The Major Challenges Facing Our Industry

2007 ◽  
Vol 01 (01) ◽  
pp. 6-22
Author(s):  
Clarence P. Cazalot

Executive Perspective - Clarence P. Cazalot Jr., President and Chief Executive Officer of Marathon Oil Corp., describes four major challenges the industry must address to meet future oil and gas demand, including finding sufficient numbers of well-trained and capable technical people. Solving the people issue will require companies to do things considerably differently from how they have done them in the past.

2020 ◽  
Vol 72 (12) ◽  
pp. 18-20
Author(s):  
Stephen Rassenfoss

A British independent bet its future on proving that fractured basement formations could produce large amounts of oil and gas. Based on its first two wells, the proposition that these highly fractured layers of awful-quality reservoir rock can produce billions of barrels of oil is looking very unlikely, but there might be something of value down there. Last April, Hurricane Energy predicted those two development wells could easily produce 17,000 B/D of oil from rock it said held “half a billion barrels of oil.” Now Hurricane’s ambitious plans and its identity as “basement reservoir specialists” are in tatters. The initial wells were productive but much of what was coming out of the lower one - 205/21a-7z - was water. After 8 months of production the water cut reached 46% from a well that was supposed to be hundreds of meters above the boundary between the oil and water aquifer. That was not the only evidence suggesting there was something wrong with the plan to develop discoveries in the Lancaster field along Rona Ridge in the West of Shetland area. On 8 June, Hurricane’s founder and Chief Executive Officer Robert Trice, a geologist with a keen interest in fractured basement rock, resigned, and the company launched a review of the technical work underlying the plan. Experts were added to the subsurface team, which then made major changes. The most significant change pushed up the depth of the contact point between the oil and water levels by around 300 m, within 1 m below the toe of the lower well. In other words, three-quarters of the reservoir in the original plan was under water. The presentation by Beverley Smith, the company’s interim chief executive officer, was a reminder of how a long-term production test can change a reservoir model, even one based on years of work and the drilling of multiple wells. “Let me start by reminding everyone that we are dealing with a unique and challenging reservoir that was always subject to great uncertainty and where data acquisition has long been problematic,” Smith said. Lowered Expectations Hurricane’s remaining Lancaster well (205/21a-6) is producing more than 12,000 B/D, providing critical cash flow for the company, whose future looks altogether different than it did in the days when it predicted its discoveries could potentially produce 2.6 billion bbl of oil, making it the largest undeveloped resource base in the UK Continental Shelf (UKCS).


2017 ◽  
Vol 26 (01) ◽  
pp. 9-15
Author(s):  
R. Haux ◽  
A. Geissbuhler ◽  
J. Holmes ◽  
M.-C. Jaulent ◽  
S. Koch ◽  
...  

SummaryMay 1st, 2017, will mark Dieter Bergemann’s 80th birthday. As Chief Executive Officer and Owner of Schattauer Publishers from 1983 to 2016, the biomedical and health informatics community owes him a great debt of gratitude. The past and present editors of Methods of Information in Medicine, the IMIA Yearbook of Medical Informatics, and Applied Clinical Informatics want to honour and thank Dieter Bergemann by providing a brief biography that emphasizes his contributions, by reviewing his critical role as an exceptionally supportive publisher for Schattauer’s three biomedical and health informatics periodicals, and by sharing some personal anecdotes. Over the past 40 years, Dieter Bergemann has been an influential, if behind-the-scenes, driving force in biomedical and health informatics publications, helping to ensure success in the dissemination of our field’s research and practice.


Author(s):  
Monalisa Monalisa ◽  
Muhammad Akhyar ◽  
Musa Pelu

<em>Being a millennial entrepreneur who serves as a professional CEO, despite his young age as a millennial generation, there are several main approaches to leadership that need to be done by a millennial CEO that is seen from the point of view of millennial netizens. So how millennial entrepreneurs have a leadership attitude to become a millennial CEO who can increase professional value among relationships, customers and the wider community. The method used in this study is case studies with qualitative approaches. The type of data used is primary data through instagram social media surveys to see the activities of millennial entrepreneurs who reflect the leadership attitude of a millennial CEO. The sample of concern is CEO Indra Kesuma, a millennial entrepreneur from the field with his business instagram account kursustrading.id, action.kindness and others. And Esther Nathalia who became the CEO of millennials of my produktifkuy Instagram account. The results of the research findings are that millennial entrepreneurs with ceo positions in their businesses, have an advanced leadership attitude. Millennial CEOs are hardworking, resilient, responsible, and still care about the people below by helping and helping them both help in the form of money, open jobs and provide very useful knowledge through instagram content shared. In conclusion, although millennials are considered a vulnerable generation of despair, they show their own value through their leadership attitude in developing their entrepreneurship.</em>


2014 ◽  
Vol 54 (2) ◽  
pp. 506
Author(s):  
Mathew Bowen

During the past decade, the oil and gas industry has experienced frequent disasters. As evidenced by the 2010 Gulf of Mexico oil well disaster, safety excellence is yet to be achieved. In response to these events, various investigations have led to the publication of recommendations, both for the involved parties and for the wider industry. A key recommendation from the Texas City Refinery disaster highlighted the need to distinguish carefully between process safety and personal safety, and to manage these two types of safety differently (Hopkins, 2011). While it is acknowledged that personal safety systems are far from the silver bullet for managing risk, from the events of the past decade, it is clear that processes and systems are only as good as the people who run them and that there is a need to integrate person and process based safety approaches. We need to consider how the person component interacts with the processes for safety and the ultimate role that individuals and groups within organisations play in the success of our safety interventions. If a process safety initiative is conceptualised similarly to other organisational interventions, people play a significant role in determining the success of a process safety initiative. To illustrate this concept, this presentation demonstrates how applying key concepts from the disciplines of organisational psychology (e.g. change management), social psychology (e.g. team dynamics), and cognitive psychology (e.g. thinking patterns and habits) can make process safety initiatives more effective.


2000 ◽  
Vol 38 (1) ◽  
pp. 111
Author(s):  
Richard A. Shaw

This article, after noting that many oil and gas companies are vulnerable to takeovers and that merger transactions are reaching record-breaking dollar volumes, examines and recommends steps that a corporation may take when facing a hostile takeover bid. These steps are defensive strategies that a chief executive officer, a board of directors, and other players should consider implementing when handling a merger. Recommended strategies for a corporation facing a takeover situation include creating a special committee, choosing appropriate financial and legal advisors, establishing a data room, and seeking other potential buyers. The author concludes that a successful defensive strategy can maximize value for a corporation's shareholders.


2016 ◽  
Vol 12 (4) ◽  
pp. 799-802 ◽  
Author(s):  
Jin Chen

The chief executive officer of the Haier Group, Zhang Ruimin, wrote the philosophical text ‘Haier Is the Sea’, published in Chinese in 1994, and since then Haier has gradually built up a ‘sea culture’ that has guided its organizational transformations for over twenty years. The latest reform, in 2014, reorganized the giant corporation into the Haier Open Partnership Ecosystem (HOPE), which is like ‘a sea of entrepreneurs’, to achieve the goal of ‘management without leadership and organization without borders’ [管理无领导, 组织无边界] (see discussions in Schrage, 2014 and Ye & Teng, 2015). This radical organizational change astounded its peers and competitors at home and abroad. Even in the internet era, most white-goods companies still rely heavily on ‘economies of scale’ to reduce their costs to compete in the market, which in turn requires a pyramidal management structure. However, if we review the thinking of its leader for thirty years, we will understand that the 2014 reform was not radical but, rather, followed a smooth trajectory building on the past.


2013 ◽  
Vol 53 (2) ◽  
pp. 441
Author(s):  
Scott Cornish

Land transport and driving safety is one of the highest risks faced by upstream oil and gas operating companies. APPEA has approached the issue by developing a code of practice for land transport activity that board and member companies have endorsed. This extended abstract reviews the risks of transport activities focusing on the key controls recommended to provide a systematic approach, emphasising driver behaviour. Driver behaviour has been identified as a major contributor to incidents. To improve driver behaviour, a number of Australian companies have introduced In-Vehicle Monitoring Systems (IVMS) during the past few years. There are varied opinions about whether they reduce vehicle incidents; since introduction, results from the IVMS (driving behaviours) are quite interesting especially in remote area operations. The statistics show driver behaviour has improved since installing IVMS. IVMS shows drivers comply more consistently with road rules, and an overall decrease in IVMS triggers (alerts) during the same time has been observed. Like all systems, they are only as good as the people who use them. Without reporting and continual feedback and reinforcement on driver behaviour, installing an IVMS would not have as great an impact or influence on driver behaviour if driver feedback and reinforcement were not also aligned with overall driver management. In addition, IVMS should not be used as a way to catch risk takers, but they should be integrated into a business’s health, safety, and environmental management system (HSEMS). This is to first understand driver behaviour and then to be seen as a tool that can help gradually influence driver behaviour.


2017 ◽  
Vol 26 (01) ◽  
pp. 9-15
Author(s):  
R. Haux ◽  
A. Geissbuhler ◽  
J. Holmes ◽  
M.-C. Jaulent ◽  
S. Koch ◽  
...  

Summary May 1st, 2017, will mark Dieter Bergemann’s 80th birthday. As Chief Executive Officer and Owner of Schattauer Publishers from 1983 to 2016, the biomedical and health informatics community owes him a great debt of gratitude. The past and present editors of Methods of Information in Medicine, the IMIA Yearbook of Medical Informatics, and Applied Clinical Informatics want to honour and thank Dieter Bergemann by providing a brief biography that emphasizes his contributions, by reviewing his critical role as an exceptionally supportive publisher for Schattauer’s three biomedical and health informatics periodicals, and by sharing some personal anecdotes. Over the past 40 years, Dieter Bergemann has been an influential, if behind-the-scenes, driving force in biomedical and health informatics publications, helping to ensure success in the dissemination of our field’s research and practice.


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