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Collaborating Authors
competency
Social performance is an integral element of business decision-making to manage social risks. In view of that, Petronas is integrating social performance across its businesses. A study on technology companies highlighted that the integration of a social responsibility measures management system, in this instance a social performance management system, not only results in an ethical or moral positioning of the companies but also generates high strategic intangible value for better performance. As the social pillar of the overall environment, social, and governance (ESG) realm is scrutinized, companies have the responsibility to ensure that sustainability is achieved by addressing the social risks of their areas of operation. Addressing social risks is one of the top agenda items for companies operating in this challenging environment.
ARE MY WORKERS COMPETENT IN EHS? TRAINING AND EDUCATION are supposed to provide workers with the knowledge, skills and abilities (KSAs) to perform their work safely and efficiently, but competency gaps continue and lead to occupational injuries and illnesses. Workers new to a job or learning a new skill are at the greatest risk for injury and illness. Competency-based training is focused on specific competencies or skills, otherwise known as knowledge, skills and abilities (KSAs). This type of training is useful to increase the effectiveness of provided training, thus improving safety performance. By focusing on specific KSAs to accomplish a job, it allows the worker to demonstrate mastery of the targeted KSA before continuing with training. This provides insight as to where additional training or refresher training is necessary. Competency-based training can help an employer identify and create competent persons to support certain OSHA regulations, such as a competent person for fall protection. Organizations can develop a competency-based training program with a few simple steps, and they can promote and evaluate competencies in many ways to ensure that workers comprehend the training and can apply it to their jobs to foster a safe, healthful workplace. This article summarizes the competency-based learning model, analyzes the definitions of a competent worker in EHS, and provides strategies to employ competency-based EHS training and assessment. This indicates that workers may not be getting the appropriate education and training they need to safely perform their jobs. There is limited information regarding the techniques, skills, tools and competencies workers need, which can affect the overall effectiveness of training and safety (Antonio et al., 2013). Often, safety training programs are deficient in developing and strengthening crucial safety competencies (Pedro et al., 2018).
- Education > Educational Setting (1.00)
- Education > Assessment & Standards (0.88)
- Education > Curriculum > Subject-Specific Education (0.55)
- Government > Regional Government > North America Government > United States Government (0.51)
The SPE International Diversity and Inclusion (D&I) Standing Committee was launched immediately after the 2020 SPE Annual Technical Conference and Exhibition (ATCE). The committee upholds the legacy of the Women in Energy Standing Committee (WIN) that was established in 2016 to elevate gender diversity within the industry. The D&I Committee expanded the WIN Committee's vision to also address D&I topics such as race, nationality, and age. The committee's vision is to advance society's commitment to diversity and inclusion within the oil and gas community through collaboration and education. The committee mission is described below (Figure 1).
Carbon capture, utilization, and sequestration/storage (CCUS) might be considered as putting the proverbial genie of carbon dioxide (CO2) back in the bottle. In brief, we aim to separate CO2 from industrial combustion exhaust, or directly from the atmosphere, and inject it into subsurface brines (either as a supercritical fluid or dissolved in seawater) with the ultimate goal of permanent mineralization. An ancient alchemist seeking to take the air from fire, add to water, and turn the mixture to rock would be delighted indeed. This is an ambitious goal, but one within our collective reach. The last five years have witnessed a dramatic increase in the number of CCUS projects, investments, and technology advances. These recent developments have been the most sustained progress since CO2 was first injected into the ground in 1972 or since it was initially sequestered commercially at Sleipnir in 1996.
- Asia (0.69)
- North America > United States > Texas (0.16)
- Geology > Mineral (0.70)
- Geology > Rock Type > Sedimentary Rock (0.69)
- Geology > Geological Subdiscipline > Geomechanics (0.69)
- Geology > Geological Subdiscipline > Geochemistry (0.48)
- Geophysics > Seismic Surveying (1.00)
- Geophysics > Time-Lapse Surveying > Time-Lapse Seismic Surveying (0.95)
- Materials (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Law (0.94)
- Government > Regional Government > North America Government > United States Government (0.94)
- North America > United States > West Virginia > Appalachian Basin (0.99)
- North America > United States > Virginia > Appalachian Basin (0.99)
- North America > United States > Tennessee > Appalachian Basin (0.99)
- (7 more...)
Enhancing Innovation Capacity Through ISO 56002 Compliance: A Case Study in The Energy Sector
Della Roverys Coseglio, M. S. (Aker Solutions, Sรฃo Jose dos Pinhais, Paranรก, Brazil) | Lobo, R. C. G. (College of Business, Montana State University Billings, Billings, Montana, USA) | Bandeira, G. (Aker Solutions, Sรฃo Jose dos Pinhais, Paranรก, Brazil) | Trindade, D. (Aker Solutions, Sรฃo Jose dos Pinhais, Paranรก, Brazil) | Heart, B. (College of Business, Montana State University Billings, Billings, Montana, USA) | Tronson, M. (College of Business, Montana State University Billings, Billings, Montana, USA) | Powell, M. (College of Business, Montana State University Billings, Billings, Montana, USA) | Mills, K. (College of Business, Montana State University Billings, Billings, Montana, USA) | Hrubes, B. (College of Business, Montana State University Billings, Billings, Montana, USA)
Abstract This study aims at assessing the readiness of a company that delivers solutions to the global energy industry to comply with the ISO 56002, which is part of the ISO 56000 family of standards from the International Organization for Standardization (ISO). ISO 56002 provides a systematic framework for establishing, implementing, maintaining, and continuously improving an innovation management system. By examining the company's compliance with this standard, the study highlights opportunities for enhancing its innovation capacity. A team of business students from Montana State University Billings interacted with the company's innovation team and senior management to evaluate the degree of ISO 56002 compliance and to provide recommendations for further developments. The assessment included five analytical categories: context of organization and leadership, planning and support, operations, performance evaluation, and continuous improvement. The team used a rating scale from 1 to 5 (with 5 indicating the highest level of compliance) to evaluate innovation-related competencies in each analytical category. As innovation is one of the main competitive differentiators for organizations within the energy industry, effectively managing innovation is crucial for both the current and future performance. Therefore, following the guidelines from ISO 56002 can be highly beneficial, as the standard provides guidelines to help the company sustain long-term results by managing innovation in a more systematic and organized way. The outcome of this study showed critical competencies necessary to maximize innovation success, such as having leaders who can manage innovation effectively, a workforce that can conduct research and identify uncertainties, systems in place to recognize market opportunities, and initiatives to empower employees to be creative and have their concepts validated. Although this list is not exhaustive, it represents the core organizational competencies towards a more effective innovation management. Within this context, the team of students estimated that the unit investigated is 2/3 compliant with the ISO 56002 guidelines. In addition, the students made recommendations to enhance compliance with the standard, with emphasis on restructuring the organization's approach to capturing innovation opportunities and improving its methods for measuring the performance and impact of its innovations. This study revealed potential benefits of implementing ISO 56002 standard in the energy sector, highlighting likely improvements in innovation performance, competitiveness increase, and stakeholder engagement. However, despite the benefits, the adoption of the standard is still limited to a few organizations in the global scenario, making its overall effectiveness unclear. This case study provides insights onto practical implications and possible outcomes of adopting ISO 56002 standard in oil and gas companies.
- South America > Brazil (0.72)
- North America > United States > Montana (0.35)
Oil and Gas Skills for Low-Carbon Energy Technologies
Tayyib, D. (Texas A&M University, College Station, Texas, USA) | Ekeoma, P. I. (SLB, Port Harcourt, Rivers State, Nigeria) | Offor, C. P. (Emerald Energy Institute, Port Harcourt, Rivers State, Nigeria) | Adetula, O. (Nigeria) | Okoroafor, J. (Total Energies E&P Nigeria Limited, Victoria Island, Lagos, Nigeria) | Egbe, T. I. (CypherCrescent, Port Harcourt, Rivers State, Nigeria) | Okoroafor, E. R. (Texas A&M University, College Station, Texas, USA)
Abstract This paper aims to demonstrate the transferable skills of oil and gas professionals relevant to the energy transition and low-carbon technologies. We examined both core technical and non-core technical skills. The approach to this study involved using the SPE competency matrix for oil and gas professionals and mapping it against the different concepts related to decarbonization and renewable energy sources. We covered core technical and non-core technical oil and gas skills, and how they related to concepts such as carbon capture and sequestration, underground energy storage, rare earth elements, and renewable energy. We graded each item in the oil and gas competency matrix to demonstrate how relevant they were to the low-carbon technologies. We referenced case studies in research where oil and gas skills are being used in several aspects of the energy mix. The results showed that the technical competencies of oil and gas professionals were most useful in areas such as carbon storage, underground energy storage, and geothermal energy. The study also showed that geoscience skills cut across almost every aspect of low-carbon technologies and other concepts related to the energy transition. We also observed that non-technical competencies such as project management, HSE (health, safety, and environment), and business development skills cut across all low-carbon technologies and were very relevant for renewable energy resources like solar, wind, and hydro. Data science and digital skills were seen to be applicable to all low-carbon energy technologies. Using the case studies, we discuss the required upskilling, reskilling, and cross-skilling. The novel deliverable of this study is a comprehensive skillset map that shows where the oil and gas skills fit within low-carbon energy technologies. Professionals with skills in geosciences, reservoir engineering, production engineering, drilling, and wells engineering can see what areas they can easily transfer their skills, where they require reskilling, and where upskilling will be required. This could help organizations design a reskilling and upskilling strategy to help oil and gas professionals remain relevant in the energy transition.
- Africa > Nigeria (0.70)
- North America > United States > Texas (0.29)
Elevating Offshore Operation Frontliner Critical Position Competency Through Customize Capability Framework
Yusof, Yushafidi Bin (PETRONAS) | Bawan, Mohd Zainuri Bin (PETRONAS) | M. Nur Djuli, Haria Irman Djuli Bin (PETRONAS) | Wijaya, Hendrik Agung (PETRONAS) | Md Idrus, Hana Maslinda Bt (PETRONAS)
Abstract This paper describes the Competency Development Framework developed by an Upstream Organization to provide assurance that its critical frontline positions, including Operations Installation Managers (OIMs) and Production/Maintenance Supervisors (PSMS), acquire essential technical, functional, and leadership competencies. The framework outlines a comprehensive career progression path from technician/technical executive to PS/MS and then OIM, with three key components: pre-requisites prior to appointment into position, structured competency development and assurance programs while in position, and sustainment and standardization. To ensure the effectiveness of the framework, pre-requisites filter candidates to ensure they meet competency requirements and possess the right behavior and mindset. For instance, candidates must have relevant technical and industry experience, high HSE standards, and a leadership mindset to excel in their roles. The structured competency development programs are fit for purpose, focusing on hands-on experiential learning, and certified by internationally recognized bodies. They involve close guidance from experienced seniors, who provide feedback and mentorship to develop leadership competencies, among other technical and functional competencies. To ensure the competencies acquired are sustained post-certification, the sustainment and standardization component of the framework ensures standard practices across fields. This component involves ensuring that the best practices learned during the competency development programs are shared, cascaded, and sustained across different fields. The competency development framework is reviewed and continuously enhanced to address evolving business requirements. Since the implementation of the OIM and PSMS Framework in 2018, Upstream has provided a sufficient pool of certified and highly capable OIM successors, allowing senior OIMs to be promoted to other senior positions within the organization or to replace retiring OIMs. The OIM BTEC program has produced over a hundred graduates, while the PSMS BTEC program has produced over three hundred graduates. Among these graduates, approximately one-third have advanced to senior positions within the Upstream Organization, while the others continue to excel in OIM and PSMS positions in Upstream. The organization is assured of a talent funneling ratio of 1:3, ensuring that there are prepared individuals to assume OIM and PSMS positions in the event of mobility or attrition within the organization. In conclusion, the Competency Development Framework has provided assurance that critical frontline positions acquire essential competencies, ensuring high standards in HSE and technical capabilities, commercial savviness, and strong leadership values. The framework has ensured the development of a sufficient pool of OIMs for the industry, thereby addressing the potential shortage of skilled personnel in the field. The framework is a valuable guide for the O&G industry to develop similar structured frameworks for developing OIM capabilities, ensuring standard practice and leadership across the industry.
Need of the Hour โ Transformation of the Weakest Link to Strongest Defense in Critical Sour Operations โ OT Cybersecurity
Murugiah, Jawahar Kumar (Petroleum Development Oman, Muscat, Oman) | Maskari, Mubarak (Petroleum Development Oman, Muscat, Oman) | Balushi, Jamal (Petroleum Development Oman, Muscat, Oman) | Mughairi, Badar (Petroleum Development Oman, Muscat, Oman) | Asfoor, Iman (Petroleum Development Oman, Muscat, Oman)
Abstract South of Oman has Critical Sour clusters with multiple production facilities based on most complex technique of Enhanced Oil Recovery Process. The facilities are equipped with a range of Plant control, safeguarding, Unit control systems and its associated network infrastructure. They play a vital role in ensuring safety and security of assets and most importantly people working within the facilities. However, based on industrial advisory - OT Cyber Risk profile for upstream operating facilities, there is a likelihood for cyberattack resulting in consequences leading to unscheduled deferments, loss of revenue and in worst case scenarios leading to process / Personnel safety incident. This paper highlights the practical challenges, measures taken, and the process involved in transforming the weakest link - Human factor into strongest defense in addressing cyber risks. The team has adopted Top-Down approach in defining the strategy of addressing the risks starting with risk identification, Classification and Remediation. To make the process more robust, inputs resulting from bottom-up approach has been inducted with the statistics from field, historical facts from Asset integrity Process safety management Perspective, frequency of human interventions on cyber physical systems in the past. Unearthing the indirect cross correlation and interdependency of non-process critical systems in the overall cybersecurity posture of the facilities has widen the horizon in scaling up the necessary key competency requirements of company personnel involved in all phases of project life cycle starting from concept till Decommissioning. As part of the process, multiple valid observations are recorded during the critical engagement meetings with vendors, huddle sessions with company personnel spanned across supply chain management, level of awareness to Industry Cyber security standards in Operation technology, Knowledge on Compliance requirements of products from suppliers and sub suppliers, Security limitations on applications for green field and brown field projects, end points used during Operate and Maintain phase of existing facilities. Learning modules with KPI in scaling up the competency, and capability aspects field personnel and the process of extending the mandatory requirements for service providers rendering direct and indirect services ranging from engineering consultation till system integrity assurance. This has resulted in achieving the desirable expectations in the realm of evolving cybersecurity risks. Dynamic process of semi quantitative risk management approach coupled with simple but effective user interface presenting eagles eye view on overall and site-specific security compliance posture and effective communication on training and competency statistics has resulted in meeting the project objective.
- Information Technology > Security & Privacy (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Information Technology > Security & Privacy (1.00)
- Information Technology > Communications > Networks (0.66)
A Systematic Approach in Developing Young UAE National Engineers as Part of Strategic Nationalization and Organizational Development
Al Karbi, H. (Abu Dhabi, United Arab Emirates) | Jamal Bahumaish, M. (Abu Dhabi, United Arab Emirates) | Unnikrishnan, N. K. (Abu Dhabi, United Arab Emirates) | Al Suwaidi, M. (Abu Dhabi, United Arab Emirates) | Alnuaimi, M. (Abu Dhabi, United Arab Emirates) | Alshamsi, M. (Abu Dhabi, United Arab Emirates)
Abstract Developing young engineers in oil field industry is crucial for the future of UAE, it is important to provide young engineers with proper training, mentorship, and opportunities to gain hands-on experience through systematic approach to build their technical skills and confidence. By investing in the development of young engineers, we can ensure that the organization remains resilient, innovative, efficient, and sustainable for years to come. The general process of developing young employees is as follow: The community outreach to UAE Nationals, graduating from high school to study majors relevant to Engineering & Operations. HR on boarding team providing new joiners an orientation program about the company policies. Core discipline division. Overview about YDP "Young Development Program" training. Coaches and Mentors assigned to each young engineer. In terms of methods and procedures that have been followed to assure the success of development process strategy, prior completing the training programs, the coaching mainly focus on practice & developing a learning curve, providing job opportunities, and required training enhancing technical experience & cooperating with shareholder and service companies to provide exposure of hands-on work. Not only that, but site experience is also essential for a wide exposure and knowledge on several operation jobs. Therefore, a weekly site visit is one of the essential methods that have been implemented and followed in industrial organization to develop the employees. As a result, young national engineers are leading the technologies in Drilling, Engineering & Operations, Rigless Operations, Completion, Drilling Fluid and Drilling Planning. UAE young Drilling Engineers are also handling Unconventional Drilling Operations. Moreover, giving the opportunities to shatter stereotypes and pave the way for future female generations, young females has been assigned to site-based jobs. Furthermore, there is a noticeable increase in the number of national engineers, who are assigned to be Drilling Engineers, Drilling Fluid Engineers, Completion Engineers, and Project Leads. With the progression of time, more UAE nationals have accepted the challenge and displayed enormous efforts and talents to break glass ceilings continuously within the Drilling Industry. Through the outreach programs, companies are displaying trust and faith in the young UAE national's prospect's abilities.
Abstract EPC Project execution is always a complex task requiring amalgamation of multiple engineering and technical skills along with Project Management excellence. Projects cannot be successfully executed only by the Owner, PMC, and EPC Contractor alone but require vendors, subcontractors, and service providers whose role and performance are key to project success. Successful EPC project execution requires the strategy to onboard the right stakeholders onto the project at the right time in a planned manner during the various execution stages of the project and ensure that they promptly deliver on time, safely as per the technical specifications, within budget as per plan and Contract. Thus, ensuring that every stakeholder delivers as per the plan and the Contract will ensure that an EPC project is successful. The strategy for Project execution depends on several factors which include amongst others scale and complexity of the project, the business environment, location of project site, general market conditions, availability of skilled engineering and construction resources. Too often the focus is on getting the Project execution right with strategies focused on the above drivers without focusing on the underlying people constituting the project team who are going to execute the strategy and the project. Projects are temporary endeavors with a definite beginning and end to achieve specific goals. Projects assemble large groups of highly skilled cross functional resources on a temporary basis to deliver project goals and the outcome of the project will depend on how this temporary team functions, collaborates and delivers. This is the biggest internal challenge of the Project team, one which can make or break the project success.
- Information Technology > Architecture > Real Time Systems (0.48)
- Information Technology > Communications > Collaboration (0.46)