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.
Qin, Wenting (China University of Petroleum Beijing) | Yuan, Ying (China University of Petroleum Beijing) | Wang, Fei (China University of Petroleum Beijing) | Zhu, Zhouyuan (China University of Petroleum Beijing)
It has been a long tradition, in China, the undergraduate and graduate petroleum engineering courses are taught in Chinese. As the globalization playing an important role in our lives, it has become more and more obvious, in many people's point of view, the education quality provided through those Chinese petroleum universities should also be matched with the international standards, such as ABET criteria.
At 2014, the China University of Petroleum Beijing launched a program called the ABET accreditation preparation program. The primary goal of this program is to prepare the ABET accreditation through the transforming of the traditional Chinese-taught Petroleum Engineering courses into English-taught Petroleum Engineering courses to meet ABET standards. At phase 1 of this program, 2014-2015, only two courses (Reservoir Engineering course and Petrophysics course) were chosen to experiment the new concept. Upon the completion of phase 1, the two courses ranked top 5% among all the courses offered by the Petroleum Engineering Department in terms of its popularity among students. Based on the success of phase 1, at phase 2 (2016-now), additional 4 courses were added into this program. Those 4 courses are: Well Completion Design, Flow in Porous Media, Production Engineering, and Reservoir Simulation.
This paper provides the lesson learned through the 5 years’ experience of setting up the new norm by fundamentally changing the ways of teaching in an environment where native language is not English. The specific details of "Know-how" through the execution of phase1 and phase 2 are presented, analyzed and discussed. The paper addressed the obstacles encountered within the program, the new teaching methods conducted in those classrooms and student's response to those brand-new English taught Petroleum Engineering courses.
The experience obtained through the ABET preparation program at China University of Petroleum Beijing may provide some guidance for those who to pursuit the same goal of seeking international recognition and establishing an international learning environment for their Petroleum Engineering courses.
Petroleum Engineering enrollment and the resulting degrees granted are affected by oil and gas prices. These changes lag price by 2.5 years. The Recent peak in Bachelor of Science (BS) degrees granted 2550 (in 2017) are projected to drop 980 (in 2020). The pipeline to produce new engineers is four to five years long. As industry petroleum engineer requirement increases, it will take several years to increase the supply from previous conventional sources (programs/universities).
Petroleum Engineering enrollment and the resulting degrees granted are affected by oil and gas prices. These changes lag price by 2.5 years.
The Recent peak in Bachelor of Science (BS) degrees granted 2550 (in 2017) are projected to drop 980 (in 2020).
The pipeline to produce new engineers is four to five years long.
As industry petroleum engineer requirement increases, it will take several years to increase the supply from previous conventional sources (programs/universities).
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.
This paper discusses career development essentials for young E&P technical professionals to realize and use for career planning. By dividing the professional life of the E&P professional into the early-career, mid-career and late-career stages, each spanning about twelve years, the author discusses career development essentials and their benefits in each stage. In the early-career stage, essentials include understanding the corporate culture, developing technical depth and breadth and developing good interpersonal team skills. In the mid-career stage, essentials include developing leadership skills, moving out of one's comfort zone, mastering cross discipline competency and developing a strong professional network. In the late-career stage, essential include anticipating future trends, leveraging one's strength and experience, developing others and leaving a legacy.
During the last few years, the petroleum industry has been experiencing significant changes in various areas including, workforce, targets of exploration, application of (new) technologies, and general operational areas of focus. A prolonged depression of oil prices, changes in geopolitical atmosphere, the rise of investment in unconventional resources, as well as the implementation of emerging technologies (including digital) have been the primary catalysts of change within the industry. In terms of workforce, these changes have produced leaner organizations, along with the unintended consequence of losing some critical expertise and creating knowledge-gaps at many organizations. The changes, particularly in technology, necessitate a look at the need for the acquisition of new skills, for current and future petroleum engineers, that match new areas of interest – such as data analytics and artificial intelligence.
As the oil industry continues to evolve, it is imperative for academic organizations to consider these changing dynamics and be responsive. This paper outlines the results of a recent survey that targeted industry managers or supervisors who have direct experience with newly minted petroleum engineering graduates (less than five years of experience). The survey asked the participants their opinions regarding the preparedness of recent graduates as they enter the workforce. The survey's intent was to identify the potential need to modify the skills and knowledge currently acquired in academic institutions during the undergraduate study.
A comprehensive survey that posed questions regarding classical and contemplated new petroleum engineering curriculum was sent to recipients, primarily within the reserves and reservoir-engineering sector. The recipients were industry professionals working in operating, service, financial, and consulting sectors of the petroleum industry. More than 200 responses were received. The tabulated results are presented in the paper, along with interpretation of the results. The raw data will be made available through OnePetro as an accompaniment to the published paper.
The paper presents the survey conclusions, proposed action items, and discusses plans for a follow-up survey.
Copyright 2019, Society of Petroleum Engineers This paper was prepared for presentation at the SPE Annual Technical Conference and Exhibition held in Calgary, Alberta, Canada, 30 Sep - 2 October 2019. This paper was selected for presentation by an SPE program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed by the Society of Petroleum Engineers and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers, its officers, or members. Electronic reproduction, distribution, or storage of any part of this paper without the written consent of the Society of Petroleum Engineers is prohibited. Permission to reproduce in print is restricted to an abstract of not more than 300 words; illustrations may not be copied. The abstract must contain conspicuous acknowledgment of SPE copyright.
Oftentimes an organizational transformation fails not because of external reasons but internal resistance. A step often neglected by senior management in organization transformation is aligning the transformation process with the corporate culture. When a transformation works against established corporate culture, it will be rejected by the organization and will eventually fail despite the best efforts by senior management. However, if an organization transformation is closely aligned with the corporate culture, its chance of success is greatly enhanced. In this paper, we propose a step-by-step procedure to align an organization transformation process with the four layers of corporate culture. This can be pictorially illustrated by the Corporate Cultural Onion Model and the Simple Lever Model of Organizational Alignment.
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.