2015 GCA ANNUAL REPORT - GAC Corporate Academy · 2015 GCA ANNUAL REPORT 6 Outstanding...

GCA ANNUAL REPOR T2015

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Dear colleagues,

Throughout 2015, GAC Corporate Academy (GCA) has seen much growth and expansion in its offerings. We have been DEOH�WR�UHVSRQG�TXLFNO\�WR�LGHQWL¿HG�QHHGV�LQ�WKH�*$&�:RUOG��and develop learning and development solutions that address UHDO�DQG�VSHFL¿F�EXVLQHVV�QHHGV�,Q�¿QDQFLDO�WHUPV��*&$�PHW�LWV�LQFRPH�WDUJHWV�WKLV�\HDU DQG�KDV�DOVR�EHHQ�DEOH�WR�GHOLYHU�FRVW�HI¿FLHQFLHV�UHVXOWLQJ�in lower operating costs. This year, the business has again returned a net surplus to GAC Limited in real terms. We have been able to promote enhanced accessibility across the GAC World, offering goodwill in terms of scholarship opportunities. We believe this is in line with our philosophy of rewarding and recognition, and a tangible illustration of GAC Spirit in action.In terms of Operating Capability, GCA launched more than 140 courses, representing 99% of the planned operating capability developed in conjunction with the annual forecasting process.7KH�PRVW�VLJQL¿FDQW�DFKLHYHPHQW�KDV�EHHQ�WKH�LQWURGXFWLRQ of eight new courses, representing new learning assets that will have future utility across the GAC World. Highlights include the Leadership Development Programme (LDP), Oil and Gas Support Services (ONG) course as well as a new range of Business Application Training courses.One of the most pleasing results this year is the overall net referral rate. From our social learning courses, over 90% would recommend the course to their fellow colleagues.The performance of GCA in 2015 tells us that our Corporate Learning Organisation is mature, and highly regarded both internally and external to the GAC Group, and will continue to develop and evolve in response to the priorities of the business.On behalf of the GCA Team, I am extremely pleased with our results in 2015. We have executed our strategy with precision, and have clear evidence of the success against our targets, and objectives for improvement in line with our ISO 29990 Quality Accreditation.

Damien O’DonoghueGeneral Manager GAC Corporate Academy



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2015 Highlights .........................................................................................................................4 – 62015 Course Scorecard ....................................................................................................7 – 8GCA Awards 2015 ............................................................................................................................. 9CSF5 Top Performing Companies for 2015 .................................................. 10Leadership Development Programme ............................................... 11 – 12EES Results – 2016 Strategies ....................................................................................... 13Looking Ahead – 2016 ............................................................................................................ 14The GCA Team .................................................................................................................................... 15


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Outstanding operational capabilities DQG�šQDQFLDO�WDUJHWV

The GAC Corporate Academy successfully reached its income targets this year. Overall lower operating costs were in-line with expectations and we were again able to offer scholarship opportunities and gratis courses to associated operating companies.Our main achievements this year included launching 99% of our operating capabilities, including the launch of eight new courses to our already extensive portfolio and launching 142 courses overall. We were also able to adapt and respond to immediate business needs as they were presented to us. This includes the launch of the comprehensive Learning 'HYHORSPHQW�3URJUDPPH��DV�ZHOO�DV�VSHFL¿F�FRPPHUFLDO�DQG�RSHUDWLRQDO�FRXUVHV�such as LinkedIn for Sales and Oil and Gas Support Services.

total CSF5hours

overall courses launched

workshops run

participants enrolled

operating capability

courses launched

NEW


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Launch of Leadership Development Programme This year saw the launch of the Leadership Development Programme (LDP), which was redeveloped from the existing High Performing GAC Manager workshop. The programme was initiated with the objective to further equip current and future GAC managers with the knowledge, skills and abilities to manage a performance driven business culture in alignment with Vision Z – Global Performance (VZ-GP). In October, GCA successfully launched the Foundations of Leadership Performance (FLP) course – with four iterations running in October and November alone. Leading High Performance Teams (HPT – Level 2) and Performance Driven Leadership (PDL – Level 3) will follow the introductory course in 2016.

Launch of Oil and Gas Support Services The GAC Corporate Academy launched the Oil and Gas Support Services (ONG) course in May this year. ONG has been developed to provide a strong foundation of understanding of the oil and gas industry in which we operate. It covers the basics of the oil and gas industry and the economics associated with it, essential terminology as well as GAC’s extensive list of products and services.As one of GAC’s strategic priorities is to expand our oil and gas business throughout the Group, this course ensures all required GAC personnel have strong foundation knowledge of the industry and our own oil and gas business. The creation of the ONG course clearly demonstrates the value of the GAC Corporate $FDGHP\�ZLWKLQ�WKH�RUJDQLVDWLRQ��E\�VSHFL¿FDOO\�FUHDWLQJ�D�FRXUVH�WR�PHHW�UHDO�strategic learning needs.

participants in Q4

courses run in Q4

courses run participants

net referral rate

net referral rate


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Outstanding participation satisfaction resultsOne of the most pleasing results again this year is the high level of satisfaction our participants experience. As part of our ongoing commitment to continue to improve every course, we ask every participant to complete an anonymous evaluation at the end of the module. One key question - “Would you recommend this course to others” – provides us with the net referral rate for each course, and then a combined total across our portfolio. This year, 97% of all participants would refer their course to their colleagues, which is an extremely satisfactory outcome. These results demonstrate our commitment to continue to be a world-class corporate learning organisation. We strive to encourage and inspire our personnel to build upon their individual strengths through acquisition of new knowledge, skills and abilities.

New Business Application Training coursesThis year also saw a new strategic direction for GCA in partnership with Group IT with the development of a new Business Application Training portfolio. The range of courses KDYH�EHHQ�VSHFL¿FDOO\�GHVLJQHG�WR�EXLOG�WKH�NQRZOHGJH��VNLOOV�DQG�DWWLWXGHV�WR�GR�business the GAC way and to ensure the quality of our performance. GACfreight ENSCO Operations (GFN) and GACfreight Legacy (GFL) were successfully launched late this year. Both courses provide a full understanding of the use of GACfreight, with GFN focusing on our business with oil and gas client ENSCO. For staff WKDW�XVH�*$&¶V�RI¿FLDO�VKLSSLQJ�DJHQF\�RSHUDWLRQDO�V\VWHP�±�*$&DJHQW��D�QHZ�FRXUVH�GACagent.NET (GAN) has been designed to give users a better understanding of how to use this system in their day-to-day activities. The new Business Application Training courses will enable GAC to improve data quality obtained from our business applications and eliminate unnecessary errors. Quality is a system of ensuring consistency of standardised performance and continued improvement in everything we do. Two additional new courses, GACfreight.NET and Dolphin.NET, are set to launch in 2016.

NEW courses in total

participantsenrolled

net referral rate

GFN net referral rate


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The Learning and Development forecast for 2015 projected 135 courses for the year (eLearning and workshops combined), and 142 were delivered. The below table demonstrates the target number of courses versus actual delivered for the year.

2015 - COURSE SCORECARD TOTAL TOTAL

New Employee Orientation (NEO) Forecast Actual Delivered

1.1 IGW Introduction to the GAC World 28 361.2 HSSE Health, Safety, Security & Environment 35 411.3 CNE Compliance and Ethics 11 11

Business Operations

2.1 FFF Freight Forwarding Fundamentals 3 22.2 SAO Shipping Agency Operations 3 22.3 AFO Air Freight Operations 1 12.4 OFO Ocean Freight Operations 1 12.5 ONG Oil and Gas Support Services 3 32.6 OTO Oil Tanker Operations 1 1

Commercial

3.1 FSS Fundamental Selling Skills 1 13.2 GSH GAC Sales Handbook 1 1�� 3&5� 3UR¿WDEOH�&XVWRPHU�5HODWLRQVKLSV� �� 3.4 KAM Key Account Management 2 03.5 ENS Effective Negotiation Strategies 1 03.6 TBM Tenders and Bid Management 2 43.7 LFS LinkedIn For Sales 1 1

Business Performance

4.1 GFE GAC Finance Essentials 4 24.2 GTM GAC TIME 6 44.3 HPM High Performing GAC Manager 2 14.4 MPP Managing Positive Performance 3 2

Professional Development

5.1 PPD Personal & Professional Development 4 35.2 EBW Effective Business Writing 5 35.3 TBL Team-Based Leadership 3 25.5 EPS The Effective Presentation Skills 1 1


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2015 - COURSE SCORECARD TOTAL TOTAL

%XVLQHVV�$SSOLFDWLRQ�&HUWLšFDWLRQ� )RUHFDVW� � $FWXDO�'HOLYHUHG�

6.1 DON Dolphin.net 2 06.2 GFN GACfreight 1 16.3 GAN GACagent.net 2 36.4 GFN ENSCO GACfreight ENSCO 0 3

Leadership Development (2015 - NEW)

FLP Foundations of Leadership Performance 3 4

Specialised

7.1 GFC GCA Facilitator Course 1 0�� */2� *&$�/LDLVRQ�2I¿FHUV� �� 7.3 IMS IOSH Managing Safely 1 57.4 BSC Balanced Scorecard 0 1

Total 135 142

The below table demonstrates the target number of courses versus actual for each quarter of the year.

Q1 Q2 Q3 Q4 2015 Total

Target 35 39 30 31 135

Actual 32 39 33 38 142

Change 91% 100% 110% 123% 105%

120

90

60

30

Target Actual

Change 105%

Total 135 Total 142


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The GAC Corporate Academy Awards took place again this year, recognising individuals and operating companies that stood out during 2015. The awards emphasise the culture of measurement in GCA, and the values of GAC as a performance-driven organisation.

Best Regional Operating CompanyAmericas (AME)GAC Energy and Marine Services Limited Trinidad and Tobago

$VLD�3DFL¿F��$3$�GAC (Singapore) Pte Limited

Africa, Russia, Central Asia (ARC)GAC Marine S.A., Turkmenistan Branch

Europe (EUR)GAC Norway AS

Middle East (MEA)Global Hub Services

Best GCA Liaison 2IšFHU��*/2�

Scarlett YangGAC Forwarding & Shipping

(Shanghai) Limited

Best Regional Participant

Americas (AME)Anna Matherne*$&�$0(�5HJLRQDO�2I¿FH��86$ $VLD�3DFL¿F��$3$�

Mohamed Hidir Bin Mohamed JamalGAC (Singapore) Pte Limited

Africa, Russia, Central Asia (ARC)Jose LourencoGAC Shipping and Logistics Angola LDA

Europe (EUR)Alysha PedersenGAC Norway AS

Middle East (MEA)Lars HardelandGlobal Hub Services


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REGION COMPANY CSF5

Middle East (MEA) Gulf Agency Company (Dubai) L.L.C. 4360

(XURSH��(85�� *$&�6KLSSLQJ��8.��/LPLWHG��*$&�/RJLVWLFV��8.��/LPLWHG� ��

Africa, Russia, Central Asia (ARC) GAC Shipping (Nigeria) Limited 920

$VLD�3DFL¿F��$3$�� *$&��6LQJDSRUH��3WH�/LPLWHG� ��

Americas (AME) GAC Logistica Do Brasil Ltda 1682

CSF5 TOP PERFORMING COMPANIES FOR 2015


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Results of the Employee Engagement Survey in 2014 highlighted the need for enhanced leadership skills as a priority for current and future managers across the GAC World.

In response to this, the GAC Corporate Academy commissioned the development of a specialised Leadership Development Programme (LDP), with the pilot Foundations of Leadership Performance (Level 1) course launched successfully in October this year.The overall objective of the programme is to equip current and future GAC managers with the knowledge, skills and abilities to manage a performance driven business culture in alignment with Vision Z – Global Performance (VZ-GP). The Leadership Development Programme is divided into three levels:��/HYHO��±�)RXQGDWLRQV�RI�/HDGHUVKLS�3HUIRUPDQFH��)/3��/HYHO��±�/HDGLQJ�+LJK�3HUIRUPDQFH�7HDPV��+37��/HYHO��±�3HUIRUPDQFH�'ULYHQ�/HDGHUVKLS��3'/�

Level 1 – Foundations of Leadership Performance (FLP)The foundation level of the LDP introduces the universal competencies of a high-performing GAC manager, linking individual performance with the business performance outcomes. It creates a detailed understanding of jobs and people in the organisation, leading performance driven behaviour, communication and the UHODWLRQVKLS�EHWZHHQ�LQGLYLGXDO�SHUIRUPDQFH�DQG�¿QDQFLDO�UHVXOWV��3DUWLFLSDQWV�ZLOO�learn practical skills at harnessing signature strengths of personnel and how to best develop these to ensure a dynamic and performance-driven business environment.

Level 2 – Leading High Performance Teams (HPT)The advanced level of the programme builds upon the competencies introduced in Level 1, and includes essential aspects of team leadership and team-based communication. This level presents a detailed understanding of the commercial DFXPHQ�UHTXLUHG�WR�HQVXUH�SUR¿WDEOH�DQG�VXVWDLQDEOH�EXVLQHVV��,W�FXOPLQDWHV in the competencies required to lead the process of business strategy development within the GAC context.

Level 3 – Performance Driven Leadership (PDL)7KH�¿QDO�SDUW�RI�WKH�/HDGHUVKLS�'HYHORSPHQW�3URJUDPPH�LV�GHVLJQHG�WR�EULQJ�the learning from the previous two levels together and provide an opportunity for participants to apply the learning in an action-based project that is aligned with a current regional priority. Participants will work in a high-performance team environment and demonstrate their performance-driven leadership capabilities.Participants who successfully completed Foundations of Leadership Performance (Level 1) will be invited to participate in second level of the programme Leading High Performance Teams. Successful completion of these two prerequisites will then give PDQDJHUV�WKH�RSSRUWXQLW\�WR�XQGHUWDNH�WKH�¿QDO�OHYHO�3HUIRUPDQFH�'ULYHQ�/HDGHUVKLS�In late 2015, four iterations of Level 1 were successfully completed, with over 50 participants taking part. Feedback on the foundation course showed participants JDLQHG�DW�ORW�RI�FRQ¿GHQFH�LQ�WKHLU�OHDGHUVKLS�DELOLWLHV�DQG��ZRXOG�UHFRPPHQG the course to their fellow colleagues. Leading High Performance Teams and Performance Driven Leadership (Level 2 & 3) will be launched early in 2016.

“The aim of our Leadership Development Programme is for current DQG�IXWXUH�*$&�PDQDJHUV�WR�UHŢHFW�RQ�WKHLU�FXUUHQW�PDQDJHULDO�VW\OH�and how they can motivate their teams to perform at their best. Motivated individuals and teams ensure better productivity, higher staff retention and enhanced engagement. This ultimately leads to enhanced business performance.”

Lars Bergstrom, Group Vice President, GAC Middle East


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2015 Survey InsightsManagement EngagementFocus on management engagement and expectations of managers. Promote universal GAC management competencies.

Employee Involvement - Measurement of Business Objectives Initiate cultural change to engage personnel in the development of measurements and targets. Revive at the management level.

Focus on Quality Re-energise focus at the management level and employees understanding of “We embrace Quality in the GAC World.”

Improved Access to Resources and TrainingImprove access to resources and training for employees, including management level, by using universal performance management process.

Investigate opportunities to drive better appreciation of what ‘Quality’ is and how it impacts our business.

Continue to improve access to GCA FRXUVHV�WKURXJK�*OREDO�/LDLVRQ�2I¿FHU�(GLO) relationships, building management appreciation of the importance of learning and development to employee motivation (through improved performance review processes).

The 2015 Employee Engagement Survey (EES) again provided noteworthy insight into how GAC people perceive the GCA courses.

7KLV�\HDU�WKH�VXUYH\�IHDWXUHG�D�VHW�RI�QHZ�TXHVWLRQV�WKDW�UHÀHFW�LQWHUQDWLRQDO�VWDQGDUGV�and our objectives as a Group. There was an overall increase of 3% in the response rate, allowing us to have a wider view of opinions from across the GAC World.

Some of the initial feedback has been very positive, including the majority of employees feeling that they have the knowledge, skills and abilities needed to perform their roles, as well as having a good understanding of GAC’s vision, mission and values. The survey again points to a number of opportunities for GCA and these will form the basis of our strategic approach to 2016.

Complete the Leadership Development Programme and then deliver it throughout the Group.

2016 Recommendations

Through the Leadership Development Programme and Managing Positive Performance courses, drive improved quality of performance reviews, which include involvement in developing individual’s own targets.


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New Courses 2016

Commercial ��*$&�6DOHV�)XQGDPHQWDOV��*6)��/LQNHG,Q�IRU�6DOHV��/)6��$GYDQFHG�6DOHV�7HFKQLTXHV��$67��*$&�6DOHV�/HDGHUVKLS��*6/��&XVWRPHU�5HODWLRQV�0DQDJHPHQW��;50� ��7HQGHUV�DQG�%LG�0DQDJHPHQW��7%0� �

Business Operations��7KH�%XVLQHVV�RI�6KLSSLQJ��%26��6HD�)UHLJKW�2SHUDWLRQV��6)2��6KLSSLQJ�$JHQF\�2SHUDWLRQV��6$2� ��$LU�)UHLJKW�2SHUDWLRQV��$)2� �

Professional Development��6XFFHVVIXO�&DUHHU�'HYHORSPHQW��6&'�

Leadership Development Programme ��/HDGLQJ�+LJK�3HUIRUPDQFH�7HDPV��+37�±�/HYHO��3HUIRUPDQFH�'ULYHQ�/HDGHUVKLS��3'/�±�/HYHO��These two follow the Foundations of Leadership Performance (FLP – Level 1) course, which was successfully launched in Q4 of 2015.

Business Application Training ��*$&IUHLJKW�1(7��'ROSKLQ�1(7These two follow GACagent.Net (GAN), GACfreight Legacy (GFL) and GACfreight ENSCO Operations (GFN), which were already launched in 2015.

�5HGHYHORSHG�FRXUVHV

An extensive new range of courses will be introduced to GAC’s already wide-ranging portfolio in 2016.


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The GAC Corporate Academy Governance Board was created to validate the Academy’s vision, mission, values, strategic objectives, programmes, courses and allocation of resources. It meets on a biannual basis to oversee progress and provide strategic direction.

Enhance course assets Decommission older generation FRXUVHV�DQG�UHWUR�¿W�SRSXODU�courses (i.e. GAC Financial Essentials). Investigate new executive sponsors for courses.

Accelerated learningIncrease implementation of new pedagogical approaches and learning tools such as ‘Articulates’ and Moodle capabilities to bring online learning to a new level of excellence. GAClearn platform to initiate use of ‘badges’ (award for excellent participation by individuals).

Improved course rigourImproving performance in course operations and ensuring better course outcomes, rigour and grading as a priority. A new model of learning is recommended comprising of core facilitators and subject matter expert facilitators, as well as additional training for technical capabilities.

Management Information SystemImplementation of new Management Information System for GCA. Further investigation LV�QHHGHG�LQWR�ZKDW�VSHFL¿F�management information GCA’s key stakeholders require across the business.

Management engagementAddress management competencies and engagement, and re-educate at the PDQDJHPHQW�OHYHO��8QLYHUVDO�Performance Management processes).


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The GAC Corporate Academy team would like to thank everyone who has contributed to making 2015 one of our most successful years to date. To our supportive suppliers, facilitators and contractors – thank you for your dedication towards achieving our goals. We would also like to thank all our employees across the GAC World for your enthusiasm to learn and valued feedback that enables us to improve our portfolio every year.We look forward to another busy and proactive year in 2016.

Damien O’DonoghueGeneral [email protected]

Sherol FernandesOperations [email protected]

Felicito HernandezCustomer Relationship and Quality [email protected]

Dianne FernandezHuman Resource Development [email protected]

Rhea EspirituHuman Resource Development [email protected]

Krisandra VillasferHuman Resources Development Executive [email protected]


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2015 GCA ANNUAL REPORT - GAC Corporate Academy · 2015 GCA ANNUAL REPORT 6 Outstanding...

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