Dashti, Qasem (Kuwait Oil Company) | Moosa, M.H. (Schlumberger) | Erdman, M. (Shell Kuwait Exploration & Production) | Jensen, P. (Shell Kuwait Exploration & Production) | Olusegun, Kolawole (Kuwait Oil Company) | Al-Qadeeri, Bashar (Kuwait Oil Company) | Dhote, Prashant (Kuwait Oil Company)
Kuwait Oil Company (KOC) is going through many new challenging projects that aim to increase its hydrocarbons production capacity by 70%. The North Kuwait Jurassic Gas Fields project is one of the key projects with unique challenges from the subsurface complex and challenging characteristics of deep reservoirs, high pressure high temperature (HPHT), high in H2S and CO2 concentration-to the design, construction and operating of surface facilities. The Gas Field Development (GFD) group was established in 2007 to manage and accomplish KOC’s desired objectives from the NKJ Gas Fields project. The new group had to recruit manpower and build the required technical skills to address the unique challenges. End of 2010, KOC-GFD entered into an Enhanced Technical Service Agreement (ETSA) with Shell in order to benefit from the International Oil Company (IOC) expertise. One of ETSA objectives is to develop local KOC staff through Knowledge Transfer, whereas challenge was more than 60% of the total GFD population were juniors, i.e. less than 4 years of experience.
The need to fast track the development of the new recruited staff was identified by the management as a critical key element to overcome the project complex challenges. The development of a new approach for staff development using the best of both worlds’ i.e. building on KOC’s training programs and supplementing with Shell Jurassic ETSA Knowledge Transfer resulted in the creation of the Technical Competence Ladder, TCL, framework for all GFD staff in 2017. This technical paper will describe how the Jurassic ETSA Knowledge Transfer progressed over the course of the contract; connected with GFD business objectives; used key methodologies for successful application in the day-to-day activities; promoted a performance-based learning environment; used critical resources with clear accountabilities; was monitored and measured continually; Implemented with structured approached.
progressed over the course of the contract;
connected with GFD business objectives;
used key methodologies for successful application in the day-to-day activities;
promoted a performance-based learning environment;
used critical resources with clear accountabilities;
was monitored and measured continually;
Implemented with structured approached.
The results include the development of Structure and detailed competence skills development program for main subsurface disciplines like: Reservoir Engineering, Petrophysics, Geosciences, & Petroleum Engineering. Each main discipline includes number of specialization and focused sub-programs. The TCL program was implemented, and the Knowledge Transfer are proven. The progress of junior staff competences has been tracked and measured over the years; the creation of motivated and competent workforce has resulted in improved performance and increased team productivity. The overall results reduced ‘existing’ competency gaps within the company, enhanced communication between junior and senior staff, improved staff confidence and work performance. Key examples of success will illustrate the points covered in the technical paper.
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.
Roughneck Camp is one of the legacy events established by the Emerging Leaders Program (ELP) of the SPE Gulf Coast Section. Roughneck Camp invites "new" technical professionals (engineers, geologists, geophysicists, et al.) in the Houston area to network and learn about the benefits SPE has to offer young members. The program is designed to assist students entering the work force in transferring their active participation from their SPE student chapter to their local industry SPE chapter. Participants include summer interns and new graduates with fewer than 5 years of experience. It is a fun-filled afternoon, beginning with an icebreaker and introductions to active SPE members.
When responding to questions about training received while employed, there was high enthusiasm for combining training exercises with work responsibilities. Attending training that directly relates to one's current work assignments is optimum. Off-site classes are preferred because they present fewer distractions from work assignments, but disadvantages include additional travel costs and time away from family responsibilities. Mentoring is important to career development, whether through formal assigned mentoring programs or informal "as needed" mentoring. In many cases, the engineer and supervisor work together to establish training curriculum.
The agenda focused on career management, interpersonal skills, and engineering topics and hosted a dynamic lineup of speakers, presenters, and discussion leaders for an audience of 41 attendees. William M. Griffin of El Paso Production Co. opened the conference with a talk titled "Lessons Learned--Career Guidance in a Growth Environment." Griffin discussed the importance of integrity, work ethic, attitude, interpersonal skills, and competency as they relate to young professionals in the industry. Further insight was provided on the topic of skills in career development by George King of BP and Todd Montgomery of Anadarko Petroleum, who made presentations illustrating specific skill sets and attributes for young engineers looking for career advancement opportunities. The EEC Interpersonal Skills Sessions featured Bridget Mueller of the U. of Houston in a talk titled "Attitude vs. Aptitude: Primed for Promotion" and Walt Palen of BP on the topic of "Knowledge Management."
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.
In the oil and gas industry of this era, important issues have arisen because of the age of the workforce. Distinctions between the mature generation, baby boomers, Generation X, and the newest wave of college graduates--dubbed the new millennials--are commonly understood. The matures and baby boomers can be collectively called "old school" in the way they do things. The Generation Xers and new millenials make up the "new school" because their way of doing things differs clearly from that of their predecessors. The success of the industry in the future will depend highly on the interaction between the two schools in the next few years and how well the younger professionals are mentored and integrated into the workforce.
As Brazil hosts its first summer Olympics in the coastal city of Rio de Janeiro, in the world of oil and gas megaprojects, another type of competition has emerged—that of market share. If you love capital projects, and especially the big, complex, and really difficult ones, the petroleum industry is the place to be. Oil and gas development projects provide the young or experienced engineer with all the excitement you could want—challenging projects in challenging places. Megaprojects require billions of dollars of investment, multidisciplinary teams, meticulous planning, flawless execution, and cutting-edge technology. To ensure their success, the energy industry will have to focus more on containing project risks, reducing delays, and ensuring faster “first oil."
For technical innovation and skill progression for individuals and institutions, continual learning and exposure to new ideas is vital. SPE Certification provides an endorsement of an engineer’s technical skills and capabilities by a global organization that extends to anywhere you may travel or work—a highly desirable benefit given the global nature of oil and gas operations. For those who are in a job transition, networking enhances job search leads because it involves meeting new people and becoming reacquainted with industry colleagues. The Pay-It-Forward Networking Program offers industry tours, training, and panels to enable networking. This article features some of the SPE mentors who are currently accepting mentees, and they share their reasons for participating in the program.