Fruchtnicht, Erich (Texas A&M University) | Eaker, Nancy (Texas A&M University) | Fellers, John (Texas A&M University) | Urbanczyk, Brad (Texas A&M University) | Robertson, Christina (Texas A&M University) | Dhakal, Merina (Spelman College) | Colman, Stephanie (Texas A&M University) | Freas-Lutz, Diana (Radford University) | Patterson, Hiram (Texas A&M University) | Bazan, Cristina (Texas A&M University) | Giles, Crystal (Texas A&M University)
THE TEXAS A&M HEALTH SCIENCE CENTER (TAMHSC) and Texas A&M University (TAMU) Environmental Health and Safety (EHS) departments are responsible for ensuring the safety of not only all faculty, staff, students and visitors to geographically dispersed campuses across the state of Texas, but also the public surrounding those campuses. Because the university is a state entity, the preferred disposition route for all university assets is public auction administered by the Surplus department. Each research or academic department within the university determines which of its assets are no longer needed and schedules a pickup through its embedded property management team member. The removal of all unwanted assets is performed either by university personnel or by a private moving company. Although EHS had a policy in place for the decontamination of equipment prior to its release to Surplus, the process of equipment being sent to Surplus itself did not directly include EHS.
Is your energy business ready to go global?
In today's market there are few companies that are able to strictly focus on domestic opportunities. Increased competition in saturated home markets offer stagnant returns and in order to achieve growth, a company must either innovate, explore opportunities in foreign markets or both. By internationalizing, a company can capture new market share and may achieve continuous business growth. To accomplish this however, a thorough examination of the barriers and key considerations is vital for companies who are considering taking their business to the international stage.
To begin, a company should find a market for their goods and services and then plan, test and evaluate their internationalization strategy. By reviewing different models, theories and tools meant to assist a company when entering into the global economy, these findings and concepts are then applied to a case study of an oil and gas mid-sized service company which internationalized into the South East Asian market.
The intent of the paper is to identify key external considerations that a small to mid-sized oilfield service company should be cognizant of prior to entering into a host market. For many businesses, the rewards far outweigh the risks when a company decides to internationalize. Ensuring they have a proper strategy will set the company up for success. Key global expansion considerations were validated during the initial phases of the internationalization process and after creating a roadmap for the case study oilfield service company as it expanded into South East Asia. Further, several recommendations were put forth. These included host regulatory environment risks, political stability and culture. The goal of this paper outlines how companies can follow their own path, rather than following a herd mentality to go global successfully.
The 3D geological model is an important tool, which is used for decision-making process at each step of reservoir lifecycle. In turn the quality of the model as well as field operating efficiency is directly dependent on the geologist's expertise level and requires continuous improvement of professional skills. In the digital technology era the software functions continuously enhance leading to increased number of trainings in order to implement new algorithms in the working process. The aim of the paper is to share the best practices of geological and petrophysical modelling on-job trainings applied in Scientific Technology Centre.
There are several web-resources used in the company in order to store operational regulations, corporate educational trainings, original workflows, created plug-ins etc. By dint of special module in the working software the above mentioned data sources were implemented into the integrated knowledge platform. Now new software functions can be explored on-the-job and without any charges for external trainings. The module affords the development of interactive training cases for new functions study. The results of case accomplishment can be saved and available for competency assesment. Another key aspect of the module is the automatization of model quality control provided by application of guided workflows. Additionally, the solutions for some cases can be found during the crossfunctional co-operation among geologists, petrophysicists and petroleum engineers in online question platform, which is the part of the professional groups.
The unique integrated approach for increasing the quality of geological models through training and education, which is developed and successfully implemented in Scientific Technology Centre, will be beneficial not only for other companies, which plan to create and apply the equivalent employee training system, but also for oil and gas industry in general.
One of the goals cherished by modern organizations is gender balance, as a proven way to enhance productivity, boost the motivation of employees and enrich the leadership pipelines of internal succession plans. The energy sector follows closely this trend, inclusive of major organizations of operations and services, especially in Oil and Gas. And in no other region of the world this is now more visible than in the Middle East, one of the most active and traditionally leading and strategic regions in the segment. This paper summarizes what factors were fundamental for the very visible blooming of the female leadership, particularly in the oil and gas sectorin the Gulf Cooperation Council GCC countries. Certainly, middle-eastern women do not account yet for a large or representative number inthe highest roles of private or National Oil Companiesof their countries, but things are rapidly changing, and the blooming is real.
A comparison of key elements considered diagnostic about the empowerment of women, like female workforce percentages, gender gap indexes, and representation of women in leadership roles in oil and gas are herein analyzed for the GCC, comparing those with figures of other regions of the World. Other indicators were included in the analysis, which proved to be key for developing women's leadership, in particular, communication strategies, empowering plans, training, active and visible endorsement of top leaders and other strategies of governmental agencies and corporations. Definitively, the Middle East, and particularly the GCC countries, in which our study is centered, have boldly address cultural issues and traditional barriers, to produce step-changes that are quickly transforming the oil and organizations in all countries of the region. A forecast of opportunities for women's leadership in the upstream and downstream sectors of the oil industry in the future is proposed, in a story of learned best practices worth sharing.
The paper includes a summary of the standing and utilization of social media channels by main organizations in oil and gas. A frame of the current trends analyzed resulted in the identification of the organizations more successful in the utilization of these key channels, so relevant for the general audiences and the new generations. Some unexpected findingsshaped our conclusions about strategies instrumental for step-changes needed in political or cultural settings that may be challenging for boosting women's empowerment.
Digital Transformation in oil and gas is bringing a new wave of opportunities that will transform the industry. In operations, these technologies can lead to new Ways of Working and deliver next generation Integrated Operations Centers (IOCs); empowering them to be the digital watering holes at the center of world-class operations. Several companies have publicized the effectiveness of their IOC initiatives in terms of cost savings, reduced losses and increased production. However, the success of Integrated Operations initiatives is not guaranteed; many IOCs have been deployed that have failed to live up to expectations.
Based on decades of experience delivering IOCs, this paper will explore the underlying principles that should be behind every IOC program, as well as the key program elements and delivery methodology that, while not guaranteeing success, go a long way to addressing the issues common to unsuccessful projects.
The principles proposed as the drivers behind an IOC initiative all support the philosophy that delivering an IOC is a long-distance race, not a sprint that ends when the center opens. The consequence of this is that any IO program should think of the center as a capability that should be delivered as manageable chunks into an operations culture that embraces evolution and change. To support these principles, the paper discusses eight key elements to include as part of the delivery program. These elements do more than support the delivery program, they also ensure the sustainability of the IOC capability. Finally, the paper discusses the advantages of adopting a delivery methodology from software development that has been shown to significantly improve the delivery of value, the engagement of stakeholders and the programs ability to cope with evolving changes.
By use of the proposed method for digitilizing operation procedures and activities, the rig action plan can become the dynamic information exchange platform between planning and execution phase. Digitilizing the workflow and structuring the information in a rig action plan enables engineers to plan operations and transmit procedures and related parameters in a consistent form applicable to the driller and the drilling control system's automation platform. The paper reviews existing rig action plans and activities to demonstrate how structuring of information using the new methodology allows planned procedures to be readable by a drilling automation platform. A new data structure with multiple activity levels is proposed for the rig action plan. The requirements and concept of a new application program interface (API) is discussed. The result of applying the proposed methodology to an actual rig action plan is presented along with an overview of a pilot project. The benefits of digitalizing the workflow and implementing an open, structured, machine readable rig action plan demonstrate how the new approach will contribute to the oil and gas technologies ambition to automate operation.
Oil and gas businesses are often characterised as operating in volatile, uncertain, complex and ambiguous ('VUCA') environments, whilst also expected to meet ever more demanding operational challenges and stakeholder expectations. Within this setting the historically prevalent directive, 'command and control' leadership style has become increasingly ineffective at creating a workplace culture which fully enables and engages staff, especially millennials, to deliver outstanding results sustainably. This paper looks at what it takes for an organisation to shift towards a'coaching culture', one in which exceptional performance is gained by a significantly higher quality of conversation between all involved in the business. The paper discusses the business context for a modern oil and gas business which necessitates a shift towards a'coaching culture' for many in the sector; it sheds light on the critical elements of such a change programme and the key steps that are required for such a change to be successful; it examines the theoretical basis for development of a coaching leadership style in the sector; and it shares the authors' practical learning from the field gained through implementation of such programmes in the sector, with examples and composite case studies.
Deepwater wells are the most complex and challenging operations for today's petroleum workforce. These challenges push the limits of technology requiring high level personnel competencies and stringent safety requirements. Robust and consistent procedures aid in implementing reliable operational execution. When complex operations include multiple drill ships and TLPs, and when these activities are mirrored by separate support teams of engineers and operations there are opportunities for varying procedures, content, format, and technology applications. This misalignment evolves over time, based on individual preferences, lessons learned, and varying procedures from different service providers.
This paper discusses the efforts and outcomes of bringing standardization to Deepwater operations in the Gulf of Mexico (GOM) and to Shell's broader global Deepwater organization (DWO). Standardization efforts include full End-to-End well delivery from engineering design documents, recommended/best practices, operational procedures, workflow processes, after-action-reviews, knowledge sharing, and refreshing standards as required.
Ensuring a learning loop process is in place and actively used is a key element in keeping standard documents evergreen and has the overarching goal of preventing repeat failures and NPT events. An additional benefit is the ability to deliver documents with structured content, aligned format and standard language to both the operations teams and service providers.
The formation of a core team and central department has driven global standards, active sharing of learnings across all Deepwater business units, opened communication lines with areas previously siloed due to location, reduced cycle time for the engineering teams in re-creating procedures and demonstrated sustainable reductions in operational costs.
This paper presents the background, implementation, and initial results of a pilot project to address the shortage of qualified petroleum engineers in developing countries. Oil and gas talent gap in emerging markets was identified as an eminent problem by the Steering Committee of the World Economic Forum's (WEF) Oil & Gas Community in 2017. Chevron, Eni, and Shell acted on the initiative of WEF and, with the addition of Colorado School of Mines (Mines) as the academic partner, kicked off a pilot project to improve the Petroleum Engineering (PE) program at Satbayev University (SU) in Almaty, Kazakhstan, in 2018. The WEF working group, consisting of the representatives of the three companies and the department heads of Mines and SU, identified three priority areas: (1) Establishment of an Industry-Advisory Board (IAB) to promote mutual trust and collaboration between academia and industry, (2) Curriculum revision and improvement of the course material and delivery with the support of Mines, and (3) Student and faculty internship programs to provide industry training and support for faculty development. Many challenges of the Kazakh PE education are common to the other emerging oil and gas producing countries also. Therefore, the lessons learned from this project will be useful to develop similar projects not only in Kazakhstan but also around the world. This paper presents the details of implementation, challenges encountered, and initial results of the project.
Under the banner of SPECares the SPE Indian Institute of Technology Indian School of Mines [IIT (ISM)], Dhanbad, Student Chapter in India has joined hands with Sarthak, a unique mentoring program tailored to the needs of children from low income communities. In the pursuit of empowering millennials for a better tomorrow, the program started in February with 12 enthusiastic volunteers from the chapter as the leading change makers. Sarthak is a program initiated by the Aanandam Society for Sustainable Development, a non-profit social organization started by an IIT(ISM) Dhanbad alumnus in the Indian state of Bihar. A key motive of the group is to align mentoring as a lifelong learning tool. Sarthak works with many local educational initiatives in India that assist talented candidates each year from economically backward sections of the society and trains them for the IIT entrance exam, which has an acceptance rate of less than 1%.