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Richardson, Texas and Tulsa, Oklahoma (25 May 2021) -- The American Association of Petroleum Geologists (AAPG) and the Society of Petroleum Engineers (SPE) announce an exploration of the benefits and opportunities of a merger creating the energy professionals' organization for the future. With unanimous consent from the AAPG Executive Committee and the SPE Board of Directors, a steering committee was created to explore opportunities to form a new combined organization in response to an evolving energy sector and challenging COVID-impacted market environment. "Our two organizations have worked together side by side for many years on numerous initiatives and global events, notably the Offshore Technology Conference, International Petroleum Technology Conference, Unconventional Resources Technology Conference, and the Petroleum Resources Management System. Joining forces would bring the best of both organizations together and provide additional value to engineers, geoscientists, and the broader energy sector," said Rick Fritz, AAPG President. The industry relies on subsurface geoscience and engineering teams rather than siloed disciplines.
Editor’s note: The SPE Board of Directors approved the SPE Strategic Plan 2013–17 in March 2013. The SPE Strategic Planning Steering Committee consisted of Ganesh Thakur, SPE 2012 President and Steering Committee Chair; Mark Rubin, SPE Executive Director; Egbert Imomoh, SPE 2013 President; Ken Arnold, SPE 2012 Vice President Finance; Janeen Judah, SPE 2013 Vice President Finance; Alain Labastie, SPE 2011 President; and Jeff Spath, SPE 2014 President-Elect. Consultant and facilitator was Susan S. Meier, Principal, Meier and Associates.
Since its inception 55 years ago, SPE has remained constant in its mission to collect, disseminate, and exchange technical knowledge and to provide opportunities for professionals to enhance their technical and professional competence. SPE is increasingly aware of the impact a changing environment and global influences may have on its ability to be effective in serving an increasingly diverse membership in a highly complex industry.
By all objective measures, SPE is a highly successful organization. SPE has seen dramatic growth in member-ship globally (Fig. 1) and in the number of meetings offered (Fig. 2) to serve these members. At the same time, SPE has added new programs, expanded the reach of its programs and services, opened new offices to serve its global membership, and worked with other organizations to create greater value for members and the industry as a whole.
Throughout this period of strong growth, SPE has strived to operate in a manner consistent with a set of One SPE Guiding Principles adopted by the Board in September 2001:
Abstract Flaring at oil and gas facilities leads to significant loss of gas resources, impact environmental air quality, as well as affect the organization's reputation. Global benchmarks indicate that around 145 billion cubic meters of gas was flared globally in 2018. This amount of gas is enough to power whole of the African continent. At an organization level, flaring can contribute to loss of more than 2% of a company's overall hydrocarbon production. This is partly due to a misconception that the value associated with continued oil production is often much greater than avoiding flaring the associated gas. As organizations develop strategies to reduce flaring, it is important to consider different aspects for establishing a holistic framework to achieve long-term value for the organization. This paper provides an overview and summary of these aspects which have been deployed at Petroleum Development Oman such as identification and delivery of new technology solutions, management of upsets leading to non-routine flaring and deployment of an innovative Heart's and Mind's program called Let's Talk Flaring. Similarly, it is important to understand and address the challenges and opportunities, which typically arise while implementing flaring reduction at upstream oil and gas facilities. These challenges include, unclear ownership of associated gas, lack of off-takers in local energy system, equipment troubleshooting capabilities at local or regional scale etc. This paper describes how some of these challenges offer new opportunities towards effective utilization of associated gas.
Abstract Many papers inside and outside our industry have discussed tapping into the 'wisdom of the crowd' to meet organizational needs. Many papers have also discussed the need - and methods - to innovate. So perhaps we need to ask ourselves how we can tap into the 'creativity of the crowd' to better understand what needs to change, identify opportunities for improvement or new market spaces to explore, share technologies across disciplines and industries and attract new types of talent. Cultivating and supporting innovation can be a significant challenge within any organization. Empowering people to generate new ideas should be a part of successful business organization. One should be mindful that innovation knows no boundaries and can happen for anyone at anytime. This becomes apparent within each of us when we ask "What if…?" There are several challenges in capturing these innovative thoughts in the proper context and putting them in front of the appropriate audience. This includes creating a mechanism for stakeholders to share their ideas, a process for management review and monitor submissions, the ability to bounce ideas off the 'wisdom of the crowd' and tools to connect the R&D effort to stakeholders throughout the development process. We have addressed this challenge through the creation of an IDEA system and using existing knowledge management tools to affect the development and commercialization process. The approach allows the entry and tracking of submissions through the process while maintaining intellectual property security. This paper discusses cases where these new tools and processes effectively managed and nurtured innovation within and between product service lines. Typical barriers that have hindered end users from sharing innovative ideas will be highlighted along with solution measures utilized. Finally, areas of future exploration related to the effort will be identified. Introduction Do you know those moments when you ask "what have we gotten ourselves into?" In late 2004, the management team of our division within a major oilfield service company challenged the marketing and knowledge management (KM) team to leverage our existing KM tools and improve the innovation process. A senior manager had read an article on James Surowiecki's book "Wisdom of Crowds", thought it made a lot of sense and wanted to see how our KM tools could allow the "crowd" of our employees to interact and collaborate on new ideas that could lead to new products and services. This sounded like fun and we took it on with a passion. Little did we realize the scope of the challenge. Three years later, we continue to explore and expand on our successes surrounding innovation. The challenge was generally aimed at improving the way new products are brought to market by filling gaps in the existing Innovative Product Commercialization (IPC) process (our company's product development and commercialization process) with a specific goal of greatly increasing the number of ideas filling the IPC pipeline. We're not alone. In the last few years, several books, papers and presentations inside and outside our industry have discussed tapping into the 'wisdom of the crowd' to meet organizational needs. Many more papers have also discussed the need - and potential methods - to drive innovation and research within the upstream oil and gas industry.
The Society of Petroleum Engineers Europe Ltd. is a not-for-profit, charitable organization devoted to the safe and efficient exploration and production of crude oil and natural gas resources for the benefit of all humans. SPE Europe is one of the entities of Society of Petroleum Engineers, Inc, organized under the laws of Texas, which is the governing organization for SPE worldwide. Crude oil and natural gas constitute the primary source of power generation throughout the world. Whether as a fuel for transportation, electricity generation, heating our homes, or cooking our food, oil and gas fuel the world and affect everyone's standard of living. Oil and natural gas also are a primary source for the manufacture of many products such as plastics, pharmaceuticals, fabrics, and cosmetics.