What is the big crew change in the oil and gas industry? It is simply the term used to explain that there will be large number of experienced professionals, in many different disciplines—from the field to the corporate office, retiring from the industry in a few years. This requires their replacements to be ready to take over the driving seats. Consequently, oil and gas companies have to adjust their recruitment policies in order to fill the soon-to-be vacant positions efficiently and in a timely manner, with minimum business interruption. The industry is now developing a new set of recruitment policies which will focus on career/personal development programmes, well defined competencies and career paths for new comers, attractive remuneration packages, retention initiatives, and many more. Companies have realised that traditional recruitment strategies are no longer good enough to cope with the big crew change.
The quality, health, safety, security, and environmental (QHSSE) performance of the oil and gas industry has been severely scrutinised due to recent catastrophic events. QHSSE has become part of the day-to-day challenges for oil and gas industry professionals at all levels. Oil and gas companies are keen to improve their QHSSE measures and performance in order to safeguard their own employees as well as preserve their corporate image with the public. This clearly emphasises the importance of proper QHSSE management in the workplace. This session will analyse what the oil and gas industry is doing to advance its QHSSE performance while meeting global energy demands.
As the oil and gas industry faces a continued shortage of skilled employees, increasing the representation of women in this industry is a business imperative. Economic success and competitive advantage may depend on attracting and retaining female employees. Research shows that a gender-diverse workforce can be linked to improved business performance, innovation, and corporate governance. Employment in the oil and gas sector is often characterised by its remote working environments and hardy physical labour during long shifts. In the past, this has contributed to discouraging women from working in the industry. Oil and gas companies are working hard to address these and other issues preventing women’s participation. New opportunities for women are being created in many oil and gas companies. This session concludes with two case studies about the challenges and lessons learnt in establishing a corporate initiative to increase female participation in the oil and gas industry.
Sometimes called green energy or alternative energy, one thing is certain, the entire world is focused on producing sustainable energy sources since continuously rising energy demands combined with increasingly limited natural resources are challenging energy suppliers. The oil and gas industry is at the forefront of developing and promoting green technology.
Fostering a culture of adaptation and learning, the industry aims to meet the ever-growing global energy demand in an environmentally responsible manner. Crucial to this endeavour is the sharing of experience and knowledge. This meeting aims to put young professionals in contact with experienced industry experts. Participants shall gain an understanding and appreciation of how the industry may benefit from the integration of eco-friendly technology/processes.
At any time, from any point on the globe, it is possible to communicate whatever you want with any person or equipment. Distances are eliminated and spaces are drawn together.
Remote control, collaboration, and automation are becoming obvious trends in the energy sector. The industry has been traditionally slow to realise the potential of “real-time”. Recent well control incidents have brought this need to the forefront and also to the attention of industry regulators. Effective use of real-time data and data centres requires a collaborative relationship between engineering technology and expertise, and the digital realities of information technology. Two main technology emerging trends will play a vital role in iFields: Mobility and Big Data.
Why is it important to understand the difference between managers and leaders? How does it make a difference? Do you lead or do you manage? These are some of the most common questions that strike the minds of young professionals as they advance in their careers. Fostering superior leadership skills regardless of level and nurturing leadership through training can be invaluable to businesses that recognise strong leadership as the best chance they have, not just to survive but thrive. The example of “leadership at all levels” needs to create and articulate effective and compelling organisational strategies where individuals should be reaching out to successful leaders across the organisation for advice and examples, replicating their successes.
As employers are more interested in young professionals who are leaders, the need to provide young people with more opportunities, skills, trainings, and activities is becoming more important in these organisations. Professional societies and networks, for example, inform young professionals about the latest practices in a continuously changing environment.
Getting the right balance of management and leadership in a technical organisation is a formidable challenge faced by large organisations. Hence, it requires further open discussion by experts.