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.
Capello, Maria Angela (Kuwait Oil Company) | Benham, Philip (Shell Kuwait Exploration and Production B.V.) | Warrlich, Georg (Shell Kuwait Exploration and Production B.V.) | Sousa, Maria J. De (Kuwait Oil Company) | Nassef, Mostafa (Shell Kuwait Exploration and Production B.V.) | Cheers, Michael (Shell Kuwait Exploration and Production B.V.)
Developing the necessary skills in the oil and gas workforce has always been a challenge for operating companies, as each individual needs not only knowledge in their specific discipline but also sufficient understanding of the interfaces to other parts of the business. The challenge is higher for specialized areas of application, like Heavy Oil. This paper will present our insights and learnings in the process of shaping skilled profiles needed to handle heavy oil developments, grounded on our experience in Kuwait Oil Company (KOC), with a focus on subsurface profiles.
To further support the development of its heavy oil resources, KOC signed a 10-year Enhanced Technical Services Agreement (ETSA) with Shell in December 2016, in which a key driver is the enhancement of KOC staff technical competencies. Within this framework, KOC and Shell jointly created a capabilities-development program for Heavy Oil staff, encompassing discipline-driven coaching, on-the-job training, attachments, mini-learnings, and customized courses, constituting a blended-learning approach.
Heavy Oil developments and operations require integration of information, knowledge and experience from the very early phases of the field development, due to the high cost per barrel that challenges profitability. Every optimization counts. In addition, there are specific skills inherent to heavy oil, like steam injection expertise, cap rock characterization, modeling/management of viscosity changes, besides processing and transportation.
After the culmination of the first year of the ETSA, opportunities to accelerate the uplift the efficacy of the training plans for heavy Oil skills were identified:
A selected example will exemplify how the collaboration efforts IOC-KOC for integration were successful, exposing Reservoir Engineers to an integrated core and field-based seminar that was shifted from a pure geological focus to address multidisciplinary topics such as reservoir modeling, steam conformance, reservoir heterogeneity and integrated analysis of subsurface-surface interdependence.
The learnings derived from the first year of exchange and collaboration between an NOC and an IOC will be useful for similar cases in the world, to augment the specialized skills and core expertise in the oil and gas workforce.
Adversity and continuous change challenge leaders, and even the most resolute and determined feel discouragement along their path in the corporate or entrepreneurial worlds. How do oil and gas organizations and the industry leaders build, foster and grow their resilience to cope with difficult periods and maintain the necessary focus on the ultimate goals in comparison with what does the theoretical approaches describe, is the matter of this paper.
Leadership has to be grounded on resilience, as one skill cannot shine without the other. Resilience has been characterized as the ability of a person or an organization to recuperate, recover, bounce-back, adjust or even thrive following adversity, and is widely acknowledged as a complex, dynamic and multi-dimensional phenomenon (Waugh and Koster, 2014). Our paper highlights how resilience takes form in individuals and organizations, comparing theory and practical stands. The BP Deep-Water Horizon Oil Spill is one of the examples selected to illustrate how resilience in the organizations takes shape before, during and after a catastrophic event. The three factors of resilient organizations will be exposed as the realization of vulnerability, the willingness to cooperate, and the power to act courageously (
A summary of findings will support the understanding of the theoretical basis related to the resilient profiles, and how they cope with the four elements that affect resilience: neuroticism, mindfulness, self-efficacy and coping, for adjustments in the workforce. Then, the analysis will propose a series of conclusions derived from the analysis of how resilient leaders in oil and gas from different organizations built their resiliency, taken from a series of published resources and direct interviews. A comparative analysis about these practical approaches in relation to theoretical research on leadership and resilience, is offered, in relation to the oil sector workforce, specifically for the managerial and executive contexts.
The conclusions about how, why and when the shaping of resilient profiles and organizations occurs, on theoretical and practical grounds provides a useful understanding about the positive impact that boosting resilience in the workforce has the potential to offer to enable more positive outcomes, less turn-over, less burn-out individuals and better performance.
Sprunt, Eve (author of A Guide for Dual Career Couples) | Ali, Hendratta (Fort Hays State University) | Capello, Maria Angela (Kuwait Oil Company) | Whitesell, Laurie (Oklahoma State University) | Prasad, Manika (Colorado School of Mines)
Two surveys were distributed to faculty and student members of the Society of Exploration Geophysicists in 2016 by the SEG Women’s Network Committee (WNC). The surveys focused on assessing issues that women have raised about the academic environment. Student responses reveal that Geosciences department leadership (head/chairs) are critical to recruitment and retention of female and possibly other underrepresented groups. Despite positive actions including anti-harassment and parental-leave policies, the faculty responses indicate that gender-bias gaps still exist. One critical gap is that young female faculty are more likely than their male colleagues to be in non-tenuretrack roles. Also, female academics are more likely to report age discrimination and uncomfortable social interactions with peers of the opposite sex.
Presentation Date: Tuesday, October 16, 2018
Start Time: 1:50:00 PM
Location: 204C (Anaheim Convention Center)
Presentation Type: Oral
Kuwait Oil Company (KOC), one of the most important National Oil Companies (NOC) in the world, is growing in every sense, as the State of Kuwait is seeking to boost its oil production capacity by 2040, in line with the new approved strategy of Kuwait Petroleum Corporation. This growth into the future entails a shift from primary extraction to more complex settings, where new fields are produced simultaneously with others submitted to water flooding, EOR and Steam Injection, in what constitutes one of the biggest challenges ever faced by the company, due to the short timelines involved. The company has a variety of technological partners that include International Oil Companies (IOC), to further support the 2040 strategy of the corporation. This strategic growth vision, not exempted of an increasing breath of challenges, is accompanied by a focused effort in building new technical capabilities in the personnel, and in gradually transforming the way the training plans shape the professional profiles and set the paths for ensuring the specialized skills and expertise that will be needed. This paper describes how KOC is collaborating with an IOC, for uplifting and accelerating the training of its personnel, with the aim of enabling the availability of critical expertise needed to ensure production targets. Selected examples will detail how this cooperation NOC-IOC has been fruitful in enhancing competencies and training workflows. The teams involved from both sides of the spectrum experienced interesting challenges, and did not shy away from applying tactics of management of change to support the evolving talent development ecosystem. An emphasis will be placed in describing why elements like cultural nuances, corporate legacy, communication, alignment and integration are considered key in the implementation of the training strategies. With a well-established KOC competency-based training scheme, and after several years of fruitful exchanges with the IOC, the uplifts achieved in talent development schemes have shaped a transformation journey, with specific results worth sharing.
Eve Sprunt, Susan Howes, and Maria Angela Capello A recent SPE Talent Council survey of SPE members under the age of 45 unveiled an important generation gap. Most SPE members under the age of 45 are part of a dual career couple and most of them believe that the careers of both partners are equally important. However, managers who rose through the ranks as part of a couple with a single dominant breadwinner consider the concept of equally important careers to be unrealistic. We believe that management needs a better understanding of how the evolution of domestic relationships has changed the constraints and motivations of the workforce. More women worldwide are working for compensation that has reached greater parity with compensation for men in the past few decades.
A summary of the reservoir description of the Area Mayor de Socororo, ineastern Venezuela, is presented, based on the available database (June 2003). Asummary of the Development Plan for the area is also included, in order to showthe oil and gas production volumes expected during the 20-year operationsagreement signed between Petróleos de Venezuela S.A. with a prominentVenezuelan university, the Universidad Central de Venezuela.
The budget approved for the development of the field is 67 MMUS$ forinvestments and 170 MMUS$ for operations, for a total 237 MMUS$. The OOIP is418 MMSTB and the OGIP is 0,278 TCF. Volumes of 50 MMSTB and 0,085 TCF of gasare expected to be recovered, with a NPV of 20 MM$ for the operator, aftertaxes and royalties. The area under study covers a surface of 270km2 , in the immediacies of Pariaguán and El Pao towns, in EstadoAnzoátegui, Venezuela. The Development Plan considers the drilling of 42 newwells and reactivation of 20 idle wells, adapting and expanding the productionfacilities to manage an oil production rate of some 12.000 barrels of oil perday in a 20-year timeframe.