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.
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.
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.
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%.
The 4th Mediterranean Offshore Conference and Exhibition took place in April in Alexandria, Egypt. The conference attracted high-level technical experts, key industry professionals, specialists, and decision makers in the upstream, downstream, and petrochemical sectors of the petroleum industry. Osama Taha (Pico Oil), Tamer El-Rayes (EDF), and Mohamed Ali (Halliburton-Landmark) from Egypt's YP program attended, helping design and prepare posters for the exhibition and working in the SPE booth, welcoming visitors and explaining the benefits of SPE to both young and senior professionals. Many visitors, especially young professionals, showed interest in SPE and YP Programs. Sameh Fahmy, Egyptian Minister of Petroleum, visited the SPE booth and was very interested to hear more about the YP activities in Egypt and the Middle East region as well as future plans.
The SPE Aberdeen Section is at the heart of the Young Professionals (YP) Program, which originated from the Emerging Leaders Program. The activities of the Aberdeen YP Program are managed by a volunteer committee with specific responsibilities. John Donachie is the current Aberdeen Section Chairperson. The Aberdeen YP Committee was founded to bring people together in an atmosphere of education and fun. The committee provides a strong combination of professional development, technical learning, social networking, and educational support.
The SPE Student Development Committee (SDC) was born 40 years ago, although under a different name. While its name has changed, its mission has remained the same: to encourage students to develop and enjoy the advantages of SPE membership. The SDC, which is composed of SPE volunteers, recommends student programs to be initiated at the global society level and works with staff members to implement approved programs. The SDC encourages SPE sections to develop active student-relations programs with student chapters in their areas. Additionally, the SDC implements and monitors the Regional and International Student Paper Contests and the SPE Outstanding Student Chapter Program.