Kuwait Oil Company (KOC) is going through many new challenging projects that aim to increase its hydrocarbons production capacity by 70%. The North Kuwait Jurassic Gas Fields project is one of the key projects with unique challenges from the subsurface complex and challenging characteristics of deep reservoirs, high pressure high temperature (HPHT), high in H2S and CO2 concentration-to the design, construction and operating of surface facilities. The Gas Field Development (GFD) group was established in 2007 to manage and accomplish KOC’s desired objectives from the NKJ Gas Fields project. The new group had to recruit manpower and build the required technical skills to address the unique challenges. End of 2010, KOC-GFD entered into an Enhanced Technical Service Agreement (ETSA) with Shell in order to benefit from the International Oil Company (IOC) expertise. One of ETSA objectives is to develop local KOC staff through Knowledge Transfer, whereas challenge was more than 60% of the total GFD population were juniors, i.e. less than 4 years of experience. The need to fast track the development of the new recruited staff was identified by the management as a critical key element to overcome the project complex challenges. The development of a new approach for staff development using the best of both worlds’ i.e. building on KOC’s training programs and supplementing with Shell Jurassic ETSA Knowledge Transfer resulted in the creation of the Technical Competence Ladder, TCL, framework for all GFD staff in 2017. This technical paper will describe how the Jurassic ETSA Knowledge Transfer – progressed over the course of the contract; – connected with GFD business objectives; – used key methodologies for successful application in the day-to-day activities; – promoted a performance-based learning environment; – used critical resources with clear accountabilities; – was monitored and measured continually; – Implemented with structured approached. The results include the development of Structure and detailed competence skills development program for main subsurface disciplines like: Reservoir Engineering, Petrophysics, Geosciences, & Petroleum Engineering. Each main discipline includes number of specialization and focused sub-programs. The TCL program was implemented, and the Knowledge Transfer are proven. The progress of junior staff competences has been tracked and measured over the years; the creation of motivated and competent workforce has resulted in improved performance and increased team productivity. The overall results reduced ‘existing’ competency gaps within the company, enhanced communication between junior and senior staff, improved staff confidence and work performance. Key examples of success will illustrate the points covered in the technical paper.

Studies by leading organizations highlight the importance of increasing internal talent mobility. Giving talented employees the experience of working in different countries and across diverse roles is a growing trend in developing their capabilities and skills. This paper describes how Kuwait Petroleum International (KPI), an international subsidiary of Kuwait Petroleum Corporation (KPC), is drawing on its long and successful experience in this area to develop proposals for extending these programs to other subsidiary companies in the K-Group (K-companies). To achieve its objective to become a global integrated oil and gas leader, KPC needs talented leaders with the agility, flexibility and understanding that is developed through mobility. Such experience is especially important for Kuwaiti nationals, who may have limited exposure to working abroad. Sponsored by KPI, a Work Group has been set up with representatives from across the K-Group to develop mobility proposals for the K-Companies. It has established that global mobility is not feasible on a mass scale and that a diversification program, to provide experience of working in different roles and companies, needs to be developed alongside a global mobility program. The Work Group has undertaken extensive research to determine best practice in mobility and has analyzed the K-Companies’ 2040 strategic objectives to understand the skills and capabilities required to support their complex activities. It has proposed future targets, based on the historic number of employees in each company with global mobility experience. It recommends focusing global mobility programs on Juniors and Young Professionals, who have the greatest number of career years left to maximize the return on investment. The paper describes the different types of global mobility assignments and how a new graduate program for Young Professionals, incorporating global mobility and diversification, will be developed. It also looks at the monitoring required to support participants and ensure that the programs remain aligned with business objectives. Strong foundations are in place to launch the mobility programs and detailed discussions will be conducted with the K-Companies to refine the proposed directions and targets. The vision is that, within five years, global mobility and diversification will be fully embedded throughout the K-Group and closely aligned with business objectives.

Crude oil production in Um-Ghdair field is consider one of the most complex operational activities in Kuwait Oil Company due to high water cut percentage, asphaletene flocculation, high viscosity and tight emulsion phenomena. As the fluid travels through the reservoir, wellbore, flowline, all the way to the gathering center, the state of initial equilibrium is disturbed leading to change in the chemical composition of the crude oil. As pressure and temperature continue to drop, and gas escapes, more asphaltenes and heavy components may continue to flocculate all the way throughout the system until the petroleum reaches its final destination. In this pilot project, asphaltene inhibitor and viscosity reducer agents were selected for reducing oil viscosity and breaking the tight emulsion phenomena in the selected piloting well in Um-Ghdair field. It was noticed that there is an asphaltene compounds flocculate in the interface between oil and water leading to increase crude oil viscosity. The best two among 22 chemical formulations tested through the screening process at lab scale and take it to pilot stage. Additionally, the pilot study examined the influences effective for surfactants such as water composition, temperature, concentration, pH and total dissolved solids. It was noticed that the viscosity reduction and the water separation improve with increasing surfactant concentration and increasing temperature up to 50 °F. Two formulations were selected based on cost effective optimal concentrations of surfactant that identified from the bottle test. The pilot has been implemented successfully in the field, resulting a reduction in non-production time and increase the oil mobility from the reservoir.

Scope KIPIC engineering team within Petrochemical project (PRIZe) aims to improve the project design while optimizing cost. PRIZe is executing this objective by following the updated design specifications, latest approved technologies, and enhancing communications with parallel and previous projects to achieve the best practice and avoid any repetitive flaws. Procedure The first approach is by following the updated standards. PRIZe is using Shell DEP standards V41. Although parallel projects within the company are using an older version of Shell DEP standards, PRIZe found that it is best to follow the latest standards while reviewing and providing Project Variations (PV). PRIZe team are also familiarized and aware of the standards for the adjacent projects to assure compatibility of the overall KIPIC design approach. The second approach is by enhancing the communications with parallel projects within KIPIC and other Kuwait oil companies. PRIZe had conducted meetings, exchanged emails, and established committees to discuss and share any announcements related to design changes. These announcements were beneficial in enhancing the design and optimizing cost. Moreover, KIPIC initiated a "lesson learnt" practice that is circulated between all departments and other Kuwait oil companies to gather any issue that would serve in enhancing the design. Last approach is by staying alert to latest approved technologies in the market that are related to the project. Technology adds value in improving the design and optimizing cost. Therefore, scouting for latest approved technologies in the field can add significant value to the project. PRIZe has taken this initiative by conducting meetings with vendors for several equipment and packages during the FEED stage. This allowed PRIZe to make prior adjustment to the FEED design to meet these technologies. Results DEP 31.29.40.10 for Compressor selection, testing, and installation V41 removed complete unit testing. Usually each test costs around 200,000$. Project variation was developed reference to the adjacent project. Painting was removed for stainless steel electrical and non-pressurized items as it is no more required. A negative change order of around 2,000,000 $ was obtained. Steppless Capacity Control technology system was obtained for reciprocating compressors. The payback for a sample compressor was 0.69 years. Novel/Additive Information This paper is for all design engineers that works in the project that seek to optimize cost while improving the design.

Milazzo Refinery (RaM) has developed a new safety system to minimize the risks related to "hot works" (mainly explosion risks) during normal unit operations. The good practice was for the first time utilized during Fluid Catalytic Cracking pre-turnaround and turnaround phase from Milazzo Refinery. At that time, RaM implemented, for the first time, the integration between the existing network system of fixed hydrocarbon detectors with the welding machines through the Distributor Control System (DCS). This integration allowed to immediately switch off the power supply to the welding machines in case of detection of explosive atmosphere. Moreover, in order to cover as many welding points as possible, several mobile detectors were installed and integrated in the gas detectors system. The whole process is represented in the scheme in Figure 1 . The main benefits of such integrated safety system were as by following: Mitigation of the risks related to hot work execution during normal operations with consequent safety improvement. This also allows, during turnaround, to maximize the preturnaround activities so that its duration can be profitably reduced; Increase the quality of the measure which is continuously detected and monitored by electronic devices (operator originally used to detect if the atmosphere was hydrocarbon free only before "hot work" execution. During the pre-turnaround phase, with FCC Plant in normal operation, more than 200 tons of piping steel and more than 400 tons of steel structures were installed and welded without any incident or injury to direct personnel or contractors. The successfully implementation of the integrated gas detectors system has become a new standard within the refinery to increase safety in the execution of "hot works " during normal unit operations, strongly mitigating the risks related to explosive atmosphere. Moreover, this system also allowed to speed up the execution of the "hot work" hence it became a RaM standard for similar process.

This paper aims to describe an evolving system utilised by young professionals with varying degrees of experience and backgrounds, supported by senior staff, to gain an improved understanding of ongoing well operations. The program has been tailored to the needs and capabilities of the individual, whilst allowing for continued development. Kuwait Foreign Petroleum Exploration Company (KUFPEC) has several joint venture assets across the globe. In order to assist in the communication with the Kuwait Head Office, KUFPEC has Area Offices to liaise with, and shadow the work carried out by local in-country Operators. However, by doing so the opportunity for Junior Staff, in the Head Office, to be directly involved in Well Operations is restricted. In order to mitigate this, a workflow has been initiated by the South East Asia Region (SEAR) that allows for Junior Staff to track the progress of wells being drilled and by doing so obtain a ‘feel’ for being in an ‘Operational Environment’. The workflow itself is flexible and has been tailored to the individual as well as specific well operations. In all cases the starting point is establishing the Well Objectives and so a detailed review of a Drilling Program and costs, followed by a Q&A session, is undertaken alongside more Senior Engineers to ‘introduce’ the well. Prior to Spud, ‘Well Montages’ are developed that describe the full information of the operation. The Well Montages are updated daily via Daily Drilling and Daily Geological Reports. An ‘Operational Highlights’ email is communicated to the department each afternoon that summarises the well progress and includes any risks or hazards to be aware of. Throughout the operation the Junior Staff are encouraged to reference the Drilling Program to follow the operations progress. After well completion a short ‘End of Well Summary’ is produced. Initial results of this workflow have been extremely positive. As more wells pass through the workflow the technical understanding of the Junior Staff increases. Their appreciation of specific hazards and uncertainties has improved, and they also have gained an enhanced understanding of Well Operations as well as the associated terminology and abbreviations. Support for the Junior Staff has also been obtained from the Area Offices, who are in direct contact with the operators. This paper would be of interest to Mentors or Coaches who have an emerging talent pool. The paper outlines a clear and concise method that has been tried and tested and that allows for a Coach to define a workplan specific for the needs of the Junior Engineer, and thereby promote their individual development needs whilst on the job.

Since the start of the North Kuwait Jurassic Gas (NKJG) Project, Enhanced Technical Service Agreement (ETSA) in 2010 with Shell, Technology implementation has been a priority. The key challenge, following the successes of technology deployment at pilot level, is to deliver sustainable solutions, with business impact on the NKJG project, vis-à-vis production maximization, well cost reduction and ultimate recovery maximization. Moreover, NKJG technology focus, in line with business priorities, has recently changed to assurance of near- and medium-term gas supply. An integrated technology mapping workshop, led by Shell Technology Deployment experts from the Netherlands, was held during 18-20 th January 2016, using a refined technology mapping and prioritisation process applied in Shell assets globally, to ensure that KOC technology efforts are prioritised and aligned across the organisation at large and deliver maximum value to NKJG in particular. The workshop participants were drawn from six discipline teams (Drilling and Completions, Production Operations, Well Intervention and Management, Subsurface, Project Management and HSE). From the technology mapping workshop, Downhole fibre optics; Well Reservoir Facility Management (WRFM); Managed Pressure Drilling (MPD); Underbalanced drilling and Annular Isolation technology emerged as the top five technologies to deliver the most value to NKJG project, considering the participants focus on the business challenges, related to well quality improvement, reservoir performance understanding and optimisation of field development. Furthermore, the workshop also identified ‘solution gaps’ in addressing many of the subsurface related challenges (Optimise integrated field development, improving predictability of reservoir performance) and additional technology solutions will be required to address these gaps. The value of technology ‘at risk’ of not realising full value from implementation is assessed to range from 30 to 70% of the full value of the technology. These are due to both technical and non-technical risks in implementation. Key non-technical risks identified such as organisational misalignment, contracting delays need to be addressed in order to realise full value from technology implementation. The workshop participants proposed the following improvements to support technology implementation; Robust, detailed and realistic multiple year implementation plans taking account of standard KOC contracting and procurement processes. Annual work plans driven by technology implementation priorities rather than the opposite. Progress of the top-ranking technologies tracked at senior management level. Preferably monthly or quarterly as part of a decision review board (DRB) governance structure. Individual technology implementation targets to be included as shared KPIs of concerned Shell / KOC managers and Team Leads. This paper documents the outcome of the workshop in terms of the ranking of the business challenges/opportunities within NKJG, the ranking of technologies that need to be implemented to address these challenges, the technology mapping and prioritisation process followed, the key technology implementation challenges identified and their suggested mitigations.

The Innovation & Technology (I&T) group at Kuwait Oil Company (KOC) has been working to build and develop Kuwaiti Researcher capabilities, to be "ready" to execute R&D projects in line with the requirements of the KOC Technology Roadmap. The R&D Planning & Support team has designed and implemented a unique initiative to build this researcher capability, using a DACUM based Structured On-the-Job Training (S-OJT) program. This paper details the capability development program designed by KOC I&T group, to build Kuwaiti Researcher capabilities for the Upstream K-companies. DACUM is an acronym that stands for "Developing a Curriculum" and involves using a systematic process to analyze and capture a job's duties and tasks, as defined by a group of high-performing incumbent workers. Through the DACUM process, the KOC Junior Researcher job was analyzed and its constituent Duties and Tasks were identified. A detailed training curriculum was defined for each Junior Researcher Task, based on the inputs of Subject Matter Experts. This training curriculum provides information to the trainee, on the Steps that make up each task, resources and trainings required to complete the task, safety information that the trainee must be aware of, and practical learning exercises that the trainee must independently do in order to learn the task. An implementation process was established to ensure that experienced coaches demonstrated how to perform each task in the actual work setting, while Mentors were assigned to assess and verify trainee learning progress. The advantages in having implemented this program at I&T group included clear evidence-based development, consistency in researcher skill development, and greater trainee motivation. This process has helped establish a comprehensive and structured training program to develop Junior Researchers in KOC, based on an analysis of their actual work requirements. The training content is developed using internal capabilities, and is delivered by internal coaches and mentors who are well versed with the training curriculum. This Structured On-the-Job Training (S-OJT) program also aligns very strongly with the blended learning principles adopted by K-companies as part of their L&D strategy.

Currently, the process safety risk associated with the siting, layout, segregation and spacing of the facilities and equipment is managed through the application of a series of standards developed long ago, when the Kuwait Oil Company (KOC) (the Company) oil and gas operations were less complex, and the presence of associated H 2 S was relatively low. In terms of Building Risk Assessment (BRA), there is no specific company standard or procedure to reflect the best practices to be followed on this subject. However, international standards, mainly API 752 and 753, are followed for the siting and design of buildings located within the facilities. Additionally, the Company have embarked in an aggressive plan to substantially increase production by 2040 and beyond. This means that existing oil and gas fields will continue to be developed over the next two decades, which will entail a tendency to congestion, both in the fields and in the facilities layout. In order to successfully contribute to underpin the significant increase in activity and infrastructure required to safely achieve production growth for 2040 and beyond, the Company have decided to improve the approach to siting and layout by undertaking the development of world-class best practices to provide risk-based guidelines for field spacing. Clearly, the Company realized that optimum location (siting) and layout minimizes material and construction costs, but more importantly, significantly reduces risks, and hence, increases process safety throughout the facility's life cycle. It also allows for building inherent safety into the design of plants and facilities. It is also very important to mention that optimum location (siting) and layout of the facilities will clearly result in an enhanced use of land, which in turn contributes to an adequate management of this limited resource in the State of Kuwait. Considering all the above, the proper management of process risks derived from siting and layout has been identified as of key importance for the safe operation and success of the company's activities, both at present and particularly in the near future. This paper describes the process of developing the risk-based guidelines for field spacing, including the methodology, criteria, consequence modelling, etc. that was undertaken for KOC to create look-up tables, graphs, to facilitate layout in a consistent manner throughout all project phases from concept selection, when relatively little is known, through detailed engineering.

Managing late life declining assets often called for a holistic approach and integrated efforts to safeguard the production funnel and finding the upside potential for field rejuvenation to sustain the economic life. Identifying the remaining hydrocarbon potential and monetizing it during late field life often pose a challenge in terms of limited data availability, complex reservoir characterization, complex well profile as well as job doability. To overcome the challenges, a strategic maturation plan and fast track action is required to accelerate the field potential prior to abandonment. This paper will showcase few case studies from Peninsular Malaysia waters on the successful paths taken to reap the full benefits of bypassed hydrocarbon potential by leveraging on proactive full field analysis, fit-for-purpose technology and data analytics for petrophysical evaluation and focused execution of the production enhancement plan which seems impossible under normal operating work scope. Initiating proactive full field review (FFR) and fast track assessment on the remaining hydrocarbon potential prior to field abandonment had become the major enabler in identifying the untapped opportunities behind casing to prolong the field economic life. Commendable efforts to bring the opportunities into life also include advanced data acquisition to minimize uncertainty in the add-perf job, using data learning to assist shallow reservoir evaluation for work-over and infill drilling candidates, utilizing ceased production well for water injector slot and agile as well as adaptive workflow for safe job execution both for production enhancement and abandonment purposes. Through aggressive subsurface study and multi-disciplinary work integration process starting from identifying the opportunities till realizing the barrels into production pipeline, a significant and sustainable production gain had been successfully achieved which helps to prolong the net positive cash flow of the fields involved. The success is replicated to the rest of other fields where a nimble workflow has been established to unlock the late life field potential. Partnership in technology has also triggered more focus in delivering the results and value to the operation in addition to increased collaboration in new uncharted area such as advanced formation evaluation tool technology, nanotechnology material, geoengineering of shallow unconsolidated formation properties and enhancing operational success based on data-driven approach. Besides, some lessons learned and best practices in planning and executing well abandonment operation will be also highlighted. In a nutshell, field rejuvenation and exploiting maximum potential during late field life require a long projectile and strategic planning for value creation. Case studies demonstrated in this paper have provided an exemplary blueprint to best manage the late life declining assets by challenging the status quo and working through an integrated framework to bring in more barrels.

Some of the land fields in Middle East contain important potential gas reserves, but zonal isolation of long drilling and production liners have been a challenge. Cementing these long liners along formations with low fracture gradients risks formation breakdowns when exceeding the maximum allowable equivalent circulation densities. Consequences include severe losses, formation damage, and insufficient placement necessitating costly remedial cementing, or even loss of the well. Many wells in one field were abandoned and not completed because of the tight pore-fracture pressure window, which induced severe losses while drilling the intermediate and production sections. Operators have struggled to mitigate those drilling challenges, and one of the last approaches was to use an ultra-slim hole design; however, this design exacerbated the cementing challenges for the long 7-in. liner. We review this case history and outline the corresponding planning (spacer/cement fluid designs, placement simulations, and lab test results), pre-job practices, and job execution with evaluation. In this particular well, the 8 3/8-in. open hole section was drilled to the casing point with no losses. However, while running the 7-in. liner (at > 10,000 ft) total losses occurred. A new design approach was developed and applied to mitigate the problems associated with cementing this section. This approach centered on the careful selection and engineering design of a spacer to cure and mitigate induced losses, and the use of high-performance cement slurries. Desirable properties of the latter include very low fluid loss and exceptional fluidity (low rheology) without development of free fluid or sedimentation. Finally the 7-in. liner was successfully cemented, and cement was found on top of the liner after reversing out. A comprehensive approach on how to cure or reduce lost-circulation problems during cementing operations for critical sections (such as very long liners along fragile formations) are presented and discussed in this study. Case histories from several wells in the area are used to demonstrate the success of this approach with guidelines and lessons learned for similar upcoming projects.

Kuwait Digital Integrated Field (KwIDF Jurassic) is a complex field located in the North Kuwait. As with many other Digital oil field projects the IT challenges are numerous. The current infrastructure is based on physical servers and resource handling is challenging. Require integrated infrastructure solution to build new workflow demands and to cater large amounts of real-time data being retrieved wells and facility sources. Adoption of Cloud computing for oil and gas is increasing over the last few years, this document primarily focus on Private Cloud strategy for KwIDF Jurassic. A comprehensive assessment was done with the KOC IT Stakeholders, during the in assessment phase captured all the challenges and we ensure the Security is prime requirement accessing the KwIDF applications, One of the prominent challenges was to have offered in cloud computing is the centralized data-handling requirements, the solution creates such a change in technological as well as new workflows Validation tests on the KOC recommended hardware was successfully completed. This delivers the learning and experiences for cloud road map and strategy creation for KOC IT, Based on the validation proof of concept results, the solution private cloud implementation framework was designed primarily on Virtual Desktop Infrastructure (VDI). Includes Kernel-Based Virtual Machine (KVM) virtualization technologies, the VDI Solution will integrate with KOC Application cluster, the VDI Solution provides anytime, anywhere access to KwIDF applications with improved security. The Cloud and Virtualization solution will improve the application delivery system with high performance for the provide solution and enhance operational and business outcomes. Adding private cloud platform can take the project to a new level of business improvement and enhance operational performance. The potential benefit of implementing secure cloud includes benefits like high-resource utilization and IT resource management for operations team in Datacenter.. Providing high availability and disaster recovery, also allow user self-service provisioning templates with rapid delivery of virtual machines, the whole solution is aligned with KOC CITG business strategy.

Kuwait's oil and gas reservoirs shape one of the largest reservoir portfolios worldwide, meriting savvy and forward-looking reservoir management practices and workflows to maintain the country as a reliable supplier for many decades to come. Reservoir management can be defined as a body of principles, processes, and practices that collectively governs the way a field is managed. It is focused on the subsurface, but not exclusively. Reservoir management is a stewardship process that significantly impacts production performance, bookable reserves, estimated ultimate recovery (EUR), and capital expenditures (CapEx). Kuwait Oil Company (KOC) has set out to optimize and standardize its reservoir management practices at a corporate level ( Capello et al. 2016 ). This journey is still in progress, and has several strategic objectives: a) standardize reservoir management practices across KOC assets; b) ensure the optimization of recovery factors and life of fields strategies for each reservoir enabling the simultaneous production of nearby, connected or stacked producing intervals, with different maturity levels; c) extend production plateaus in time for each KOC asset; and d) ensure the active participation in reservoir management activities of a skilled workforce. The ultimate aim is to apply industry best practices in managing the oil and gas fields in Kuwait. The initiative is called Reservoir Management Best Practices (RMBP), and comprises a two-fold effort: A Steering Committee composed of 10 managers is charged with the implementation of reservoir management best practices policies and guidelines across all KOC assets. It was essential that management endorsed the initiatives and assured buy-in from other managers, team leaders and seniors in all assets and support organizations within KOC. Six Process Implementation Projects (PIP) were tackled with key objectives and elements of RM. It is envisioned that these PIPs will impact and uplift the way all assets work, so technical staff participation and buy-in was paramount for a successful implementation. The approach taken by KOC merges technical emphasis and international best-in-class practices with change management and communication strategies to align efforts. Most importantly, this solidifies and builds commitment and a shared motivation to achieve common goals. This paper summarizes the main accomplishments of KOC's RMBP to date, which span from workflows and governance in data management, to automation of drilling proposals and analog databases for reservoirs. KOC estimates these new processes will reduce operating costs and increase capital efficiency, which in turn will increase profitability by up to 15%.

The purpose of this study is to carry out a participant Return on Investment (ROI) on one of ADCO's (Abu Dhabi Company for Onshore Oil Operations) Talent & Capability Management Division's (T&CMD) most important in-house programme – Leading People Performance (LPP). This programme is delivered by instructors from T&CMD. It is run over 2 modules of four days each. The LPP is designed to enhance the skills of managers by focusing on their ability to create and develop high performing teams and enabling these teams to function at optimal capacity . The programme is targeted at people who predominantly engage in people management responsibilities. Typically the participants will have between 5 to 10 years of relevant work experience and less than 5 years of relevant management experience. Participants are at grade 15 – 17 in a management / team leadership role. An overview of the programme can be found in appendix 1 . This study will not only carry out an ROI from Level 1 (reaction) to Level 4 (impact), but will also introduce a Level 5 component (Transfer Climate), which identifies the environmental factors that help or hinder a learner from applying their new knowledge and skills when back on the job. For the purpose of this study the population comprised of LPP attendees from the last three delivery cohorts i.e. 12, 13 and 14. These programmes ran during 2013 and the first half of 2014. The total number of attendees (participants) was 47.

The volitile nature of petroleum products as well as the integral convolution of the process urged the petroleum industry to pursue techniques to recognize, assess and encompass possible hazards. Together, both government agencies and non-profitable professional societies guide industry leaders with best- recommended practices. Hence, they aim at improving operations mamanement and ensure a safe working environment with processing facilties. Regretably, accidents due to both human errors and electromechanical failures still happen and result in numerous consequences. As a result, critics have raised concerns about the petroleum industry's safety and risk mitigation credentials and question its ability to prevent major accidents. Therefor, and in to establish a rigid safety culture, the gap between both the academia and the industry need to bridged to enhance the knowledge base of safety in the petroleum industry. The purpose of this paper to defines the establishment of "HSE Risk mamangement in the petroleum industry" course in the Petroleum Engineering program at Missouri University of Science and Technology. Not only it is designed to cover the technical aspects of HSE in the petroleum industry, but it also enhances the overlooked soft skills, ethical responsibilities, and creating safety culture.

Agile methodology (Agile) has become a revolutionary tool that continues to help IT companies today develop innovative products that are rated high in quality and customer satisfaction. The Agile model has proved successful in reducing defects, delivering valuable results quickly, and encouraging collaboration among teams. This paper will discuss some of the basic concepts of Agile to show the value of its application in digital oilfield projects. The Agile methodology is based on concepts that have been extensively used in the software industry. Complete principles defined in The Agile Manifesto will be discussed in detail along with the different Agile methods and processes that are typically used in some IT companies today. This paper will also strive to provide details that will help readers relate the concepts of Agile methodology to the digital oilfield processes present today. This will help organizations that are implementing digital oilfields to decide whether Agile can help make their processes run more efficiently. The Agile model is defined by a set of 12 principles that is readily available in a document called, The Agile Manifesto . Agile concepts, such as: Sprint, Scrum, Iterative Planning sessions, User stories, Backlogs, and other practices, will be defined to provide a clearer understanding as to how the Agile process works. Along with these concepts, the Agile process will also be illustrated and detailed in order to give the reader an understanding of how a product goes through a typical Agile workflow from beginning to end. With the current shift of utilizing IT technologies to support and develop digital oilfield operations, Agile concepts will be increasingly important as it encourages constant collaboration and interaction among teams over processes and tools, figuring out responses to change over simply "following a plan", and giving importance to working results over presenting documents in meetings. The novelty of the Agile methodology is to provide a possible solution to making IT processes more efficient and value-driven in the petroleum industry, especially in the area of digital oilfields, as it aims to increase collaboration among team members and deliver high quality results quickly.

The release of talented PetroTechnical Professionals caused by the significant Oil price volatility represents a tremendous opportunity for the GCC Oil Industry to rejuvenate its demographics and close its historical Talent Gap (albeit still leveraging Expats) to nurture the future generation of Local resources. The Talent Gap represents the gap between the ideal demographic distribution and the current and future expected availability of PTPs, with impacts on the delivery capabilities across the Oil Industry lifecycle. To face the complexity of the Talent Gap challenges, it is necessary to leverage a full suite of approaches / tools based on field project experiences, listed as follows: – HR Strategic Planning; – Nationalisation of Resources; – Professional Roles; – Enhanced Competence Development; – First Line Leaders; – Manpower Contingency Plan; – Asset Competence Rebalancing. Such tools are selected and combined based on a Company specific diagnostic approach taking into consideration its internal current situation and future strategic challenges, together with the changing Industry scenarios. As far as the Middle East is concerned, the Talent Gap issue is more severe compared to the average of the Industry, as it has been present for a longer period mostly due to NOCs progressive change in their role from petroleum resource owners to active operators. The current Oil volatility may prove to be a huge opportunity for the Middle East players allowing them to cover the Talent Gap by hiring resources on the down-slope, since the Middle East NOCs are the least affected by the low price of Oil.

This paper aims at exposing oil and gas companies, contractors and service providers, to inspire and urge them to delve into the exciting and exponentially expanding world of MOOCs – Massively Open Online Courses. They have immense potential of vastly improving the process of workforce learning and knowledge growth. The benefits of the MOOCs are simply too great to ignore and continue to tread on the traditional training path only. Already several corporates have made a paradigm shift and redefined their training models. The paper presents the platforms, tools and opportunities available in both technical and non-technical fields, and how one can access these digital education processes from some of the world's best universities, professional forums and institutions, available often free of cost on the World Wide Web. This is the age of digital information, actively pursued by the current generation aptly named as "digital natives". The humankind has gone through several revolutions through the centuries and currently is undergoing through a very large, powerful and rapidly evolving e-learning transformation all over the world on the virtual platforms. Therefore, it is essential that everyone is made aware, understand and be part of these sweeping transformations in these learning mechanisms. MOOCs will empower the large community of oil and gas professionals to various self-learning technical, managerial, HSSE and personality development courses, while providing them accessibility sitting in their cozy confines of home. The Authors through this paper would like to bring and share their MOOCs experience to the SPE community. The paper discusses the essential attributes of the learning processes, and analyses both the traditional classroom based learning and MOOCs based learning opportunities. The focus is from a point of an engineer working in the oil and gas industry. However, the mechanisms and the approach methodology is beneficial for all the professionals, technical staff, managerial and administration personnel in the oil and gas industry as well outside it. The paper lists MOOCs providers, websites and resources under different categories such as universities based open source learning, institutional agencies, technical forums, libraries, general learning etc. where one can benefit from the tools such as MOOCs, video lectures, notes, books, standards, and technical spreadsheet based calculations etc. MOOCs have come into prominence very recently in the late 2012. Within these three years, they have caught the imagination of people, universities and the corporates alike defying the boundaries of nations, class, and abilities. It is no longer a fad but well established new trend of training and learning – anyone, anything, anytime, any rate, anywhere at no or insignificant cost. The authors are confident the resources and the information provided through this presentation will enlighten the oil and gas professionals with this new training trend.

The Kuwait Oil Company is developing the North Kuwait Jurassic Gas fields in order to increase domestic gas supply. The reservoirs are difficult with deep, poor quality reservoirs under high pressure containing H2S and CO2 leading to significant challenges. KOC entered into an Enhanced Technical Service Agreement (ETSA) with Shell in order to benefit from IOC expertise and to optimize the development. Some 40 Shell staff work with KOC. A core element of the ETSA is to build and enhance KOC's staff competencies to develop the North Kuwait Jurassic Gas fields. This professional competencies development program is done through the application of various training and coaching activities. KOC has an established and well-structured competence assessment and training regime for all staff under their employment. Shell, with its wide experience in sour and High Pressure/High Temperature (HPHT) gas field development, is well placed to complement and build on this important competency development process. Shell has embarked on a journey to shorten it's time-to-autonomy by transitioning from traditional classroom training to providing structured development programs including on-the-job-training, blended learning and coaching. The paper will describe how training and coaching activities were selected for KOC's North Kuwait Jurassic Gas team, how they were implemented and monitored, and what the critical success factors were. Shell's training and coaching program to the North Kuwait Jurassic Gas team have started five years ago with a steady increase of activities year-on-year. The multiple years' implementation of the North Kuwait Jurassic Gas competency development program have allowed for learnings, review and fine-tuning of the program. The paper will address the most important elements for a successful training and coaching program in this unique partnership. This contains of four elements, the role of management and business; type of training and coaching event; staff's own involvement and training program management. The paper will show how an IOC supports an NOC to enhance staff competencies in a challenging technical area, how this training and coaching plan is being managed and executed and what are key elements to consider.

The Oil and Gas Industry requires 4H: High Investments, High Technology, High Risks and High skillful manpower. The Industry are facing difficult situation on obtaining local skillful manpower with high tech calibers due to unmatched between the Industry needs and the supplies of the educational institutions. Education is one of the key milestones stipulated in the Millenium Development Goals (MDGs). Despite most of the MDGs are achieved or progressing, there are several goals needs major attention or required hard works. UN Secretary General Ban Ki - Moon in a UN report on the MDGs in 2013 confirms the global conditions associated with the level of achievement of the MDGs as a whole lot of progress. The proportion of urban slum dwellers is significantly decreased. Indonesia for example from 2000 to 2010 has been reduced from 34 % to 23 %. Likewise, the amount of decrease in TB patients and the fight against Malaria, and improvement efforts in health and basic education. On the MDG targets on Education that need hard works: the number of children out of school declined by almost half from 102 million to 57 million. While the MDG targets on Education that need attention: Poor children are three times likely to drop out of school compared with wealthier households. Indonesia keeps improving the quality of education. From 1945 to nowadays Indonesia has changed into better improved curriculum for 10 times. However, the quality is still considered to be "low". The PISA data shows that in the very last year, the score of student's ability in reading is 393, in mathematics 393, in problem solving 361, while the international average score is 450. This situation is caused by the low teacher's quality: 48,69% of the teachers do not have sufficient qualification of education and 70% of teachers are not certified yet. Furthermore, there are some problems of current education curriculum in Indonesia such as the content of the current curriculum is too much and it is not based on competence. The national ratio of student and teacher numbers in elementary school level is 1:20 which means one teacher has to teach 20 students. It is better than the situation in Singapore ((1:25), Korea (1:31), and Philippines (1:35). The condition of secondary level is about similar. It is 1:15 in Indonesia which is better than Malaysia (1:18), China (1:19), or Thailnad (1:25). In fact, Indonesia still has the problem of uneven distribution of teachers. It really affects the quality of education in Indonesia. PISA shows that Indonesia is at the 34th out of 41 countries. In science, Indonesia is the 38th out of 41 countries.