Panel Chairs: Abdulkarim Al Mazmi, Head of Country for the GCC, BP and Simon Haddad, Senior Advisor Oil & Gas, Total
Moderator: Nick Gee, Senior Vice President, Formation Evaluation and Well Construction, Weatherford
The world’s primary energy consumption is projected to grow by around 39% from 2010 to 2030 and the oil and gas industry is facing huge technical and environmental challenges in helping to meet this rising demand. The industry must respond by bringing into production more oil and gas from more unconventional and harder to produce fields. The so-called period of ‘easy oil’ is over.
The challenge involves not only achieving growth in supply but doing so in a way that minimizes the environmental footprint of our operations and continually enhances the safety of workers and integrity of operations. From nanotechnology to giant field management, achieving a sustained increase in production and reserves requires the industry to conquer new technological frontiers. Breakthrough technologies will enable profitable access to frontier and unconventional resources, greater efficiency in production and conversion, and the delivery of new energy sources to market.
Some of the actions needed include:
As this Panel Session will show, the challenges are enormous, but innovation and technology is the key in unlocking production and reserves.
Panel Chairs: Aqeel Madhi, Chief Executive Officer, NPCC and Hussein El Ghazzawy, General Manager & Vice President, Schlumberger
Moderator: Ismail Tagg, Senior Vice President and Provost, The Petroleum Institute (Invited)
The Skandia Value Scheme suggests that the market value of a company can be broken into two parts: Financial Capital and Intellectual Capital. Financial Capital includes all the physical and monetary assets of a company, while Intellectual Capital consists of all its invisible processes and assets. Intellectual Capital is further divided into Human Capital – the employees’ knowledge, and Structural Capital – the invisible assets and processes. Human Capital refers to the knowledge, attitude and intellectual agility that make up the “thinking” part of Intellectual Capital.
How organizations manage their most important asset – people – has a big impact on the value that asset creates for the company. Hiring excellent people is not enough; the quality of an organization’s talent management processes substantially affects individual and company performance. An organization can increase its return on human capital by improving the management of three aspects of talent management: functional job requirements, workforce competency and skills management, and employee personal preferences.
Today, petro-technical competency is a critical issue within the oil and gas industry. A steep down-turn in the industry in the 1980’s resulted in a significantly reduced number of new enrolments into the petro-technical domains at universities. Companies are now starting to have a much younger technical community and the gap in experience and expertise is yet to be filled. For example the average age of members in the Society of Petroleum Engineers (SPE) in 1990, 2000, and 2006 were 37, 46 and 45 years old respectively, while the American Association of Petroleum Geologists (AAPG) members average ages were 39, 49 and 47 years old for the same years. Note that in 2010 the average age of SPE members is 46, the same as 2009.
The scope and aim of this session will be to discuss organizational strategy and internal talent management processes driving the future success of the industry, specifically relating to each of the aspects below:
Panel Chairs: John Barry, Vice President Technical and Production (Middle East and North Africa) & Country Chair Abu Dhabi, Shell and Morten Mauritzen, Lead Country Manager, ExxonMobil
Moderator: Mark Zoback, Benjamin M. Page Professor of Geophysics, Stanford University
Just a few years ago, unconventional oil and gas could have been dismissed as filling a small niche in the energy supply market, with little global impact. Progress since then has been truly game changing, with the sheer scale of the North American opportunity certain to impact global market dynamics, and increasing appreciation of the scope of the unconventional opportunity outside America.
So what are the implications for the MENA region? Will unconventional oil and gas be producible here in large quantities? Where will the sweet spots be? Can costs be brought down to competitive levels? How can learning from other parts of the world be most rapidly and effectively transferred to where it will make a difference? Are there specific technical challenges here that need a fresh approach? What will be the make-or-break environmental issues and how can they be addressed? And above all what will the impact be on the existing energy systems across the region?
We have assembled a varied panel of experts who can cover all of these aspects – technical, commercial, strategic and environmental. The panel will debate the unconventional’s potential in our region in an informative and interactive way.
Panel Chairs: Khaled Buraik, Vice President, Drilling & Workover, Saudi Aramco and Qasem Al Kayoumi, Manager, Offshore Division, ADNOC
Moderator: Arnaud Breuillac, Senior Vice-President Exploration & Production, Middle-East, Total
The growing global demand for energy has created a challenging situation for many nations to face. In many instances countries are forced to scale down their ambitious plans for economic growth due to lack of adequate and affordable sources of energy.
Currently, Hydrocarbon Gas is one of the best options to meet this energy challenge due to its relatively low cost, efficiency and low impact on the environment. Recent success of Shale Gas in North America has reinforced the advantage of Hydrocarbon gas over other alternatives.
However, the gap between supply and demand is still wide mainly due to population increases and rapid economic growth in emerging markets such as China, India and Brazil.
Can Gas Resources alone respond to growth Aspirations? This is the question this panel will try to answer by exploring:
Panel Chairs: Anders Hatteland, Senior Vice President, Development and Production MENA, Statoil and Bader Al Lamki, Director Clean Energy, Masdar
Moderator: Fuad Al Thurman, Director of King Abdulaziz Center for World Culture, Saudi Aramco (Invited)
Throughout the world and in every industry sector, organisations are waking up to the notion of sustainable practices as a better way to do business.
Developing a comprehensive sustainability strategy to address economic, environmental and social impacts can pave the way to Increasing efficiencies and reduced resource requirements which in turn will have a positive effect on the environment. The ability to understand risks and opportunities related to sustainability allows for organisations to have a competitive advantage and an enhanced brand association.
Policies and regulations related to emissions and environmental impacts of industry sector provide further confirmation of the importance of operating in a more sustainable manner. The successful integration of sustainability practices requires strong stakeholder engagement, good corporate governance and clear defined objectives.
Many organisations are committing to reduce their impacts on the environment and are looking towards more innovative ways to conduct their business. The importance of sharing knowledge and establishing best practices and lessons learn through collaborations will further encourage industry sectors to move to more sustainable solutions. The fuels we use play a vital role in our global impact and a steady balance between the environmental and social implications and economic growth is a significant challenge that the world as whole must embrace.
This panel will discuss the importance of sustainability and what it means for the petroleum industry and how the sector continues to take the lead in setting up a world class sustainable operations & business.