Session 2017

ADIPEC Conference Sessions

BREAKFAST & LUNCHEON SESSIONS

ADIPEC Breakfast and Luncheon sessions this year will offer you the chance to shape, influence and share your knowledge and expertise with top line industry leaders

12:00 - 14:00
Topical Luncheon: Disrupting Oil & Gas Exploration and Production with Advanced Micro-Sensors
  • Topical Luncheon: Disrupting Oil & Gas Exploration and Production with Advanced Micro-Sensors

    Today's silicon process technology makes it possible to integrate everything from antennas to processors on a single chip at almost no cost. This creates new opportunities for implementing complex sensors and systems on a millimetre scale and brings an unprecedented level of sensing to the oil and gas industry to increase the efficiency and reduce the cost of energy exploration and production. This session will show how chip technology has resulted in a miniaturised Electron Paramagnetic Resonance (EPR) spectrometer for online monitoring of asphaltenes (a chemical that clogs oil wells). The EPR sensor technology developed in the laboratory has been successfully deployed in major oil and gas fields across the world. This technology is used to monitor the concentration of asphaltenes in real-time and to minimise the use of environmentally hazardous chemical inhibitors in energy production.

    Speakers:
    Aydin Babakhani

    Aydin Babakhani

    Associate Professor, Electrical and Computer Engineering Department , Rice University and Director of Rice Integrated Systems and Circuits Laboratory

08:00 - 10:00
Industry Breakfast: Do More with Less (Applications in the Oil Industry)
  • Industry Breakfast: Do More with Less (Applications in the Oil Industry)

    INPEX has been conducting KAIZEN activities (by soliciting suggestions for improvement) at operation sites in Japan, for over 20 years and is continuously working on improving operational efficiency.

    Employee suggestions for improvement cover a wide variety of topics such as economic efficiency, productivity, safety, operability, environmental friendliness, and to a greater or lesser extent, has led to efficient and improved operations.

    The key things to note for the continuous implementation of KAIZEN activities are; providing increased level of awareness for employees, developing their autonomy, improving their individual knowledge levels, as well as obtaining timely and adequate advice from their supervisors/managers. In order to create the required environment for KAIZEN activities, INPEX introduced Circle activities (whole company, small group improving activities). These form the foundation for all Lean Culture developments and work efficiency improvements.

    A Circle activity is conducted by a small group of employees who have similar roles. Each group has a leader and is tasked with finding/analysing problems, conducting a study and suggesting their solutions to management. Educational activities should be included in the Circle activities. All staff are involved with the Circle activities, including managers. This inclusive approach is key, and encourages suggestions by using the bottom-up approach.

    As a result of these activities being undertaken at domestic sites, the operators themselves have had a clear understanding of any potential issues within the facilities and proactively act to minimise unplanned downtime. This approach has improved productivity.

    Speakers:
    Koichi Ogino

    Koichi Ogino

    General Manager of Production Unit

    INPEX

12:00 - 14:00
Topical Luncheon: Building Resilience—Happiness and Wellbeing in the Workplace
  • Topical Luncheon: Building Resilience—Happiness and Wellbeing in the Workplace

    Resilience and Performance

    Middle East study results of IOC conference protocols presented at Harvard Medical School

    Neurophysiological and psychometric data results from executive health coaching and biotechnology resilience applications. The social neurophysiological and cognitive performance cardiac data generated from a population participating in a health coaching program is analysed in this protocol to measure resilient performance under pressure. Application validity of DC Potential and HRV is assessed and compared to leadership and socio-psychometric data. Conclusions regarding resilient health performance and psychological toughness were compared between four groups. Relevance towards controlling symptoms of hypertension, obesity, burn-out and stress related pathology are presented as precursors. This data along with the impact the study had on improved neuro-psychological resilience data is discussed. The assessment and interventions required for neurophysiological resilience and adaptation to occupational stress is suggested. Double blind studies are suggested in order to validate a proactive healthcare tool for the health insurance industry. Testimonies from CHD, MIA, stroke and subjects with chronic allostatic loading is presented along with peak performance and related biopsychological markers.

    Speakers:
    Justin James Kennedy

    Justin James Kennedy

    Neuroscientist and Executive Coaching Psychologist

08:00 - 10:00
Industry Breakfast: University R&D Showcase
  • Industry Breakfast: University R&D Showcase

    Speakers:
    Dr. Steven Griffiths

    Dr. Steven Griffiths

    Interim Executive Vice President for Research, Khalifa University of Science and Technology Vice President for Research and Associate Provost, Masdar Institute of Science and Technology

12:00 - 14:00
Integrated Planning and Value Chain Optimisation
  • Topical Luncheon: The Gas Story in the Region

    NOCs are facing an increasingly complex set of challenges which will require them to make conscious trade-offs to meet national expectations and to address inefficiencies across their current operations. There are a number of reasons why this optimization does not happen naturally, e.g. lack of key information, misalignment of objectives, contractual / commercial setup, legacy ways or working, capability constraints, lack of processes etc. In order to address these issues, NOCs need to change their approach to planning. The solution could start with greater insight into the portfolio of activities which requires a change in the planning philosophy: from operational needs as key driver, separate unconnected data requests, independent asset / function plans… to strategic initiatives as key driver, integrated and consistent data capture, identification of key synergies and common challenges etc. with a greater focus on active portfolio and performance management.

    Making the trade-offs decisions will require new approaches and tools, including Value Chain Optimization (VCO)-type models and VCO savvy capabilities. A case study will be presented to illustrate the methodology and tools.

08:00 - 10:00
Industry Breakfast: Navigating in Volatile Oil Prices/Building Resilient Strategies
  • Industry Breakfast: Navigating in Volatile Oil Prices/Building Resilient Strategies