Course catalogue

The old saying, greater the risk, greater the rewards has probably rung true for many of us in different stages and areas of life. However, still most people tend to avoid risks when possible, because they think that inaction is often safer than action. The belief is that taking a risk is “exposing oneself to the possibility of loss or injury in the hopes of achieving a gain or reward.” But the legendary boxer Muhammed Ali stated “He who is not courageous enough to take risks will accomplish nothing in life.” In this course, you will learn to mitigate risks and start taking calculated risks.

• Recognize the need for smart risk-taking and its 5 components

• Determine the strategies of smart risk-taking  

• List the types of risk-taking cultures

This course is made for personell envolved in design, planning, projecting, installation and maintenance on electrical installations and equipment offshore. 

The purpose of the standard is to minimize the hazards to people and equipment, whilst optimizing dependability.

Objective: The purpose of the standard is to minimize the hazards to people and equipment, whilst optimizing dependability.

Content:

- An easy to understand overview and explanation of the committees/regulations/standards and how they are intertwined. 

- Presentation of the regulations and norms: PTIL 5 HMS, Nek 410 (IEC 60092), Nek 420 (IEC 60079), ATEX directives including standards and the Norsok series. 

- The structure and history of the IEC 61892 series, and the scope and application. 

- By using a fictive, illustrated installation, we will focus on the practical elements covered in the following standards: 

o IEC 61892-1 - General requirements and conditions 

o IEC 61892-2 - System Design 

o IEC 61892-3 – Equipment 

o IEC 61892-4 – Cables 

o IEC 61892-6 – Installation 

o IEC 61892-7 – Hazardous areas

This course is only available in Norwegian.

EXAM OBJECTIVES

This exam tests the skills and competence of a DPO against the requirements given in the competence standard DNV-GL Notation AJ/FT-AT.

The exam is a thorough test, covering the most important competences for a DPO, in compliance with relevant DNVGL competence standards. The test measures how well operation of equipment, duties and tasks are performed, all in compliance with relevant international, national and local regulations and requirements.

EXAM AND CERTIFICATION PROCESS

The test center will upon receipt of the application formsend a notification containing the following:

• Exam date and time
• Exam place and Terms & conditions
• Recertification requirements
• DNV GL standard for certification ST-0023
• Standard for certification 0032, Appendix A: Examination regulations
• Time schedule for examination

SPECIAL INFORMATION

• DNV GL Standard for certification ST-0032 - Test centre for certification of personnel
• DNV GL standard for certification ST-0033 - Maritime simulator systems
• DNV GL standard for certification ST-0023 - Competence of Dynamic Positioning Operators

CERTIFICATE

A DNV GL DPO certificate will be issued upon successful completion of the exam.

LEARNING OBJECTIVES

The course aim to give knowledge, understanding and practical skills within:
• Operations
• Forces
• Communication
• Planning

CONTENT

• Safety functions
• Start / stop procedures
• Operational limitations of crane operations
• Communication during crane operations
• Preparation and planning of crane operations
• Internal transport on the installation
• Loading and unloading supply vessels
• Crane operation on various fixed and floating installations

LEARNING PROCESS

The purpose of this course is to give operators and others involved in lifting operations the basic knowledge, understanding and skills.

This is achieved through an in-depth period of training on a full-scale DNV GL Class A crane simulator, supported by a program of lectures and instruction.

Study will cover dierent types of loads and external forces affecting the load on crane and boat.

SPECIAL INFORMATION

References: NORSOK R003

The course can be adjusted to suit company specific needs regarding the choice of unloading/loading procedures.

CERTIFICATE

Certification of attendance will be issued upon successful completion of the course.

LEARNING OBJECTIVES

The Offshore loading courses are designed to meet  Equinor, OGUK and company specific requirements for training of shuttle tanker personnel. The objective is to achieve optimal skills and understanding on how to handle a shuttle tanker in DP mode. The participants will use previously acquired knowledge on manual handling and basic DP together with updated advanced DP knowledge during training on Shuttle tanker operational procedures.

The course focuses on handling Shuttle Tankers in close proximity to Floating Production Storage and Off take units (FPSO’s/FSU’s), Offshore Loading systems (OLS), Single Anchor Loading (SAL) and Direct Shuttle Loading (DSL) from various FPSO’s.

CONTENT

Discussions on unwanted incidents
• Contingency situation scenarios
• Gain thorough understanding of:
- The DP system’s possibilities and limitations
- Offshore Loading procedures for various fields
- Correct use of Position Reference systems
- Requirements and guidelines that applies for
- Shuttle Tanker DPO’s

LEARNING PROCESS

All approaches to the loading buoys are carried out by using Dynamic Positioning Systems, according to procedures. Simulations also include reconstruction of known DP incidents involving shuttle tankers. The complexity of these exercises will be based on the experience of the person “in charge” on the bridge.

SPECIAL INFORMATION

References:
• Equinor Competence Requirements for Shuttle Tanker Personnel, WR 239
• OGUK Tandem Loading Guidelines Volume 1
• Teekay Competence Requirements, SP 0961
• Various operational procedures

CERTIFICATE

Certification of attendance will be issued on successful completion of the course.

With COVID-19 meaning that home working is no longer an option but a necessity for many, what are the potential side effects on our health and work performance. Employers may need to provide additional training to ensure appropriate supervision and work behaviours. These include remote technology, communication skills development, time management and ergonomics.

Managing remote teams and business continuity are operational priorities for companies during the COVID-19 pandemic.  Remote working allows some operations to continue and facilitate flexible work schedules, which typically improves individual performance. However, greater flexibility and leading teams remotely puts a greater burden on managers and makes supervision more complex. 

The group of workers who experience most difficulty in handling ‘boundary-less’ working are actually managers.  This is mainly because they are connected longer in their ‘non-working time’.

The ‘Managing Remote Teams’ bundle includes 3 months access to 10 online courses and over 10 hours of eLearning. 

• Negativity in the Workplace

• Decision Making

• Supporting Change: 03-Your Path to Supporting Change

• Management 101: 02-Leading and Communicating as a Manager

• Smart Management: Managing a Geographically Distributed Workforce

• Health and Safety for Home Workers (Managers)

• Lone Working (Managers)

• An Effective Leader’s Guide to Time Management

• Team Building IV: Conflict Management

• Essential Skills of Leadership: 05-Lead Effective Meetings

LEARNING OBJECTIVES

This course aim to provide Navigators on Shuttle Tankers knowledge and skills to be a certified DPO in offshore Loading Operations.

By the end of the course the students should have:

• Acquired a thorough knowledge of the various type of Offloading Operations, i.e. OLS (Offshore Loading System), SAL (Single Anchor Loading), Tandem loading from FPSO’s and FSU’s and DSL (Direct Shuttle Loading)
• The capability to operate the DP System in various
• modes associated with offshore loading operations; i.e. Joystick, Auto Pos, Approach, Weather Wane
• The ability to carry out any Offshore Loading Operation according to field procedures, guidelines and to best practice.
• The ability to react correctly to any unforeseen DP incident in order to avoid a disaster

CONTENT

• Simulator exercises
• Briefing and de-briefing of a variety of relevant exercises according to the actual field procedures
• Shuttle Tanker competence and training requirements
• Basic Human Factors

LEARNING PROCESS

All Offshore Loading exercises will be carried out on a Full Scale Visual DNV GL Approved DP Class A simulator, being able to simulate all types of operation listed as learning objectives.

SPECIAL INFORMATION

References:
• DNV GL, Standard for Certification no. 0023
• DNV GL, Standard for Certification no. 0008
• DNV GL, RP-0007

CERTIFICATE

Certification of attendance will be issued upon successful completion of the course.

Objective: Through a combination of theory and practical training, this course provides participants with the necessary knowledge and skills required to work safely in enclosed spaces.

The Norwegian Labor Inspection Authority has made major changes to the regulations. People who work in tanks and closed rooms are the biggest difference that the regulation "Work in tanks" has fallen away. This is replaced by section 29 of the regulations «execution of work», which states that all work in closed rooms shall be performed «without danger to life or health». A simple requirement that gives the employer a great deal of responsibility.

New SOLAS requirements: Exercises in closed rooms and rescue, as well as portable gas measuring equipment.

Applies to: All ships covered by SOLAS and all high-speed vessels, mobile offshore drilling units and dynamically positioned vessels

Our courses are in accordance with SOLAS-IMO requirements and the Norwegian Labor Inspection Authority - Execution of work

The definitions of a cramped space vary from country to country, but the usual criteria usually include:

- A room that is predominantly or completely closed
- Contains health and / or safety hazards
- Is not designed for continuous stay of employees
- Has entrances or exits that are small or difficult to access
- A room that is large enough that you can enter it completely and perform the work tasks you have been assigned
- Limited air circulation

Content:

- Review of public laws and regulations
- Know which constituents a safe breathing air contains
- How to make a gas measurement before entering
- Plan entry jobs and rescue operations in closed rooms
- Equipment knowledge
- Exercises in our training tank. We practice entry and use of fall protection equipment, rescue equipment, breathing air equipment and gas meter

Social scientists have studied and designed leadership theories for decades to understand and explain how great leaders are made. They have compiled lists of leadership traits and constructed frameworks and models to illustrate the leadership phenomenon. And while these theories are detailed, thoroughly researched, and insightful, none provide “the” singular leadership model that works for every high-level manager aspiring to lead their team effectively and successfully.

What they do provide is an abundant source of leadership data that can be used to create your own flexible brand of leadership. Leaders face a wide range of tasks, responsibilities, and challenges—both anticipated and unexpected—every day.

Assembling a toolkit of leadership options that can address them is something smart leaders do. Let’s study the specifics of some core leadership theories and how you might use them in different business scenarios.

• Identify the Traits and Contingency theories

• Describe the Behavioral theory

• Explain the Transformational Leadership theory

How much time do you spend developing your leadership succession plan? As older leaders begin to retire at greater rates, the 2018 Deloitte Millennial Survey discovered that 65% of potential millennial leaders feel unprepared to take their places. Forbes reports that by 2025, 75% of the workforce will be made up of millennials. These statistics suggest that there’s a leadership crisis on the horizon. Designing a strategy and framework to direct leadership development is mission critical for every organization. Training—and retaining —emerging leaders in your company should be a top priority. Understanding what team members want and expect from an employer will help you develop the right programs and systems to keep your talent engaged in learning, growing, and contributing to your organization.

• Retain your talented resource   

• Design a leadership development framework   

• Create a culture of learning

In today’s corporate world, it is important for a leader to develop writing skill and create a personal brand. When you are able to write crisply and relevantly about topics you understand well, you will influence not only those in your organization but customers, industry peers, and potential clients too. Whether writing emails, business letters, online articles, or posting on social media, you have the ability to set yourself apart from other leaders if you can convey ideas in a way that clearly and powerfully persuades, motivates, or informs. In this lesson, you will learn how to plan, organize, and write business communications as well as create and manage your personal brand.

• Write clear and direct business communications 

• Build your personal brand

The majority of meetings should be discussions that lead to decisions.

 -Patrick Lencioni 

An important part of planning a successful meeting is deciding who should attend the meeting. In the previous course, we have learned that less is more. Invite only those persons who are necessary to achieve the vision and are committed to getting the work completed. Similarly, it is equally important to define and assign specific roles and responsibilities to the team members attending the meeting. This is a critical part of pre-planning. Careful planning ahead of time will result in less resentment, less time wasted, better decisions, and greater ownership of the process by each member of the team.

• State the different roles played in a meeting 

• Determine the roles and responsibilities of a meeting leader

Managers are often called to present to the groups of customers, cross-departmental teams, or in-house decision-makers. The process of crafting and delivering a presentation requires organizational skills, insight, technical abilities, and courage. Public speaking can be intimidating. But, by taking the time to methodically plan and execute the necessary details, you can be prepared and confident to deliver an effective presentation. This course will walk you through the steps you’ll need to plan and organize your topic, choose visual aids, consider technology tools, and practice delivering your speech. 

• Research, decide, and plan your presentation  

• Create a presentation with additional aid   

• Practice and make the presentation

Problems come in all shapes and sizes, and they are an inevitable part of business life. Instead of trying to avoid or ignore them, it’s better to accept them, find ways to solve them and learn from them. With the right perspective, problems can even be gateways to innovation. There are a variety of models and methods that can be used to identify, analyze, and implement effective solutions. In this lesson, we will look at a hybrid of the A3 model, 5 Whys, and Divergent/Convergent methods.

• Identify the eight steps of the A3 model  

• Assist your team in problem-solving

The virtual interview can be a challenging and difficult process if you don’t prepare properly. You may face many challenges, such as technological, ambience related issues. However, to convene a successful interview, it is important to how to overcome these challenges. Branding your company is also one the challenges you may face when conducting virtual interview. Home setup throws various set of challenges, which one must overcome to have successful virtual interview. In this course, you will learn to overcome the challenges faced in conducting a successful virtual interview. 

• Identify the requisites of a pre-interview process

• List best practices while conducting interview virtually

• Identify post interview actionable

Organizations are changing, and so are our offices. The new age millennials are shifting toward the virtual world. More and more organizations use virtual teams to meet corporate goals. This has created the need to determine how best to manage and lead these virtual groups. 

Traditional methods of managing on-site groups don’t work with remote workers, because virtual teams are most often composed of workers who are spread over a varied geographic and cultural expanse and communicate, for the most part, electronically. Future Workforce Report states that 63 percent of companies utilize virtual workers, but only 57 percent have standards in place to manage the process. 

In this lesson, you will learn to effectively guide teams that they rarely see face-to-face.

• Establish requirements 

• Build mutual trust with your virtual team 

• Communicate frequently with them

Leadership education is an ongoing process. Your success will increase when you invest time in studying leadership models and characteristics, reading about great leaders, putting your knowledge into practice, and then evaluating the results. It takes different skills and abilities to successfully lead small and large teams. In this course, you will get familiarized with many advantages and disadvantages, as well as the best practices to be adopted to lead small and large teams successfully.

• Identify the strengths and challenges of large and small groups

• Examine the best practices for leading small teams

• Examine the best practices for leading large teams

Over 50 years ago, a social psychologist Douglas McGregor of MIT published a book outlining his research of two contrasting management styles: Theory X and Theory Y.  

He argued that Theory X, based on hierarchy and power, was an outdated authoritarian “top-down” way of managing people. Theory Y, he proposed, was an improved, alternative method of management, one that was more participative and synergistic.

• Define Theory X and Y management styles 

• Describe Theory X and Y from the management’s and worker’s perspective 

• Differentiate between Theory X and Theory Y managerial styles

Sales effectiveness is the process of identifying and utilizing the right sales activities to generate the best sales outcomes. Your definition of a successful sale will depend upon your product, service, corporate goals, and objectives. Companies measure their effectiveness in a variety of ways: increased profit, new product sales, or shortened sales cycle. Successful sales organizations share a commitment to defining, measuring, and optimizing all of the components of their sales process in order to consistently achieve strategic goals. 

• Build an effective sales process   

• Measure your sales process  

• Practice the customer-centric sales approach

A dream doesn't become reality through magic; it takes sweat, determination and hard work.

 -Colin Powell 

A new methodology for innovation, “Trystorming” is a combination of “Brainstorming” and “Trying” something practically. This lesson highlights the difference between brainstorming and trystorming, and provides the guidelines for where and when it can be used. Trystorming is a practical approach to innovating by focusing on practically trying or experimenting within reasonable limits to understand the efficacy of an idea before implementing it fully. Take this lesson to pick up the basics of trystorming and lead innovations in your organization.

• Explain what is trystorming 

• Know the difference between trystorming and brainstorming 

• Describe the guidelines for trystorming and where it can be used