Abstract
The decision to utilize a proportion of the natural gas reserves of Peru for export purposes and as a valuable foreign currency source was a momentous occasion in the economic evolvement of the country, for with it came the single largest inward investment of $3.8 billion in the history of Peru. The new company, PERU LNG S.R.L. (PERU LNG), would be responsible for developing gas reserves, building a 408-kilometer natural gas pipeline, constructing new storage and export facilities, and of course the LNG plant itself. PERU LNG is a partnership between Hunt Oil Company of Dallas, TX (Project Leader, 50%), SK Energy of South Korea (20%), Spain's Repsol YPF (20%) and Marubeni of Japan (10%). Compania Operadora de LNG del Peru (COLP) is the operating company of PERU LNG. COLP is responsible for constructing the LNG plant and gas supply pipeline, as well as for the plant and pipeline operation and support services.
Although some reference will be made to technical aspects of the project, the main purpose of this paper is to illustrate the approach adopted relating to the training of Peruvian technicians and operators for the new LNG plant. The plant situated at Melchorita will have a capacity of 4.4 million tons per year and will be operational in Q2 2010. COLP (the Company) is initially employing an experienced expatriate workforce with phased replacement by trained Peruvian workers over a ten year period. The strategy and methodology adopted to achieve over 90% Peruvian nationals within the company workforce by 2020 makes up the main body of this paper.
A critical piece of building a sustainable operation in Peru is the integration of Peruvians into the workforce. Workers require proper training to meet regulatory requirements and to ensure work is performed in a competent manner that meets technical, legal and other requirements adopted by the project. Work performed without appropriate training may result in legal non-compliance, non-conformance to applicable quality and performance standards, delays, additional cost, environmental, health and social risks. The Company considered training a critical component to the project and explored several options for delivery of training.
