Technical Programme

The full adaptation of digital technology has been challenging for companies, multiple reasons can be sited for that, but the main colbert for failure has been the MOC processes and the willingness of employees to adapt to new ways.

Oil and gas has always been very technology driven industry. The use of sensors (IOT) and the Data generated by them has always been at the core of the industry for safe and reliable operations.Oil and Gas 4.0 is to position Oil companies in the heart of digital transformation and be a leader in the AI and Digital technology development.

Adapting new innovations into the oil and gas industry is challenging, Oil and gas has been a conservative industry, rightly so do to the safety risk associated with operations.

How can the mind set of agile and progressive be impeded into the oil and gas company of the future?

For unconventional assets development of new technologies to drill, completed and fractured wells, as well as technologies and methods for the better understanding and identification of sweet spots proved to be essential.

While today’s technology advancements have become gamechangers, there is still plenty of room for growth. We’ve got to make a step change in technology and operations to maximize the value of our current and future assets.

Over the past 5 years, we have delivered minimal major breakthrough technologies. We’ve continued making small tweaks to well landing zone, perforation cluster spacing, proppant development, fluid volumes, placement design etc. Recently, the industry realized that data is an asset, and our challenge is how to use it, which also provides us with countless opportunities to utilize data analytics and machine learning.

On the other hand, automation particularly drilling and completion, is not just about drilling faster, it is about drilling more efficiently and delivering better well bore designs in support of completions. Our aim should be an oilfield that is entirely autonomous. Materials science, nowadays, is changing how we think about well completions. There is breakthrough in nanotechnology and ultra-strong, lightweight alloy that are both driving step-change performance in unconventional completions.

Digital twins’ technology and using VR goggles during all of maintenance, drilling, completions, and production operations should be included in the next stage of solutions. A lot of these organic mudstones may be absorbing a lot of oil, and there's some things we can do on a chemical side to help liberate some more hydrocarbons.

Collectively, we are incumbent to develop the next generation of gamechanging technologies, and enhance industry collaboration, and best practices amongst world oil and gas producers. The Next Step Change is here now!

The world is changing. Oil & Gas industry is changing. So, we also need to change to stay competitive and deliver our strategies. We’re in the midst of a significant transformation regarding the way we produce products thanks to the digitization of manufacturing. This transition is so compelling that it is being called Industry 4.0 to represent the fourth revolution that has occurred in manufacturing. While many organizations might still be in denial about how Industry 4.0 could impact their business or struggling to find the talent or knowledge to know how to best adopt it for their unique use cases, several others are implementing changes today and preparing for a future where smart machines improve their business.

People see the oil industry as pretty stodgy and old-fashioned and we need to really understand how we can interact in a digital world. The rate of change is exponential, as is the scope of digital, too, because digital is disrupting every industry in the world. It’s not a threat, but a massive opportunity, and we as a sector have got to transform, to become simpler and sustainable. We need help to do this and we need to learn. Organizations need to be ambitious about becoming the digital organization in the industry and to do that they need to attract the brightest, tech-savvy people. We need the right people and capabilities – and a strategic approach to resourcing. The integration of digital technology in oil and gas will dramatically change the skills needed in the industry to be successful. It will also allow companies to focus their recruiting and hiring efforts on a smaller pool of qualified individuals for key roles.

The large number of oil, gas, and petrochemical business employees expected to retire in the next few years along with anticipated industry growth has reinforced the need to attract younger workers. The industry will look to the Millennial Generation to fill roles and support expansion. Millennials, also labeled “Generation Y” are defined as those born roughly between 1980 and 2004. Millennials have an unmatched characteristic of unwavering self-confidence, a better understanding and usage of technology, which will enable them to position themselves to understand and conquer future challenges within the complex industry of oil and gas. Currently Millennials account for nearly one third of the oil and gas industry’s workforce.

A long-term recruiting strategy is the best solution to address the human capital deficit issues once and for all. The strategy includes building strong internal and external mechanisms through strategic partnerships with various institutions such as educational and government bodies; building a strong reputation about the industry that would attract more talented people to it make young students consider this a career choice. Furthermore, the strategy should include using various methods of recruitment while keeping in mind the different types of talent pools and generational differences as well as the current recruitment trends. Lastly, the strategy should add value to the employees as well as to the organization. Successful implementation of all these factors would lead to a sustainable recruiting strategy for the oil and natural gas industry.

The next generation of employees, and leaders, has different interests and expectations than most current workers. To extract the best work from their employees, oil and gas companies will need to engage and inspire their people. This may mean identifying a collective purpose and strategic vision, integrating digital competencies and leadership, or even integrating mindfulness programs that boost each individual’s contributions. Further, companies may integrate new collaboration and communication technologies to enhance employee experience, assess and coach employee teams to improve performance, or even reconfigure the physical workforce environment to heighten teaming ability. Each of these levers can enrich a company’s workforce — with the aim of improving overall company performance.