Intellectual Capital and Training Management in Natural Gas Sector

Intellectual Capital and Training
Management in Natural Gas Sector
IGDAS Case
S.Murad SERALIOGLU
Head of Technical Training Department
IGDAS (Istanbul Gas Distribution Co. Inc.)
Tel: +90 216 681 45 30
mseralioglu@igdas.com.tr
CONTENTS
INTRODUCTION
IMPORTANCE OF TRAINING IN GAS SECTOR
CONCEPT OF INTELLECTUAL CAPITAL RELATION OF ORGANIZATIONAL EFFICIENCY AND INTELLECTUAL CAPITAL INTELLECTUAL CAPITAL EXPERIENCE OF IGDAS UGETAM
IGDAS ACADEMY
CONCLUSIONS 1.INTRODUCTION
Istanbul Gas Distribution Company, IGDAS was
founded at 1986 by Istanbul Municipality for
construction of natural gas infrastructure in Istanbul,
purchasing and selling all kinds of natural gas‐related
equipments an distributing natural gas
IGDAS is one of the largest
natural gas companies as per
many assessment criteria such
as subscriber number, number
of employees and annual gas
sales amount.
1.INTRODUCTION
Number of the staff
3000
2706
2580
2000
2003
2004
1500
2408
2219
2109
2009
2011
808
0
1994
1997
2006
Number of the Customer Per Staff
3000
2384
1378
1500
371
499
581
1997
2000
1746
Series1
868
0
1994
2003
2006
2009
2012
Over 5 million Customers
Over 5 billion m3 Annual Gas Sale
(2011)
Over 15.000 km natural gas
pipeline
Customer satisfaction rate %95
2.IMPORTANCE OF TRAINING IN GAS SECTOR
Today, the success of organizations and societies depends on the degree to which they
utilize their intellectual capital. That is why, intellectual capital, is considered to be the
“hidden treasure” of organizations.
Oil and Gas industry, requires high safety and special technologies.
Natural gas operations have a structure that need experienced and qualified human resources. Information required for overall safety of natural gas network and safe and sustainable emergency interventions, can be gained by developing employees technically with an effective training strategy.
2.IMPORTANCE OF TRAINING IN GAS SECTOR
•The factor that will carry a company to future will be the new values consisting of
the values created by its employees, company strategies, company structure,
system and processes and relations of the company with its clients and with the
society
•The success of an organization depends on obtaining information and its ability to
re‐process, produce and transmit the information
•As the result of this approach “intellectual capital” concept emerged
3.CONCEPT OF INTELLECTUAL CAPITAL
3.CONCEPT OF INTELLECTUAL CAPITAL
•Total Value of a Company / Organization
•Financial Capital
•Intellectual Capital
•Human Capital
•Skill
•Behavior
•Intellectual Agility
•Structural Capital
•Relations
•Organization
•Innovation and Development
3.CONCEPT OF INTELLECTUAL CAPITAL
The term Intellectual Capital is used to mention all intangible sources of organizations
at first. The approach expressing the value of the company as the sum of intangible
sources and monetary assets is given in Figure
Total Value
Financial Capital
Intellectual Capital
Human Capital
Skill
Behaviour
Structural Capital
Intellectual Agility
Relations
Value Division Tree
Organisation
Innovation and Development
3.CONCEPT OF INTELLECTUAL CAPITAL
Intellectual capital has three main constituents. They are namely: human
capital, structural capital and customer capital.
Human
Capital
Intellectual
Capital
Structural
Capital
Customer
Capital
4.RELATION OF ORGANIZATIONAL EFFICIENCY AND INTELLECTUAL CAPITAL
The relation in between the organizational performance and intellectual capital concepts is given
depending on the traditional and information society mechanisms. Intellectual capital emerges
not by the sum of human capital, structural capital and customer capital, but by their interaction
and by the synergy that they compose together. If these three capital types do not complement
each other and can not operate efficiently, it is not possible to refer intellectual capital.
Management Production
Finance
Traditional
Mechanisms
Marketing
Public Relations
Customer
Capital
INTENSE COPETATIVE PRESSURE
Information
Society
Mechanisms
Technology
Sustainable Improvemen
t
Motivation
Innovation
Sharing
Interactive Training
Vocational training
Basic training
IT ‐ Systems
Human Capital
Structural Capital
INTELLECTUAL CAPITAL
Today many organizations have realized that the route of providing
competitiveness in the globalizing world passes through training and continuous
learning. Improvement of the abilities and learning capacities of employees is
being deemed necessary for the sustainability of the organization.
Whatever the type of training is, it is a process that shall be applied in a planned manner. The main objective within the training process is to cover the determined
organizational requirements in the direction of strategy and plans. In other
words the trainings being performed shall carry the human resources to the
aimed sufficiency level. Relation in between training requirement, objectives
and competencies is given in Figure
Corporate Objectives and
Competencies
Relation of Objectives, Competencies and Training
Objectives and
Competencies of the
Position
Personal success
performing the
objectives
Person's current
level of
competence
Person's career
objectives
Difference
Difference
Difference
DEVELOPMENT
PLAN
Other Activities
Training Plan
4.RELATION OF ORGANIZATIONAL EFFICIENCY AND INTELLECTUAL CAPITAL
Human Capital
Relational Capital
Structural
Capital
Organisational Performance
•Michael Porter provides the three basic sources that will provide competition advantage or competitiveness as cost leadership, differentiation and focusing
•The basis of cost leadership, differentiation and focusing strategies is the structure composed of human capital, structural capital and relational capital
5.INTELLECTUAL CAPITAL EXPERIENCE OF IGDAS
Providing natural gas service to Istanbul being the largest metropolis of Turkey has
been a compelling factor for IGDAS in respect of finding and improving methods
that will increase its organizational performance. In a period where limited sources
are possessed economically and in respect of labour force, large investments are
made and a rapid growth is realized.
And in this period a natural gas training centre had been established in order to
provide training to the personnel of other natural gas distribution companies as
well as its own employees. This training facility had been an effective institution on
the issues of composition of national profession standards, development of
training programs of institutions providing vocational education and bringing them
to the European Union Standards level.
6.UGETAM International Gas Training and Research
Center
After an international
tender İGDAŞ signed an
know‐How agreement with
Gaz de France at 1999
İGDAŞ rapidly activated the
project ,started training not
only for İGDAŞ personnel
but other gas companies
workers too.
Today UGETAM is the Biggest Natural Gas Training, Test and Certification Center of the Middle East and Balkans UGETAM provides technical training , personal and product certifications , technical
consultancy services, book publications, research & development, test , laboratory services.
7.IGDAS ACADEMY
IGDAS ACADEMY is the e‐learning
platform of IGDAS designed within
the scope of change and
development management.
This project is a comprehensive system that administer all e‐learning ,training and
personel development needs of IGDAS.
With IGDAS ACADEMY We;
•Plan our training activities,
•Create training programs with different rules to meet various training needs,
•Provide our employees with the functionality to access and monitor all training
and development tools through their personal web pages,
•Make quick evaluations with the on‐line assessment system,
•Monitor the training resources, and
•Manage the training budget from a single center
İGDAŞ AKADEMİ
İGDAŞ AKADEMİ
8. CONCLUSIONS Organizations shall know that the route to success in international competition
environment can be achieved with quality and efficiency. And the way to
provide quality and efficiency passes through making investment to human.
Today the number of technical books published by IGDAS employees have reached
27. These publications are still used as referance source by the Turkish Natural
Gas Market.
IGDAS continues the distinction of being the school of Turkish Natural Gas Sector.
Today about 80% of private natural gas distribution companies are managed by
former IGDAS employees.
8. CONCLUSIONS Our adventure that had started with the obligation to perform what has not
been done continues in the form of competition of making the best. Growing in
numerical indicators such as financial capital, investment amount, sales amount
have not been sufficient for us. Our effort is to compose intellectual capital by
the effective usage of human source, which is requirement of our century.
At the point reached in the area of managing information, assessment and re‐
producing it, IGDAS has became an organization that both “Learns” and
“Teaches”.
Thank You
S.Murad SERALIOGLU
Head of Technical Training Department
IGDAS (Istanbul Gas Distribution Co. Inc.)
Tel: +90 216 681 45 30
mseralioglu@igdas.com.tr