Learning and development
Cairn aims to develop the talents of our staff, actively supporting people to develop their skills and career, by ensuring they receive training and gain the necessary experience to perform their jobs effectively, to help Cairn deliver its strategic objectives.
In November, we launched our Management Bootcamp programme; a seven-module, management development programme for managers across the business. This will continue throughout 2016 to enable all our managers to attend, and aims to support staff in further developing and refining their management skills to best deliver results through people.
Our geoscientists continued professional development through various field trips to help understanding of different geologies in basins similar to those we are working in. With staff from across the regions and functions attending, this also provided an opportunity for teambuilding.
Lunch and Learn seminars continue to be popular with staff and we had another varied and comprehensive programme during 2015. The programme included a mix of internal and external speakers, focusing on topics that ranged from oil and gas specific, health and wellbeing, management, and general interest. This year’s programme also featured talks from Scottish businessman and entrepreneur Jim McColl OBE and the Scottish academic historian Sir Tom Devine.
Cairn continues to be accredited as an Investor in People (IIP), having been awarded accreditation in 2004.
Having a structured but flexible approach to succession planning is critical for ensuring successful continuity of the business in the event of a change – either planned or unplanned – in management and leadership or other key positions. Owing to the 2014 reorganisation, it was essential that a revised succession plan be developed for the business.
Following a thorough analysis of the organisation’s talent pool, the Board was presented with a revised succession plan which provided a clear understanding of our skills base across the organisation; identified which key roles have potential successors and similarly where there are gaps and risks associated from a succession perspective. Targeted plans were then prepared to confidently address the key gaps identified and recruitment efforts throughout the remainder of the year resulted in successfully filling gaps deemed most critical and unable to be filled internally.