Develop our employee and
Develop our employee and
PMC campus ambassadors
hit the road
Ambassadors meet with students across a variety of disciplines to discuss numerous internship opportunities in our Calgary office and field locations. They also talk about PMC’s two rotational programs: Commercial Emerging Talent (CET) and Engineer-in-Training (EIT).
Our immersive CET Program gives students the opportunity to rotate through various commercial groups, while doing analyst-level work that contributes significant value to the business. Students in the CET Program experience PMC’s dynamic trading floor and work with our Business Development team in a fast-paced environment.
The EIT Program is designed to accelerate the professional development of participants by exposing them to different operating and engineering areas. It helps ensure they receive the training required to achieve their Professional Engineering (P.Eng) or Professional Engineer (PE) accreditation.
PMC campus ambassadors
hit the road
Investing in innovation
helps teams achieve
Maintenance Foundations Project
PMC believes that key business decisions should be driven by data and that we should be able to leverage the expertise within our organization to provide a consistent business experience across all our facilities. The Maintenance Foundations Project is a critical step in achieving these goals.
Launched as a pilot in 2019, the project has many benefits, including increased safety, standardization and sustainability. This collaborative pilot project involved our Operations and Information Management teams partnering to develop a robust and scalable work execution management process. This has enabled a standard approach to maintenance work and better visibility of our assets and performance history.
The goal of this analytical tool is to centralize corporate knowledge while reducing manual effort. This tool has enabled us to better manage information on pricing, rates and tariffs through automation. Our business units can now make timelier, independent decisions regarding marketplace competitiveness.
Identify, classify and migrate (ICM) Project
The implementation of the ICM tool at PMC has saved thousands of hours. This automated tool deciphers and eliminates duplicate and obsolete information, focusing on what is essential for the organization. It is estimated that for every 30 seconds the tool is in use, 10 minutes of manual effort is saved. In three days, about one million unnecessary files can be removed from the network. The tool is also valuable because it migrates all high-value, high-risk information into the new online repository, so that users have access to one single source of truth.
Business Intelligence (BI)
BI is able to deliver analytics to enable leaders and employees to make better decisions, while being more productive through the minimization of tasks involving manual data entry. In 2019, over 65 employees were trained to use the technology, which equips them with visual, dynamic and meaningful reports. Employees gained understanding of how the tool could benefit their day-to-day work, with less manual effort required.
Centralized Operational Intelligence (PI) Analyzing data and identifying trends further drive insights from the data captured. PI delivers a centralized system of operational data from our major NGL facilities to enable a variety of solutions in real-time performance management. With this tool, management can make informed decisions using the most up-to-date data.
Automated reporting tool
This tool enables employees to view and analyze our inventory position, exposure and product throughput in a single source. Having easy access to timely, accurate information improves the user experience and overall efficiency.
corporate and field
Crucial Conversations is an organization-wide training program developed by Vital Smarts®. It was designed to encourage and sustain healthy teamwork and improve conflict resolution. The training provides leaders in Calgary and our field locations with a common framework for effective communication and guidelines on how to better manage challenging situations that may arise within their teams.
In 2019, about 300 executives, directors and managers completed the two-day learning series with the common objective to enhance our relationships and teams.
Teaming up to
The focus of Jobservation is to provide our field leaders with the opportunity to spend more time with workers in their respective areas of operation. During the Jobservation process, leaders observe employee performance without the rigidity of a traditional formal assessment. The informal approach helps put field staff at ease and reduce stress, while equipping leaders with insightful information about potential areas for improvement.
Leaders ask questions about our assets, people, processes, performance and safety. The intended results are to enhance safety culture, reduce risk and improve relationships in the field, all of which ultimately benefit the entire organization.
Sandi Wingert, PMC Senior Vice President, Organizational Convergence
(OCC) in Alberta has a team dedicated to monitoring our network of crude oil and NGL pipelines, 24 hours a day, 365 days a year.
Top-notch training at our
Operational Control Centre
OCC controllers undergo extensive training before they are qualified to operate the complex systems on their own. John Goossens, PMC District Manager, OCC, said that the training program is driven by regulatory requirements as well as best practices from the Canadian Energy Pipeline Association.
“It takes up to nine months to become a qualified controller,” said Goossens. “Training includes online courses through our learning management system, on-the-job training, written and oral tests, training simulator sessions and review of materials.”
To ensure they have the right mindset for the job, controllers must also complete a Console Operator Basic Requirements Assessment aptitude test before they are hired. “A combination of the right mindset and attitude, accompanied by our customized training program, makes for a good controller,” said Goossens.
There are a total of six consoles in our OCC, and five controllers are trained on each console. In total, we have 30 controllers prepared to respond to normal, abnormal and emergency situations across our pipeline systems.
The control centre’s golden rule is captured on a large sign in the OCC: “When in doubt, shut it down!” This sign means that controllers can shut down pipelines or other assets if they suspect potential risks.
“Senior management stands behind controllers’ decisions,” said Goossens.
To maintain their skills, controllers must undertake ongoing training, in part through annual simulator training, where they are tested on their competency and responses to simulated emergency conditions. Every three years, controllers must requalify to operate their console by passing a series of exams.
Team-focused training is also important. Because of the critical nature of controllers’ shifts, the team needs to function cohesively. “This training focuses on soft skills like conflict resolution and communication,” said Goossens. “It breaks down barriers so everyone feels comfortable expressing concerns and recommending improvements.”
PMC continues to focus on training in the OCC and works collaboratively with others in the industry, including our parent company, Plains All American, in Houston to ensure our controllers are prepared and proactive.