The importance of competency in uncertain times.

It is clear when you read the newspapers, watch the evening news or simply talk to your colleagues or peers; we have entered a period of economic uncertainty. During these uncertain times, what is the impact to companies and organisations and, how specifically does it influence the approach to personal competency?
In these uncertain times companies and organisations are put under increasing pressure to review and where possible make reductions in expenditure, whether this is a reduction in scope on a specific project or, part of a wider cost saving in day-to-day operations. One of the first areas that falls under the spotlight is a reduction in the training budget. A reduction or postponing investment in training may appear to be a straightforward and attractive proposition but this approach could be considered a false economy.

As a result of shrinking budgets, it could be perceived that the concept of “sweating the assets” whilst appearing attractive, may lead to adverse impacts on safety. In some cases, companies may attempt to extend the life of equipment, reduce planned maintenance, defer ‘Ex’ inspections, or postpone critical projects. While such actions may provide short-term financial relief, they inevitably increase operational risk. A similar logic applies to reducing investment in staff competency.

Not investing in workforce competency may have severe consequences; safety incidents, regulatory breaches, reputational damage, and ultimately higher costs associated with rectification and downtime are a real possibility. Alongside this, competency demonstrates due diligence and helps organisations avoid legal penalties and insurance issues; all contributing factors that may impact on budgets.

In industries with explosive atmospheres, competence should be non-negotiable —it is fundamental to safe, reliable, and efficient operation. A competent workforce underpins this approach by ensuring that tasks are executed correctly and safely from the outset. Cutting corners in this area undermines the very resilience that organisations need most during times of uncertainty. Many readers will be familiar with the iceberg principle which attempts to illustrate the costs of an incident. Businesses are impacted negatively but often overlook the hidden and often more substantial costs to a business as they remain hidden “below the waterline.”

Maintaining a competent workforce ensures that individuals understand not only what tasks they are performing but why undertaking these tasks correctly is vital. This depth of understanding is critical in explosive atmospheres. Shortcuts in design, poor installation practises, or simply failing to follow the manufacturer’s instructions all have the potential to contribute to a major incident.

Moreover, competent employees are better equipped to adapt to changing conditions. They are more likely to identify potential hazards early, apply the correct procedures under pressure, and make sound decisions that protect both people and assets.

The industrial world provides sobering reminders of what can happen when competence is compromised. Sadly, the all too familiar events of the Piper Alpha disaster (1988) and the Texas City refinery explosion (2005) highlight the dangers of underinvestment in people and processes.

You may have come across the accident triangle which attempts to correlate incidents of poor behaviour and/or the number of near misses to accidents (major and minor) that may ultimately lead to a fatality. Whilst it would be possible to focus on major events that have had significant impacts, these “near misses” can occur where errors in maintenance, inspection, or operations are only narrowly caught and escalation avoided. These are often traced back to gaps in training or lapses in competence. While they may not make headlines, they serve as daily reminders that the margin for error in explosive atmospheres is small.

In these uncertain times, companies that continue to prioritise competence will be those best positioned to deliver safe, efficient, and sustainable operations.
This underlines a simple truth: when competency is neglected, the costs—human, financial, and reputational—are far greater than the short-term savings.