Promoting increased diversity in the oil and gas industry workforce

2010 ◽  
Vol 50 (2) ◽  
pp. 743
Author(s):  
Don Sanders ◽  
Jim Maguire
Keyword(s):  
Workforce Development ◽  
Oil And Gas ◽  
Labour Supply ◽  
Oil And Gas Industry ◽  
Business Case ◽  
Development Planning ◽  
Indigenous Australians ◽  
Employment Practices ◽  
Gas Industry ◽  
Skill Shortages

Changes in employment practices in the Australian upstream oil and gas industry are undoubtedly creating a more diverse workplace. Further anticipated skill shortages have caused a shift from dependency on traditional skilled labour supply sources to an increase in under-represented groups, including women and Indigenous Australians. This presentation is focussed on the current situation in relation to recruitment, training and employment within the industry. It outlines the imperatives that are driving the move to consider pro-actively engaging under-represented groups in the oil and gas workforce of the future. The presentation includes: a review of the regional demographics that make a compelling business case for a move towards a more diversified workforce in the industry; coverage of two recent case studies involving companies that have made the decision to move away from conventional recruiting and employment practices; the business benefits that have accrued to these companies as a result of this re-configured workforce development planning model; a focus on the specific strategies employed to engage applicants from the under-represented groups to ensure a successful orientation, induction, recruitment and retention into the industry; and, an outline of the importance of implementing a formal, highly structured and monitored mentoring arrangement to complement this innovative approach.

Vertical Education Enhancement Approach to Meeting Emerging Skillset Needs in Oil and Gas Industry

2021 ◽  
Author(s):  
Stephen U Egarievwe ◽  
Jamie A Johnson ◽  
Ezekiel O Agbalagba
Keyword(s):  
Lifelong Learning ◽  
Workforce Development ◽  
Continuous Improvement ◽  
Oil And Gas ◽  
Emerging Technologies ◽  
Oil And Gas Industry ◽  
Underrepresented Minority ◽  
Gas Industry ◽  
K 12 ◽  
Model Approach

Abstract Emerging technologies often bring new opportunities to enhance productivity and safety in the oil and gas industry. New technologies and opportunities often come with the challenges of workforce development to provide entry-level and current professionals with the necessary training and skillset. This paper presents a vertical education enhancement (VEE) model approach to providing emerging skillset needs in the oil and gas industry with emphases on curriculum continuous improvement and lifelong learning. The top new and emerging technologies that are critical to the future of the oil and gas industry in enhancing productivity and safety include Internet of Things (IoT), artificial intelligence, big data analytics, cloud computing, and 3D modeling/visualization. As part of the solution to train the oil and gas industry workforce to meet the challenges of adopting these technologies, the VEE model features a vertical education structure that encompasses outreach to K-12 education, recruitment, tertiary education, professional training, and lifelong learning. It has an interwoven fundamental structure consisting of curriculum and mentorship, partnerships with stakeholders (industry, government, and community), and research and funding. The VEE model has periodic assessment continuous improvement processes for identifying emerging technologies and new skillset needed to improve the workforce. These processes are like those practiced by accreditation bodies such Accreditation Board for Engineering and Technology (ABET), United Kingdom Accreditation Services (UKAS), and Offshore Petroleum Industry Training Organization (OPITO). Diversity to increase the participation of underrepresented minority groups and women in engineering would further increase the workforce. The novelty that the VEE model approach brings is the effectiveness in providing skillset training in new and emerging technologies for the oil and gas industry at all levels of workforce development. These include content infusion in existing courses, special-topic and specialized courses at senior and graduate levels, and professional development education and training through lifelong learning platforms.

scholarly journals PROBLEMS OF STRATEGIC PLANNING OF OIL AND GAS INDUSTRY IN A TURBULENT ENVIRONMENT

THE BULLETIN ◽  
2020 ◽  
Vol 5 (387) ◽  
pp. 180-187
Author(s):  
A. B. Amerkhanova ◽  
◽  
V. R. Meshkov ◽  
◽  
◽  
...  
Keyword(s):  
Strategic Planning ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Development Planning ◽  
Gas Industry ◽  
Oil Companies ◽  
Development Scenarios ◽  
Macroeconomic Indicators ◽  
Effective Development

In market conditions the external environment, economy, technology, politics, culture and society in general that affect the organization's activities are constantly changing. Therefore, strategic analysis and planning is a tool for forming an attitude to the future of the organization taking into account these changes, as a tool for reacting and adapting to such changes. To ensure the adaptability of strategic planning, effective contingency measures must be provided for in all types of planning. At the same time, at each stage of strategic planning, its adaptive potential must be realized. In a competitive economy, most domestic enterprises are required to make qualitatively new decisions for long-term effective development. Planning should facilitate the adaptation of the enterprise to market requirements in accordance with the goals and objectives of the enterprise, its internal capabilities and environmental conditions. In this regard, planning is becoming more and more strategic. However, traditional long-term planning does not lose its relevance, since strategic planning is based on traditional long-term planning. In developed market economies, tools for developing long-term development scenarios for companies have been the subject of research for decades. The experience of foreign forecasting is widely used by Kazakhstani companies today. However, as practice shows, direct use and copying of foreign experience in the development of strategies often lead to errors and distortions. In practice, Kazakh companies need to apply appropriate tools and mechanisms for strategic planning, coordinated and adapted to the specific risks. The goals and main provisions of strategic planning of oil companies are discussed in the article. The role of the oil industry in the main macroeconomic indicators of the country's development is shown.

3D STOCHASTIC RESERVOIR MODELLING AND FIELD DEVELOPMENT PLANNING

1999 ◽  
Vol 39 (1) ◽  
pp. 537
Author(s):  
F.X. Jian
Keyword(s):  
Oil And Gas ◽  
New Technology ◽  
Oil And Gas Industry ◽  
Development Planning ◽  
Reserve Estimation ◽  
Gas Industry ◽  
Reservoir Modelling ◽  
Field Development ◽  
Track Record ◽  
Modelling Methods

3D stochastic reservoir modelling is an emerging new technology for the oil and gas industry and is increasingly used by oil and gas companies as a tool to support major business decisions in field development planning, and the acquisition and management of petroleum assets. However, the potential benefit that 3D stochastic reservoir modelling can offer is still overlooked by many asset teams. Conventional methods are often still applied for field development planning and reserve estimation, where over-simplified geological models are used and reservoir uncertainties are substantially under-estimated. This is one reason why the oil and gas industry does not have a good track record in estimating reserves and field development planning.3D stochastic reservoir modelling methods that incorporate the structural-stratigraphic framework, facies and petrophyscial properties can ensure that the reservoir models fully describe reservoir heterogeneity. This in turn lays a sound foundation for field development planning. The 3D stochastic reservoir modelling methods also quantify and reduce uncertainties in various aspects of the reservoir. This allows a field development plan to be more robust yet flexible enough to take the advantage of upside reserve potential and to be economically sound if the downside case occurs. Based on quantification of uncertainties, optimal well positions and well paths can be designed to maximise oil and gas recovery.

Training collaboration in Australia

2016 ◽  
Vol 56 (2) ◽  
pp. 573
Author(s):  
Michael Lynn ◽  
Veronica Holmes
Keyword(s):  
Workforce Development ◽  
Joint Venture ◽  
Ad Hoc ◽  
Oil And Gas ◽  
Service Providers ◽  
Oil And Gas Industry ◽  
Training Model ◽  
Gas Industry ◽  
World Class ◽  
Industry Culture

It is 2020 and the Australian oil and gas industry has experienced unprecedented growth. The transition to steady-state operations has been hugely successful. Australia is now well and truly on the global map for oil and gas, and is regarded as world class. Trades and technical operators are skilled, experienced, and safely delivering their jobs. The Australian collaborative training model has been successfully in place for three years, and operators and contractors are satisfied with its impact. But how did the industry successfully make this happen? Looking back to 2015, there were a number of ad hoc collaborative strategies in place to provide oil and gas related skills in Australia. The economic environment at that time, however, necessitated a new look at the collaborative mechanism for reducing operating costs and realising greater efficiencies on workforce development related activities. In 2015, the Resources Industry Training Council (a joint venture between APPEA and CME) identified workforce development collaboration opportunities, and to articulate the value that could be realised from these opportunities. This project sparked a successful Australian collaborative model for workforce development. A unique FutureNow visioning presentation will be used to bring to life a world in 2020 where workforce development collaboration is intrinsic to Australian operators’ DNA, and why and how it stuck this time round. The value will be clearly identified in terms cost optimisation, building an industry culture of trust, and how this was used as a springboard for other successful collaborative opportunities. FutureNow is a fictional representation of the Australian oil and gas industry in 2020, using storytelling to explain a possible journey and outcome for the operators, service providers, workforce, and training bodies.

BUILDING CULTURAL CAPITAL IN THE AUSTRALIAN OIL AND GAS INDUSTRY

2004 ◽  
Vol 44 (1) ◽  
pp. 771
Author(s):  
L. Doig ◽  
R. Griffiths ◽  
J. Robertson
Keyword(s):  
High Performance ◽  
Joint Venture ◽  
Oil And Gas ◽  
Cost Savings ◽  
Oil And Gas Industry ◽  
Business Case ◽  
Middle Level ◽  
Gas Industry ◽  
Adaptive Challenges ◽  
Barriers To Growth

One of the key barriers to significant cost-savings and harnessing opportunities for growth in the Australian oil and gas industry is lack of trust, openness and misalignment between companies, among teams and among individuals.In research undertaken for APPEA’s Australian Competitive Energy (ACE) initiative over the last three years, one of the top three barriers to growth continually cited by senior and middle level managers has been culture and behaviours. Examples include misalignment between operators and contractors, management and the workforce, joint venture partners, industry and government, and the industry and the community.In the next five years, the Australian oil and gas industry is facing a skills shortage, technically challenging projects with less people and adaptive challenges. Adaptive challenges (Heifetz and Laurie, 2000) are ones where the:problems and solutions are unclear;the solution does not work through command and control;requires a new way of thinking and acting; andrequires the entire organisation to be engaged.Examples of adaptive challenges for our industry are:finding new gas markets;exploration in sensitive areas;high rig mobilisation costs for a small market; andretaining a skilled workforce.These challenges require companies to find new ways of:Attracting and keeping talented people;Increasing profits and shareholder value; andIncreasing creativity and productivity.Adaptive challenges can be achieved by building cultural capital.This paper outlines:Research and feedback from Australian Operations Managers, Supply Managers, Project Managers and Drilling Managers about the need for improving the culture and behaviours;The business case for why building a high performance culture is considered the competitive advantage of the 21st century;How to measure culture including the diagnostic tool used for the CEO workshop;Results from the diagnostic of the CEO group and implications;andHow to move forward individually, as companies and as an industry.The purpose of this paper is to foster debate and discussion about developing a high performing culture in the Australian oil and gas industry. We intuitively know that valuing our people makes good business sense. To transform the industry’s culture, it is not the organisations that transform, but the people. Shifting the culture requires leadership, courage and commitment from the industry’s senior management.

Deployment of Digital NDT Solutions in the Oil and Gas Industry

2020 ◽  
Vol 78 (7) ◽  
pp. 861-868
Author(s):  
Casper Wassink ◽  
Marc Grenier ◽  
Oliver Roy ◽  
Neil Pearson
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry

What Does Rent Give to Federal Budget (on the Russia's Budget Dependence upon "Oil Dollars")

2004 ◽  
pp. 51-69 ◽  
Author(s):  
E. Sharipova ◽  
I. Tcherkashin
Keyword(s):  
Oil And Gas ◽  
Strong Dependence ◽  
Oil Prices ◽  
Federal Budget ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Resource Rent ◽  
Tax Legislation ◽  
Russian Economy ◽  
The Government

Federal tax revenues from the main sectors of the Russian economy after the 1998 crisis are examined in the article. Authors present the structure of revenues from these sectors by main taxes for 1999-2003 and prospects for 2004. Emphasis is given to an increasing dependence of budget on revenues from oil and gas industries. The share of proceeds from these sectors has reached 1/3 of total federal revenues. To explain this fact world oil prices dynamics and changes in tax legislation in Russia are considered. Empirical results show strong dependence of budget revenues on oil prices. The analysis of changes in tax legislation in oil and gas industry shows that the government has managed to redistribute resource rent in favor of the state.

The Political Economy of Power: Approaches to the Analysis of Relationships between the State and Business in Russia

2011 ◽  
pp. 19-33
Author(s):  
A. Oleinik
Keyword(s):  
Oil And Gas ◽  
Road Construction ◽  
Oil And Gas Industry ◽  
Retail Trade ◽  
Business Community ◽  
The Political ◽  
Economic Power ◽  
Gas Industry ◽  
The Road ◽  
Ruling Elites

The article deals with the issues of political and economic power as well as their constellation on the market. The theory of public choice and the theory of public contract are confronted with an approach centered on the power triad. If structured in the power triad, interactions among states representatives, businesses with structural advantages and businesses without structural advantages allow capturing administrative rents. The political power of the ruling elites coexists with economic power of certain members of the business community. The situation in the oil and gas industry, the retail trade and the road construction and operation industry in Russia illustrates key moments in the proposed analysis.

Sign in / Sign up

Export Citation Format

Share Document