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such as digital twins and artificial intelligence, that can help them to do more with less – or do more remotely.
Capturing institutional and informal knowledge
On the first front, companies with a large share of employees nearing retirement are acting quickly to preserve operational knowledge.
Consider the Crossbridge Energy Refinery, one of Denmark’ s largest. To address the knowledge retention risks posed by a retiring workforce, the company adopted a‘ Connected Worker \ vision with a strong emphasis on digitizing procedures and ensuring that they reflect the actual work being performed.
The system is bidirectional – meaning that operators can now provide feedback while in the flow of work, so that procedures remain relevant and up to date. This also ensures that process knowledge is adequately documented, rather than being memorized by veteran employees.
Beyond the example of procedures, there is a strong incentive for companies facing skill gaps and workforce challenges to identify and digitize key operational processes where information is exchanged, sometimes orally or informally – for example, shift handovers.
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