Studies by leading organizations highlight the importance of increasing internal talent mobility. Giving talented employees the experience of working in different countries and across diverse roles is a growing trend in developing their capabilities and skills.
This paper describes how Kuwait Petroleum International (KPI), an international subsidiary of Kuwait Petroleum Corporation (KPC), is drawing on its long and successful experience in this area to develop proposals for extending these programs to other subsidiary companies in the K-Group (K-companies).
To achieve its objective to become a global integrated oil and gas leader, KPC needs talented leaders with the agility, flexibility and understanding that is developed through mobility. Such experience is especially important for Kuwaiti nationals, who may have limited exposure to working abroad.
Sponsored by KPI, a Work Group has been set up with representatives from across the K-Group to develop mobility proposals for the K-Companies. It has established that global mobility is not feasible on a mass scale and that a diversification program, to provide experience of working in different roles and companies, needs to be developed alongside a global mobility program.
The Work Group has undertaken extensive research to determine best practice in mobility and has analyzed the K-Companies’ 2040 strategic objectives to understand the skills and capabilities required to support their complex activities. It has proposed future targets, based on the historic number of employees in each company with global mobility experience.
It recommends focusing global mobility programs on Juniors and Young Professionals, who have the greatest number of career years left to maximize the return on investment.
The paper describes the different types of global mobility assignments and how a new graduate program for Young Professionals, incorporating global mobility and diversification, will be developed. It also looks at the monitoring required to support participants and ensure that the programs remain aligned with business objectives.
Strong foundations are in place to launch the mobility programs and detailed discussions will be conducted with the K-Companies to refine the proposed directions and targets.
The vision is that, within five years, global mobility and diversification will be fully embedded throughout the K-Group and closely aligned with business objectives.
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.
Milazzo Refinery (RaM) has developed a new safety system to minimize the risks related to "hot works" (mainly explosion risks) during normal unit operations. The good practice was for the first time utilized during Fluid Catalytic Cracking pre-turnaround and turnaround phase from Milazzo Refinery. At that time, RaM implemented, for the first time, the integration between the existing network system of fixed hydrocarbon detectors with the welding machines through the Distributor Control System (DCS). This integration allowed to immediately switch off the power supply to the welding machines in case of detection of explosive atmosphere. Moreover, in order to cover as many welding points as possible, several mobile detectors were installed and integrated in the gas detectors system. The whole process is represented in the scheme in Figure 1.
This document describes the journey taken over the years by the Milazzo Refinery, together with the Contractors, to achieve and maintain levels of excellence for the health and safety of all workers. The last step in this process was the "Safety Pact" between all parties involved in health and safety aspects. The Pact is updated and renewed every year with increasingly challenging objectives.
The Pact is based on the following innovative methods: STOP - ANALYZE - THINK - DO procedure. It is based on the self-evaluation risk which is a procedure that every employee has to follow before starting any activity Safety "Pills". Short meetings take place on the contractors working area aimed at analyzing good or and bad practice observed during the works execution Housekeeping Coordinator. New role dedicated to manage all the issues related with the housekeeping of the working areas Rewarding system to evaluate behaviours adopted in the working area: bonus/malus points to workers depending on their particular attention for safety.
STOP - ANALYZE - THINK - DO procedure. It is based on the self-evaluation risk which is a procedure that every employee has to follow before starting any activity
Safety "Pills". Short meetings take place on the contractors working area aimed at analyzing good or and bad practice observed during the works execution
Housekeeping Coordinator. New role dedicated to manage all the issues related with the housekeeping of the working areas
Rewarding system to evaluate behaviours adopted in the working area: bonus/malus points to workers depending on their particular attention for safety.
The Safety Pact was thought and implemented as a first field test during a Major Turnaround (TA) and as a possible innovative tool to define rules and goals between RAM and Contractors, with the purpose of improving safety during turnaround activities and achieving the most important target of ZERO INJURIES. Following turnaround completion RaM and Contractors make a balance of the results analyzing performance index and making plan to improve weak area in the future.
The implementation of a formal signed Safety Pact between RaM dramatically increased engagement of different companies (client + contractors) towards safety and allowed RaM to achieve ZERO INJURIES during the Turnaround activities. Moreover it has been observed an improvement of the housekeeping, a reduction of non-compliances for dangerous behaviour and a widespread application of RaM procedure for scaffoldings.
The success of this kind of approach suggested RaM to adopt the safety pact to every refinery turnaround (both major and minor ones) but also extend it to each single refinery maintenance activity.
AL-Rashidi, Hamad (Kuwait Oil Company) | AL-Azmi, Waled (Kuwait Oil Company) | AL-Azmi, Talal (Kuwait Oil Company) | Ahmed, Ashfaq (Kuwait Oil Company) | Muhsain, Batoul (Kuwait Oil Company) | Mousa, Saad (Kuwait Oil Company) | AL-Kandari, Noor (Kuwait Oil Company) | AL-Sabah, Fahad (AL-Thurya) | AL-Hajri, Mohsen (BG) | AL-Mutwa, Bandar (AAA)
Crude oil production in Um-Ghdair field is consider one of the most complex operational activities in Kuwait Oil Company due to high water cut percentage, asphaletene flocculation, high viscosity and tight emulsion phenomena. As the fluid travels through the reservoir, wellbore, flowline, all the way to the gathering center, the state of initial equilibrium is disturbed leading to change in the chemical composition of the crude oil. As pressure and temperature continue to drop, and gas escapes, more asphaltenes and heavy components may continue to flocculate all the way throughout the system until the petroleum reaches its final destination. In this pilot project, asphaltene inhibitor and viscosity reducer agents were selected for reducing oil viscosity and breaking the tight emulsion phenomena in the selected piloting well in Um-Ghdair field. It was noticed that there is an asphaltene compounds flocculate in the interface between oil and water leading to increase crude oil viscosity. The best two among 22 chemical formulations tested through the screening process at lab scale and take it to pilot stage. Additionally, the pilot study examined the influences effective for surfactants such as water composition, temperature, concentration, pH and total dissolved solids. It was noticed that the viscosity reduction and the water separation improve with increasing surfactant concentration and increasing temperature up to 50 F. Two formulations were selected based on cost effective optimal concentrations of surfactant that identified from the bottle test. The pilot has been implemented successfully in the field, resulting a reduction in non-production time and increase the oil mobility from the reservoir.
KIPIC engineering team within Petrochemical project (PRIZe) aims to improve the project design while optimizing cost. PRIZe is executing this objective by following the updated design specifications, latest approved technologies, and enhancing communications with parallel and previous projects to achieve the best practice and avoid any repetitive flaws.
The first approach is by following the updated standards. PRIZe is using Shell DEP standards V41. Although parallel projects within the company are using an older version of Shell DEP standards, PRIZe found that it is best to follow the latest standards while reviewing and providing Project Variations (PV). PRIZe team are also familiarized and aware of the standards for the adjacent projects to assure compatibility of the overall KIPIC design approach.
The second approach is by enhancing the communications with parallel projects within KIPIC and other Kuwait oil companies. PRIZe had conducted meetings, exchanged emails, and established committees to discuss and share any announcements related to design changes. These announcements were beneficial in enhancing the design and optimizing cost. Moreover, KIPIC initiated a "lesson learnt" practice that is circulated between all departments and other Kuwait oil companies to gather any issue that would serve in enhancing the design.
Last approach is by staying alert to latest approved technologies in the market that are related to the project. Technology adds value in improving the design and optimizing cost. Therefore, scouting for latest approved technologies in the field can add significant value to the project. PRIZe has taken this initiative by conducting meetings with vendors for several equipment and packages during the FEED stage. This allowed PRIZe to make prior adjustment to the FEED design to meet these technologies.
DEP 188.8.131.52 for Compressor selection, testing, and installation V41 removed complete unit testing. Usually each test costs around 200,000$.
Project variation was developed reference to the adjacent project. Painting was removed for stainless steel electrical and non-pressurized items as it is no more required. A negative change order of around 2,000,000 $ was obtained.
Steppless Capacity Control technology system was obtained for reciprocating compressors. The payback for a sample compressor was 0.69 years.
This paper is for all design engineers that works in the project that seek to optimize cost while improving the design.
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.
The 3D geological model is an important tool, which is used for decision-making process at each step of reservoir lifecycle. In turn the quality of the model as well as field operating efficiency is directly dependent on the geologist's expertise level and requires continuous improvement of professional skills. In the digital technology era the software functions continuously enhance leading to increased number of trainings in order to implement new algorithms in the working process. The aim of the paper is to share the best practices of geological and petrophysical modelling on-job trainings applied in Scientific Technology Centre.
There are several web-resources used in the company in order to store operational regulations, corporate educational trainings, original workflows, created plug-ins etc. By dint of special module in the working software the above mentioned data sources were implemented into the integrated knowledge platform. Now new software functions can be explored on-the-job and without any charges for external trainings. The module affords the development of interactive training cases for new functions study. The results of case accomplishment can be saved and available for competency assesment. Another key aspect of the module is the automatization of model quality control provided by application of guided workflows. Additionally, the solutions for some cases can be found during the crossfunctional co-operation among geologists, petrophysicists and petroleum engineers in online question platform, which is the part of the professional groups.
The unique integrated approach for increasing the quality of geological models through training and education, which is developed and successfully implemented in Scientific Technology Centre, will be beneficial not only for other companies, which plan to create and apply the equivalent employee training system, but also for oil and gas industry in general.
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.