells Subject Matter Expert Development Road Map and possible career
paths which mark the journey towards Expert status for the various subject matters. This journey
starts after an incumbent has passed the ROUND II exam and ends with the appointment as
Subject Matter Expert.
On their journey towards Subject Matter Expert status groomed individuals have to develop a set
of competencies; awareness and knowledge in certain fields can be acquired through training
courses; skill and mastery however are usually the result of repeatedly applying the acquired
knowledge on the job.
There are a number of competencies that all SMEs must possess, independent from the subject
matter they cover. These are predominantly in the domain of soft skills and include skills such as
Influencing Skills, Technical Writing, Coaching & Mentoring, Trouble-Shooting, Knowledge
Management and others. Most SMEs also must have a deep understanding of Materials
technologies.
In Chapter 5.3, Appendix 3, Subject Matter Expert Development Road Map we have consolidated
the types of training courses and on-the-job experience that SME designates should be exposed
to on their journey towards SME status. As the SME is custodian of the standards related to the
respective subject matter we also listed the most relevant PDO, Shell and Industry Standards that
the SME must be conversant with. the table also contains examples of Industry Conferences
where the Subject Matter Expert or designate could represent the company and use to build an
network with peers in the industry. This table was compiled with input from the people who have
already followed or who are currently following the SME Development Road Map. The elements
listed in the table serve as examples and may be complemented with further or different elements
in the future.

Revision:2
Figure 3-5, Excerpt from the detailed SME Development Road Map
3.4.2.2.1 Achieving Subject Matter Expert Status

As the individual progresses the journey towards expert status there may be several formal
assessments by suitable assessments panels along the way at specified milestones. An
incumbent becomes certified Subject Matter Expert once all specified assessments are completed
successfully.
Certification as Subject Matter Expert is prerequisite to an individual being officially appointed as
Subject Matter Expert by the Well Engineering Director which marks the end of SME Development
Road Map.
3.4.2.2.2 Fulfilling the role of Subject Matter Expert

Subject Matter Experts and also Subject Matter Expert designates (i.e. people who are groomed
to become SME) are embedded in the line and usually fulfil the role of a Senior Well Engineer
Operations or Support. In addition and by virtue of being recognized as a Subject Matter Expert,
the appointed individuals have a “dotted” reporting line to the Functional Discipline leader, in
relation to the additional roles and responsibilities that are associated with the status of a Subject
Matter Expert. Only the Subject Matter Expert for Well Control has a solid reporting line to the
Functional Discipline Leader.
Functional Discipline Leader
SME Well Control UWA
SME Wellheads & Trees

UWC
SME Materials
SME Thermal UDRW
SME Completions
SME HPHT Planning& Design UWOE
SME HPHT Operations
SME Well Testing

UWI
SME Frac
SME Borehole Surveying

UWO,
UWC
SME Abandonment
Figure 3-6, Subject Matter Experts' Reporting lines

Revision: 2
The following generic roles and responsibilities will be common for all Subject Matter Experts.
 Keep abreast of developments (new processes, practices, technologies, methods, ways
of working,) related to Subject Matter
 As Member of the KIM Support Organization, be custodian of the KM base for all matters
related to Subject Matter and contribute towards making UWD a learning organization by
driving the use of the Well Engineering KIM framework.
 Advise Management on all issues related to Subject Matter
 Provide Subject Matter Expertise towards UWD-owned standards, contracting strategies
and contracts, Opportunity Framing activities VARs and Audits
 Represent PDO vis-à-vis Shell and shareholders, in standardizing bodies, industry
conferences and workshops in all matters related to the respective Subject Matter
 Motivate, teach, coach, mentor, develop and assess people in all matters related to
Subject Matter
Further roles and responsibilities are defined by the respective line managers.
3.4.2.2.3 Progression Criteria for the Technical Ladder – Subject Matter Expert
SME positions have a Job Group band from JG4 to JG2, thus facilitating the development of an
engineer from ROUND II competency levels through to SME status. Prequisite for progression
towards SG2 is certification as SME of an individual through a Shell Principal Technical Expert.
3.4.3 Technical Ladder - Competency Development Model (Harweel Staff)

To guarantee technical assurance in the high-risk segment of our portfolio, notably Harweel,
where we encounter H2S concentrations of up to 160,000 ppm at pressures up to 15,000 psi from
highly permeable zones, Gas fields, etc, we have developed a Staff Competency Development
Model, designed to address
MODEL: this challenge
Based On for HARWEEL
these areas. An example of Harweel model is given
SCHOOL
below.
NDSV, (2-3) units for training DSV’s, input from IDP via WSWE ,HSV, DSV graduates
RI RII
IDP WSWE WSWE/HSV
graduate graduate Completed HSV IDP Completed DSV IDP
2.5 - 3 Yrs •Front Line 3.5 – 4.5 Yrs RII
Supervisor (FLS) IDP HSV IDP DSV
training graduate graduate
3.5 - 4.5Yrs 3-4 Yrs
•Completed =100% HSV IDP •Completed =100 % DSV IDP
•Attended Moduspec course •Attended Moduspec course
•Completed LE-1 program •Completed LE-1 program
Stand Alone Rigs Model
•Recommendation note by FC •Recommendation letter by FC
•Pass Harweel on boarding course •Pass Harweel on boarding course
(online) (online)
Expat Experienced DSV
•FLS training • Transferred from UWOD
Harweel School rigs • Min 5 years exp. In HPHT
with FSI •Passed the practical WPS
(40% coaching -60% Ops)
NDSV (SG-5) NDSV Assessment by the WC
Harweel School (R-83) •Pass Harweel on boarding
Harweel School
course.(online)
4.5-5 Yrs 4.5-5 Yrs •Pass one Hitch probation
SLB Rig-83 period FSI
•Complete Advance WC for R2 holders •Completed ≥ 80% Harweel DSV •Enhanced WC training
Sakhiya •DSV IDP = 100% DSV IDP
•Passed the practical WPS Assessment •Recommended by FSI
by the WC manager
Harweel School •Passed the practical WPS
SLB Rig-84 Assessment by the WC manager Stand Alone Rigs
5-6 Yrs
Sakhiya •Completed 100% Harweel DSV IDP.
•Completed LE-2 program NDSC Rig-88
•Recommended by FSI.
SLB Rig-19 •Passed the practical yearly WPS
Exploration
Rabab Assessment by the WC manager.
•Complete HPHT course
NDSV’s to rotate between
•Complete PDO Volumetric & striping Dalma Rig-
units wherever there is 67
learning opportunity
• WSWE reporting line to DSV
Al-Noor
•NDSV & DSV reporting line to
TL
Senior Well Engineer Completion of the Completion of the Licensing program

operations / P&D SG-3
Licensing program P&D Engineer / Ops qualifies for SG-3 award &
qualifies for SG-3 appointment as FSI or SWE Ops/P&D
9-10 Yrs
•Attend Leadership Program
award &
7-8 Yrs
appointment as FSI •Attend Well Plan Course
•Passed the practical yearly WPS
or SWE Ops/P&D •Attend Well Cat course
Assessment by the WC manager
•Attend HPHT cement design Training
•Passed the practical yearly WPS
Assessment by the WC manager
*This model can be replicated across other high risk clusters
Figure 3-7, Harweel Staff Competency Development Model

Revision:2
3.4.3.1 Standard Development within the Integrated Development Plan for Wells
Engineers
All new graduate in-take follow the Integrated Development Plan (IDP) for graduates, described
in Chapter 3.1.1.2 above. The IDP relies on the graduate’s willingness to take responsibility for
their own development and provides Field Coaches as support. The Field coaches guide the
graduate trainees through their development program, conduct assessments at defined mile
stones and give feedback to management on the graduates’ performance and readiness to be
entrusted with diverse levels of accountabilities.
After 2.5 to 3 years in the IDP a graduate is expected to pass the ROUND I exam and after 3.5 to
4.5 years the ROUND II exam. Between the ROUND I and ROUND II exam the graduate will
undergo “Front Line Supervisor Training” where he will be educated about his accountabilities,
roles and responsibilities as site supervisor and PDO accountable company site representative.
After the ROUND II exam most trainees will become Hoist Supervisors (IDP HSV graduate) (90%)
in the low-risk segment of PDO’s portfolio. After 3.5 years of working as Hoist Supervisors they
usually move on an assignment as Drilling Supervisor (IDP DSV graduate) on a Drilling Rig, again
in the low-risk segment of the company’s portfolio. A very small number of well engineers is
assigned to drilling rigs immediately after passing the ROUND II exam. This is exceptional and
happens at management’s discretion only. The IDP DSV graduate will remain in that position until
having gained approximately 4 years of experience with the company.
PDO’s high-risk wells segment is an area of significant HSE and financial exposure to the
company. For that reason this segment must be staffed with people who have proven to possess
all technical and leadership competencies necessary to provide all-round technical assurance on
well design and operational execution. To develop staff to the competency levels required for this
segment PDO has set up a “Harweel School” which the very best of people go through to
ultimately be licensed as Wells Engineers who can be entrusted with the accountability of
designing wells for and executing operations in the Harweel area.
In order to qualify for competency development in the “Harweel School” the young engineer must
 have fully completed his IDP
 attended the Moduspec course
 completed the Leadership Training 1 program
 obtained a recommendation note by the Field Coach
 passed the Harweel on-boarding course (online)
3.4.3.1.1 The Harweel School

People who join the Harweel School directly after having been a Hoist Supervisor will become
Night Drilling Supervisor on Rig 83 in the Harweel area where they are closely supervised by a
Field Superintendent who is based on that unit. Those people who have already gained some
experience as Night Drilling Supervisors before joining the Harweel School will be assigned to the
another rigs in the Harweel Harea, notably Rig-84, and Rig-19. The Night Drilling Supervisors
rotate between the units with the aim of maximizing their exposure to learning opportunities. They
report directly to the Well Delivery Team Leader at the coast.
During their assignment to the Harweel School the Night Drilling Supervisors must complete the
Advanced Well Control Course for ROUND II Holders, complete the Drilling Supervisors’ elements
of the IDP, obtain a letter of recommendation by the Field Superintendent and pass a practical
Wells Process Safety Assessment by the Well Control Manager. Only then will they be promoted
to Drilling Supervisor in the Harweel School. This happens usually after 4.5 to 5 years with the
company.
The incumbent will the spend another year as Drilling Supervisor in the Harweel School which he
will use to complete the Harweel specific elements of the IDP, to complete the Leadership Skills
1 Program, obtain a letter of recommendation from the Field Superintendent, pass an annual
assessment by the Well Control Manager, complete the HPHT course and complete PDO’s
Volumetric and Stripping course.

Revision: 2
Only then will the incumbent be licensed to work independently as Drilling Supervisor in the
Harweel area.
3.4.3.1.2 Progression Criteria for Technical Ladder – Harweel Staff Competency Model
After 5 to 6 years of experience with the company a Harweel-licensed Well Engineer can either
opt to become a Planning & Design or Operations Engineer. A third option is to become
professional Drilling Supervisor on a Stand-Alone Rig in Exploration or Al-Noor. As Planning &
Deisgn Engineer the incumbent will attend the Well Plan, Well Cat and HPHT Cementing Courses
and continue to pass the annual Wells Process Safety Assessments by the Well Control Manager.
After having completed the Harweel Licensing program for Planning & Design and Operations
Engineers the incumbent qualifies for a progression to SG 3. This is usually the case after 7 to 8
years with the company. At that point in time the incumbent may be appointed as Field
Superintendent or Senior Well Engineer Operations or Planning & Design in the Harweel area or
Stand-Alone rigs in Exploration or Al-Noor.
3.4.3.1.3 Expat Drilling Supervisors

Experienced expatriate Drilling Supervisors must have first gained experience in PDO’s
Development wells portfolio, they must have a minimum of 5 years experience in HPHT, and they
must have passed
 the practical Wells Process Safety Assessment by the Well Control Manager,
 the online Harweel on-boarding course,
 one hitch of probation period under the supervision of the Field Superintendent,
In addition they must follow the enhanced Well Control training and undergo an assessment by
an Assessment Panel. This Assessment Panel shall consist of the Corporate Functional Discipline
Head or the Lead Skill Pool Manager, Well Delivery Manager and the Well Control Manager.
Once all these prerequisites are met the incumbent expatriate experienced Drilling Supervisor
can be assigned to a Stand-Alone rig in Exploration or in the Al-Noor area.

Revision:2
4 Roles and Responsibilities

Table 4-1, Roles and Responsibilities in relation to this document
Role Responsibility
Well Engineering Director  Endorses development plans for Wells Staff
Wells Corporate Functional  Co-endorses development plans for Wells Staff
Discipline Head
Skill Pool Managers  Champion, document, and manage competence
development, functional learning ladders, and
departmental succession planning with the talent
pool.
Capability Development Team  Guide company management with defining,
Leader resourcing, developing, progressing, and retaining
People and Skills to meet current and future
business requirements and Omanization targets.
Line Managers  To support Team Leaders and people who
progress through the Wells Career Development
Framework so that the framework’s declared
objectives are achieved efficiently and effectively
People who progress their career  To take ownership for their own development, to
within PDO’s Wells Career diligently work towards and reach development
Management Framework milestones, to prepare and successfully pass
assessments and to give feedback on their
experience with the Wells Development
Framework so that it can be continuously
improved
Team Leaders  To create an enabling environment where the
people can close competency gaps through
learning on the job.
Field Coaches  To help people identify their competency gap and
coach people on the job to close these gaps

Revision: 2
5 Appendices
5.1 Appendix 2, References
Table 5-1, Related References
Document
1. New Arrival Induction Program
2. PR-1444, Well Engineering Management Framework
3. GU-859, Wells Graduate Training Guideline
4. Well Engineering Documentation Website
5. WE_Learning_Ladder
6. WE_Training_Matrix

Revision:2
5.2 Appendix 4, Glossary of Terms, Abbreviations and Definitions

Table 5-2, Glossary of Terms, Abbreviations and Definitions
Term/Abbreviation Definition
May Indicates one possible course of action
Should Indicates a preferred course of action
Shall Indicates a mandatory course of action
ADP Annual Development Plan
CBD Competence Based Development
CFDH Corporate Functional Discipline Head
GDP Graduate Development Program
HPHT High Pressure High Temperature
IDP Integrated Development Program
JG Job Group
KIM Knowledge & Information Management
KM Knowledge Management
LN Learning Needs
LNA Learning Need Analysis
MDC Managing Director's Committee
PCL Learning and Development Department
PPC Personal Performance Contract
SG Salary Group
SME Subject Matter Expert
SPM Skill Pool Manager
UWD Well Engineering Directorate
UWH Wells Function
VAR Value Assurance Review
WPS Wells Process Safety

Revision: 2.0
Effective: Mar. 2018 Petroleum Development Oman LLC
5.3 Appendix 3, Subject Matter Expert Development Road Map

Table 5-3, Training and Exposure that will aid towards developing an individual into a Subject Matter Expert
Subject Matter Training Exposure Standards List Conferece/ Prof.
Expert Association
(SE) Common Specific Common Specific Assignments Examples
Completions Technical Writing Suite of Production Technology, Assignment Perform ≥ 3 frac design as GU-613 - Completions
Materials WellCat, Frac Simulation, Maintain up-to-date to Suite of PT in the Asset, work in Operations Guideline.
Knowledge Advanced Drilling & record of technical technical Production Chemistry Lab SP-2165 - Tapered
Courses Completion Fluids, accolade on “MySite” Experts in (3-6 m), work with Cement. and Monobore
(UEOC Cementing, Completion UEOC Contr. (3-6 m), run ≥ 3 Cemented
List), Equipment, Completion (Materials) completions on well site, Completions
HPHT Equipment training by OEM (1- 6 m) for Contract Holder, manage Specification
Course specific completion equipment
Project contract; Assignment to
completion equipment
manufacturer to learn about
manufacturing processes
Wellhead & Trees Training Courses provided Work closely with and Assignment to UPT, API 6A, NACE
my Wellhead & Tree assist (and if deemed manage Wellhead & Trees Standards, PDO’s
manufacturers competent, stand in contract (2 y); Assignment Wellhead standards
for SME on sea to wellhead & tree
equipment manufacturer to
learn about manufacturing
processes and QA/QC
Develop
understanding of
PDO, Shell & Industry
Standards related to
SM and advise/
educate UWD
community on these
Materials Speed Reading OEM Training (Sumitomo) Manage OCTG Contract, API 6A, NACE
Author/ review/ assignment to Sumitomo Standards
provide input towards
PDO Standards (≥ 1)
related to SM
Coaching & Mentoring
Thermal Blade, Steam 85/09, Well Devise questions to Perform ≥ 3 thermal well PR-1811, General
Flow , thermal well assess WE’s designs (select Steam, Well
cementing, thermal understanding of connections), ≥ 3 Intervention
wellheads and thermal Standards related to simulations with Procedure, Industry
completion equipment SM Steam85/09, train others on Recommended
Steam85/09; During Practice 3 for thermal
assignment to Production operation
Chemistry Lab (1 m)
prepare or quality-check ≥ 3
thermal cement recipes,

Revision: 2.0

Expert Association
Prepare or Q/C ≥ 3 thermal
completion designs
HPHT Planning & HPHT, Advanced Casing Keep abreast of On the job training with a 38.80.31.31 Casing
Design Design, Advanced Well industry much diversity as possible and Tubing Design
Control, EDM Engineering developments related in the type of design work;
applications (e.g. to SM by reading know all the technical
Compass, torque & drag, technical papers, concepts behind the loads,
Stabor, WellCat) journals, literature perform Drillstring design
and extensively use IDM
software; perform both
casing and completion
designs
HPHT Operation Trouble Shooting & HPHT, Advanced Casing Work as SWE Planning & (API 5CT, ISO 104400
Root Cause Analysis Design, Advanced Well Design (2 y) and SWE
Control, On-Scene Add KM nuggets to Operations (4 y), ≤ 2 y in
Commander LKB (≥ 1/ assignment) Greater Birba area. Work in
Production Chemistry Lab
(3-6 m), work with Cement.
Contractor
Well Testing Decision Facilitation Surface Well Testing During Hands-on training PR-1489, Well Test ICOTA
equipment and operation, with international service Operations, PR-1448 relevant SPE/ICOTA
down-hole Production Represent PDO on provider (6 m), participate in - WE Procedure Shell conferences and
Logging & Sampling, PVT SM vis-à-vis Shell & ≤ 10 well tests, learn about Global Standard for exhibitions such as
sampling & analysis, data Industry equipment maintenance, Temporary Pipework ATCE - SPE Annual
acquisition systems, well flow meter maintenance & EP-2006-5393, Shell Technical Conference
Influencing Skills test data interpretation, calibration, pressure gauge Global Standard for & Exhibition
PipeSim calibration. Temporary Pipework,
During assignment as Well EP 2007-3153 ABC
Test Supervisor (2 y), run Guide for Temporary
complete PVT sample Pipework, ASME
analysis with vendors. As CoP Piping, Process
Well Test Operations Piping, ASME VIII
Engineer (2 y), Work as PT Pressure Vessels –
in the Asset (2 m), become Div. 1, NACE-MR-
familiar with Process 0175 Standard Sulfide
Simulation (Pipesim), heavy Stress Cracking
Oil testing, study well test Resist. Metallic
loads for different fileds/ materials for Oilfield
completions using WellCat Equipment
Frac “Adv Hydraulic Fracturing” , Teach on SM on Wells Witness as many frac jobs (WS.38.80.31.36-
“Applied Fracture Pressure Courses as possible Gen.), incl. all
Analysis”, “Advanced references, Well
Operations for Hydraulic Participate in Incident Stimulation DEM1
Fracturing”, StimPlan user Investigations (≥ 1) (DEP 25.80.10.21 –
training Gen.) , GU-578 - Well
Engineering Guideline

*For more details regarding reference indicator and people assigned to them, please refer to page 30 Table 3-1
Revision: 2.0
Petroleum Development Oman LLC Effective: Mar. 2018

Expert Association
Participate in Audits for For Managing
(≥ 1) PDO/ Contractor
Interfaces on
Fracturing Activities,
PR-1457 - Well
Engineering Fracture
Stimulation
Operations Procedure
Well Control Advanced Well Control Work as SWE Planning & SP-1213, Well
Course, ICS I, Shell Participate in HAZIDs, Design (2 y) and SWE Control, SP-1219, WE
Moodle, ICS II, Shell HAZOPS, C&DWOPs Operations (4 y), ≤ 2 y in Hydrogen Sulfide
Moodle, Instant Command (≥ 5), Technical Greater Birba area. Specification, GU-
Structure, Blowout Assurance and Participate actively in 576, Blowout
Contingency Planning, Design Reviews, Global Virtual Well Control Contingency Plan,
CANSCO training with contributing expertise Emergency Team. PR-1475, Back
special focus on Well on SM (≥1 each) Participate in Emergency Pressure Valve &
Incident Investigation Control Equipment drills and as assistant to the Two-Way Check
STIA to Shell PTE on Well Control Manager in Valve Operation,
opportunity basis the resolution of well Pressure Control
control events. Develop an Manual for Drilling
Present on SM at Emergency Drill scenario Completions and Well
AWTA, Thursday and lead the drill from a WE Interventions (WS.
Meeting , PDO perspective 38.80.31.32)
Insight, Lunch &
Learn (≥ 1)
Auditing
Attend Technical
Conferences (≥ 1 in
SM) with Report filed
in LKB
Borehole Knowledge Survey Management Theoretical: Read R2 SP-1215, Surveying Industry Steering
Surveying Management Training, material; Introduction to and Anti-Collision Committee on
Survey company training. Wellbore Positioning. Specification, PR- Wellbore Survey
Build own network Training: Survey 2286 - Surveying and Accuracy
and be active in Management Training or Anti-Collision,
networking misc survey company Borehole Surveying
training. Practical: Attend at (WS. 38.80.32.30)
least 2 jobs each of WL
gyro, Drop Gyro, MWD
jobs. (Can be skipped if
comes with survey
company background). Visit
to contractor workshop (1
for gyro other for MWD).
Software: Compass, MSA.
Industry Contact: Establish
Revision: 2.0

Expert Association
regional level contacts with
survey companies, IFR
companies, Shell PTE,
industry technical experts,
ISCWSA affiliation
Abandoment Advanced Cementing Participate in Well design SP-1221, Well Shell and Industry
Course, Advanced Casing challenge and endorsement Suspension and conferences on
design for WE/CWI sessions, one-year Abandonment Abandonment
assignment to Shell Wells WS 38.80.31.35-
Contract Holdership research Rijswijk (6 motnhs Gen. Rev. Feb 2015,
Zonal Isolation, 6 months “Abandonment”
Operations Technology)
Team. Engagement with
Hydrogeology (UWBW)(
team to acquire
understanding of fresh and
saline water zone isolation
requirements. Advise P& D
team of design
improvements based on
well suspension and
abandonment
requirements. Work with
Integrity team and the
corporate corrosion experts
to understand and follow up
on well integrity issues
arising from materials
properties. Engagement of
government officials on
PDO activities and
abandonment standards

*For more details regarding reference indicator and people assigned to them, please refer to page 30 Table 3-1

GU-860 Wells Career Development Framework PDO

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Petroleum Development Oman L.L.C.

Wells Career Development Framework

Document Type Guideline

Security Restricted (Information Security Classification Definitions)

Discipline Well Engineering

Owner Wells Corporate Functional Discipline Head

Issue Date March 2018

Version Version No. 2

Link http://cms.portal.corp.pdo.om/Published/GU-860.pdf (Intranet)

This page was intentionally left blank

Page 2 GU-860, Wells Career Development Framework Printed 27/03/18

Authorised For Issue: March 2018

Document Authority Document Custodian Document Controller

Tariq Al-Riyami (UWH) Kingsley Emeye (UWH/14) Christian Koepchen (UWH/2)

Printed 27/03/18 GU-860, Wells Career Development Framework Page 3

Revision No. Date Author/ Editor Changes/ Remarks

iii Related Business Processes

iv Related Corporate Management System (CMS) Documents

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1.3 Structure of this document

1.4 Distribution/Target Audience

1.5 Review and Improvement

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2 Learning and Development Tools

2.1 Learning Ladder

2.2 Learning Needs

Structured Technical Coaching & Mentoring

Next Role Phase

On-the job training

HSE, Technical & Leadership courses

Figure 2-1, Wells Capability Development Framework

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2.3 Training Matrix

2.4 Annual Development Planning (ADP)

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3 The Wells Career Development Framework

Integrated Development Program Ops/ P&D Development in S.M.E.

Graduates DSV WE/SWE Support

Development Opportunities* * Linked to ADP & PDP

available to selected TA’s Demand Staff Allocation Wishes

Figure 3-1, Wells Career Development Framework

3.1 Wells Graduate Generic Development Program

3.1.1.1 Graduate Development Program

Page 10 GU-860, Wells Career Development Framework Printed 27/03/18

3.1.1.2 Integrated Development Program

Figure 3-2, IDP utilizing In-sourcing Units

3.1.2 Post Round II Certificate (MSc in Well Design and Engineering)

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3.2 Wells Diploma Holders

Figure 3-3, Career Path for In-Sourcing Diploma Holders

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3.3 Technical Assistants (TA)

3.4 Wells Advanced Competence Development (Post ROUND II)

3.4.1 Managerial Career Ladder

3.4.2 Technical Ladder – Subject Matter Expert Development

3.4.2.2 Subject Matter Expert Development Road Map

Competent in Wells Operations

Material Material Production Survey Focal

Develop Core Technical Competencies

Figure 3-4, Wells Subject Matter Expert Development Road Map

Page 14 GU-860, Wells Career Development Framework Printed 27/03/18

3.4.2.2.1 Achieving Subject Matter Expert Status