International Oil and Gas Business Management Training Course

Course Overview

The International Oil and Gas Business Management Training Course is a comprehensive professional development program designed for Contract managers responsible for preparing and closing contracts through various stages, Senior members of an organization who need to understand all aspects of international oil and gas business management, All other functional managers handling various functions in oil and gas organizations, External and internal auditors responsible for ensuring adherence to international standards and benchmarks, Quality checkers who need to ensure that quality standards are maintained throughout the sale and purchase process, Potential investors who need to thoroughly understand the oil and gas business before making investment decisions, and Any other professional who would like to know more about international oil and gas business management. This course draws on real-world frameworks including the ADNOC OPCOs Lean Six Sigma DMAIC rig-move and inventory optimization case study covering a 61 percent improvement in rig-move performance and sigma level jump from 0.81 to 2.62 and 258 additional oil production days recovered in 2013, the Pertamina EP Pendopo Lean Sigma DMAIC well service cycle-time improvement study covering 439 well service operations and USD 10.39 million revenue loss and 89 percent cycle time reduction and USD 32,629 per well cost savings, and the Contractzy GCC oil and gas contract management strategic review covering QatarEnergy, ExxonMobil, Shell, BP, and CNPC EPSA and service contract and concession agreement structures in multi-organizational contexts.​

The Pertamina EP Pendopo field study confirmed that from 2021 to 2023, 439 well service operations led to a loss of 124,983 barrels of oil production potential equating to a revenue loss of USD 10,390,215, and that simplifying work steps can reduce operation cycle time by about 20 hours per well or 16.5 percent of the current standard cycle time yielding savings of USD 5,605 per well, and that utilizing a crane to replace a rig has the potential to result in a cycle time reduction of 110 hours per well or 89 percent of the standard cycle time with potential savings of USD 32,629 per well, directly reflecting the DMAIC problem-solving and total productive maintenance and standard work tools taught in Modules 2 and 3. The International Oil and Gas Business Management Training Course curriculum integrates Petroleum Dynamics, Overview of Operational Excellence, Developing Operational Excellence, Corporate Planning Metrics, Types of Financial Models, Different Valuation Approaches, Fundamentals of Oil and Gas Contracts, Types of Upstream Agreements, Approaches to Risk Analysis, and Health, Safety, and Environment to provide comprehensive coverage of international oil and gas business management principles across petroleum dynamics and operational excellence and corporate planning metrics and financial models and valuation approaches and contract fundamentals and upstream agreements and risk analysis and HSE integration domains.​

Why This Course Is Required?

ADNOC OPCOs Lean Six Sigma DMAIC operational excellence governance represents a critical competency where Jean-Pierre et al. confirmed that DMAIC applied to rig-move operations identified over 40 root causes of inefficiency across six fishbone themes and delivered a 61 percent improvement in rig-move performance, a sigma level improvement from 0.81 to 2.62, and 258 additional oil production days recovered in 2013 alone, directly supporting the course’s modules on the operational excellence framework and DMAIC improvement method and continuous improvement culture and frontline engagement. Pertamina EP Pendopo well service improvement demands specialized knowledge where the study confirmed that the full DMAIC cycle — from business process mapping through Pareto analysis and fishbone diagrams and FMEA through work step simplification and SOP development — produced an 89 percent cycle time reduction per well, validating the course’s modules on DMAIC and total productive maintenance and problem solving and standard work and visual management. Contractzy’s GCC contract management review confirmed that GCC energy policies and regulations are constantly evolving and that changes in taxation and investment laws and geopolitical dynamics can directly impact contract terms and that the COVID-19 pandemic caused widespread contract renegotiations, directly supporting the course’s modules on fundamentals of oil and gas contracts and types of upstream agreements.​

International oil and gas business management professionals must master petroleum dynamics including hedging and risk management and pricing management and derivatives and legal and regulatory implications and commodity swaps and options and market benchmarks and basis risk, and the operational excellence framework including DMAIC and voice of the customer and strategy deployment and project pipeline development and prioritization and safety and reliability and cost and productivity as OE performance pillars and Lean and Six Sigma tools embedded in OE management systems, and developing operational excellence through Lean principles and 7 wastes and mistake proofing and problem solving and total productive maintenance and set-up reduction and SMED and 5S and line of sight and continuous improvement culture and frontline engagement and standard work and visual management. They must further understand corporate planning metrics and financial models including NPV and DCF and IRR and ROI and payback period and scenario-based sensitivity testing and three statement model and discounted cash flow model and merger model and IPO model and leveraged buyout model and commodity-linked cash flow modeling and risk-adjusted valuation, and apply proper valuation approaches and contract fundamentals and upstream agreements and risk analysis and HSE methods including cost approach and market approach and NAV assessment and comparables and transaction multiples and host country legislation and drafting and allocation of technical and commercial and political risks and stabilization and fiscal terms and dispute resolution mechanisms and modern concession agreements and PSAs and risk services agreements and scenario planning and portfolio management and stress testing and hedging strategy alignment and safety culture and safety management systems and process safety leadership and barrier management and decarbonization and emissions control and ESG expectations to ensure organizations achieve superior ADNOC OPCOs-class DMAIC rig-move sigma level improvement and enhanced Pertamina EP Pendopo well service 89-percent cycle time reduction and improved Contractzy GCC EPSA and service contract and concession agreement governance excellence. 

Research demonstrates that training is crucial for success, with Jean-Pierre et al. confirming that Lean Six Sigma guarantees continuous improvements and defect reduction which is essential for any business success especially in oil and gas and that good results are guaranteed if all necessary conditions are met initially before taking the process any further and that many tools and concepts used in Lean Sigma are not new in the oil and gas business but that the Lean framework when applied rigorously with the vision and leadership of change can yield effective results by choosing existing knowledge and appropriate statistics tools, while the Pertamina EP Pendopo study confirming that DMAIC methodology is a very effective framework for implementing continuous improvement and that well service operations can be simplified by combining several steps through the application of various innovations developed by employees thereby eliminating several steps that reduce operations time, and Contractzy confirming that those that adapt to digital transformation and mitigate risks effectively and build strong compliant contracts will remain competitive in an evolving global energy landscape confirming the organizational value of training professionals across all ten modules.​

Course Objectives

Upon successful completion, participants will have demonstrated mastery of:

• A comprehensive understanding of managing international oil and gas businesses from petroleum dynamics through HSE across all ten comprehensive modules
• The experience and exposure to multitask and ensure end-to-end management of all functions including ADNOC OPCOs confirmation that DMAIC can be applied successfully to oil and gas industry in drill operations and inventory management and that controlling results is important to guarantee continuous improvements and defect reduction​
• The knowledge and confidence to share best practices including Pertamina EP Pendopo confirmation that DMAIC methodology is a very effective framework for implementing continuous improvement and that SOP development and implementation planning ensures long-term sustainability of improvements​
• The foresight and analytical skills to predict possible challenges including Contractzy confirmation that GCC energy policies and regulations are constantly evolving and that changes in taxation and investment laws and geopolitical dynamics can directly impact contract terms​
• The overall skill set and capabilities to handle responsibilities in oil and gas across any organization including NPV and DCF and IRR and ROI and payback period and scenario-based sensitivity testing and commodity-linked cash flow modeling and risk-adjusted valuation and capital structure impact analysis
• The awareness and knowledge to effectively manage costs through DMAIC and 7 wastes elimination and total productive maintenance and set-up reduction and 5S and standard work and visual management for stable processes delivering measurable cost reduction per well and per operational function​
• The know-how to ensure employee health and safety and welfare through process safety leadership and barrier management and safety management systems and decarbonization and emissions control and evolving ESG expectations​
• The skill to effectively forecast demand and manage supply including hedging strategy alignment with corporate risk appetite and commodity swaps and options for managing price exposure and stress testing business plans against price and policy shocks

Master international oil and gas business management excellence and drive ADNOC OPCOs-class DMAIC operational improvement and Pertamina EP Pendopo-class well service cost reduction and Contractzy GCC contract governance success. Enroll today to become a Certified International Oil and Gas Business Management Professional!

Training Methodology

This International Oil and Gas Business Management Training Course comprises the following training methods:

The training framework includes:

• Expert-led lectures delivered by highly experienced professionals from the relevant international oil and gas business management domain using detailed audio-visual presentations for ease of reference
• Group discussions and activities and projects and role-plays developing practical skills in DMAIC and Lean and Six Sigma tools and NPV and DCF and IRR financial modeling and GCC EPSA and PSA and service contract negotiation and risk analysis and HSE management
• Case studies including the ADNOC OPCOs DMAIC rig-move sigma level improvement from 0.81 to 2.62 and 258 additional oil production days recovered and the Pertamina EP Pendopo DMAIC well service 89-percent cycle time reduction and USD 32,629 per well cost savings and the Contractzy GCC QatarEnergy ExxonMobil Shell BP CNPC EPSA and service contract and concession agreement structures and COVID-19 contract renegotiation dynamics​
• Discussion of relevant case studies helping trainees relate practical operational and commercial and contractual scenarios to the training content and trainee sharing of real workplace experiences discussed in detail by the trainer

This immersive approach fosters practical skill development and real-world application of international oil and gas business management principles through comprehensive coverage of all ten modules with emphasis on measurable operational excellence improvement and financial modeling rigor and GCC contract governance excellence. This program follows the Do-Review-Learn-Apply model, creating a structured learning journey that transforms international oil and gas business management knowledge into operational and commercial results.

Who Should Attend?

This International Oil and Gas Business Management Training Course is designed for:

• Contract managers responsible for preparing and closing contracts through various stages
• Senior members of an organization who need to understand all aspects of international oil and gas business management
• All other functional managers handling various functions in oil and gas organizations
• External and internal auditors responsible for ensuring adherence to international standards and benchmarks
• Quality checkers who need to ensure that quality standards are maintained throughout the sale and purchase process
• Potential investors who need to thoroughly understand the oil and gas business before making investment decisions
• Any other professional who would like to know more about international oil and gas business management

Organizational Benefits

Organizations implementing international oil and gas business management training will benefit through:

• Significantly stronger operational excellence capability where Jean-Pierre et al. confirmed that DMAIC applied to ADNOC OPCOs rig-move operations delivered a 61 percent improvement in rig-move performance and a sigma level improvement from 0.81 to 2.62 and a clear reduction of 13 percent of defects and 258 additional oil production days recovered in 2013 alone and that the same DMAIC and waste elimination tools can be deployed across operational and logistical and inventory management functions to reduce costs and improve reliability, with professionals trained in Modules 2 and 3 better positioned to replicate these results across different operational functions and reduce costs and improve asset utilization and increase investor confidence​
• Measurable well service cost reduction and lost production recovery where the Pertamina EP Pendopo study confirmed that 439 well service operations from 2021 to 2023 caused a revenue loss of USD 10,390,215 and that applying DMAIC through work step simplification and crane-based rigless servicing projects savings of USD 5,605 per well from process simplification and up to USD 32,629 per well from crane-based servicing representing a 94 percent cost reduction per well service job, with organizations whose professionals are trained in DMAIC and total productive maintenance and problem solving and standard work and visual management better placed to identify and systematically eliminate such operational gaps before they compound into multi-million-dollar losses​
• Stronger contract and commercial capability where Contractzy confirmed that effective contract management in the GCC requires navigating constantly evolving taxation and investment laws and geopolitical dynamics and that Saudi Aramco has implemented standardized supplier contracts to ensure consistency and legal clarity and that ADNOC has adopted digital platforms to streamline contract management leveraging AI-driven analytics for risk assessment and that blockchain technology and smart contracts are gaining traction offering enhanced transparency and fraud prevention and automation, with professionals trained in Modules 7 and 8 better able to negotiate favorable enforceable contracts and manage the political and commercial risks inherent in the region​
• Broader organizational benefits including more effective and seamless management of various oil and gas functions and regular review of existing systems and processes for corrections and efficiency improvements and well-predicted and well-managed risks increasing credibility and investments and competitive advantage through better turnaround time and increased employee health and safety in adherence with international standards and effective international contracts through appropriate negotiation and decision-making and operational efficiency

Studies show that organizations implementing comprehensive international oil and gas business management training achieve significantly enhanced outcomes as Jean-Pierre et al. confirms that Lean Six Sigma has many advantages when applied rigorously to the problem regardless of its nature whether operational or managerial or financial or logistic and that good results are guaranteed if all necessary conditions are met initially reinforcing the course’s emphasis on DMAIC and Lean principles and 7 wastes and mistake proofing and total productive maintenance and continuous improvement culture, better organizational outcomes through the Pertamina EP Pendopo study confirming that DMAIC methodology is a very effective framework for implementing continuous improvement and that further improvement potential exists including identifying factors contributing to artificial lift failures and extending well lifetime and reducing frequency of well service confirming the organizational value of training professionals in DMAIC and corporate planning metrics and financial models and valuation approaches, and improved competitive positioning as Contractzy’s confirmation that sustainability and ESG integration are increasingly incorporated into contracts and that Qatar’s North Field Expansion project features innovative LNG supply agreements and that GCC nations are fostering deeper partnerships with global energy firms enabling more flexible and innovative contract structures confirms that organizations benefit from personnel trained across all ten modules of international oil and gas business management.​

Empower your organization with international oil and gas business management expertise. Enroll your team today and see the transformation in DMAIC operational excellence, financial modeling rigor and GCC contract governance excellence!

Personal Benefits

Professionals implementing international oil and gas business management training will benefit through:

• Deeper understanding of ADNOC OPCOs DMAIC operational excellence mastery through Jean-Pierre et al. showing that the success of Lean Six Sigma projects depends critically on team cooperation and communication at all managerial and technical levels and that managers should not fear changes in company policy when evidence-based improvement demands it, with the course’s modules on DMAIC and voice of the customer and strategy deployment and continuous improvement culture and frontline engagement building exactly the confidence and evidence-based language needed to influence senior leadership and drive real process improvements​
• Enhanced Pertamina EP Pendopo DMAIC well service problem-solving mastery through the study showing that applying fishbone diagrams and FMEA with risk priority numbers and Pareto analysis and SMART multi-criteria decision making projected savings of USD 5,605 per well from process simplification and up to USD 32,629 per well from crane-based rigless servicing representing a 94 percent cost reduction per well service job, with the course’s modules on DMAIC and problem solving and financial modeling metrics including NPV and IRR and payback period and sensitivity testing building the analytical rigor required to identify and quantify and present improvement opportunities that secure management buy-in​
• Stronger Contractzy GCC contract structure and risk allocation mastery through the strategic review demonstrating that professionals who understand the structural differences between EPSAs and service contracts and concession agreements and who can negotiate stabilization clauses and fiscal terms and force majeure provisions and indemnity clauses are far better equipped to close contracts that protect their organizations during price volatility events, with the course’s modules on fundamentals of oil and gas contracts and types of upstream agreements directly building that legal and commercial and political risk competency​
• Advanced expertise in international oil and gas business management principles, ADNOC OPCOs DMAIC operational excellence and Pertamina EP Pendopo well service cost reduction and Contractzy GCC contract structure governance methodologies, and petroleum dynamics and operational excellence and corporate planning metrics and financial models and valuation approaches and contract fundamentals and upstream agreements and risk analysis and HSE integration domains
• Enhanced career prospects and marketability in petroleum trading and risk management, operational excellence and continuous improvement, corporate financial planning and modeling, oil and gas asset valuation, upstream contract negotiation, GCC contract management, and international business development roles
• Increased knowledge and confidence to review existing processes and systems and bring about changes for leaner operations and automation to reduce manual intervention and enhanced negotiation skills to successfully secure and close contracts at an international level demonstrating potential and skill
• Superior analytical and strategic skills for effective demand and supply forecasting and planning and greater capabilities to explore opportunities and successfully undertake these at an international level increasing avenues for career growth and progression.

Course Outline

The course covers the following topics for understanding international oil and gas business management:

Module 1 – Petroleum Dynamics

• Hedging – Risk Management
• Pricing Management
• Derivatives
• Legal and regulatory implications
• Commodity swaps and options for managing price exposure
• Market benchmarks and basis risk across global trading hubs

Module 2 – Overview of Operational Excellence in the Oil and Gas Industry

• Operational Excellence Framework
• DMAIC (Define, Measure, Analyse, Improve & Control) improvement method
• Voice of the customer
• Strategy deployment
• Project pipeline development and prioritisation
• Safety, reliability, cost and productivity as OE performance pillars
• Lean and Six Sigma tools embedded in OE management systems

Module 3 – Developing Operational Excellence

• Lean principles
• 7 wastes
• Mistake proofing
• Problem solving
• Total productive maintenance
• Set-up reduction/SMED
• 5S
• Line of sight
• Continuous improvement culture and frontline engagement
• Standard work and visual management for stable processes

Module 4 – Few Corporate Planning Metrics

• Net present value (NPV)
• Discounted cash flow (DCF) return/Internal rate of return (IRR)
• Return on investment (ROI)
• Payback period and project breakeven price assessment​
• Scenario-based sensitivity testing of key value drivers

Module 5 – Types of Financial Models

• Three statement model
• Discounted cash flow model
• Merger model
• Initial public offering model
• Leveraged buyout model
• Sum of the parts model
• Consolidation model
• Budget model
• Forecasting model
• Option pricing model
• Commodity-linked cash flow modelling for upstream and downstream
• Risk-adjusted valuation and capital structure impact analysis

Module 6 – Different Valuation Approaches

• Cost approach
• Market approach
• Discounted cash flow approach
• Net asset value (NAV) assessment for reserves and infrastructure​
• Comparables and transaction multiples in energy M&A

Module 7 – Fundamentals of Oil and Gas Contracts

• Infrastructure development
• Boundary disputes
• Host country legislation
• Drafts and drafting
• Fundamental legal principles
• Allocation of technical, commercial and political risks in contracts
• Stabilisation, fiscal terms and dispute resolution mechanisms

Module 8 – Types of Upstream Agreements

• Modern concession agreements
• Production sharing agreements
• Risk services agreements
• Control, reward and risk allocation differences across regimes
• Hybrid fiscal frameworks adapting PSC and concession features

Module 9 – Approaches to Risk Analysis

• Scenario planning
• Quantitative modelling
• Portfolio management
• Stress testing business plans against price and policy shocks
• Hedging strategy alignment with corporate risk appetite

Module 10 – Health, Safety, and Environment

• Health considerations
• Safety culture
• Safety management systems
• Environmental considerations
• Current environmental concerns
• Process safety leadership and barrier management in operations
• Decarbonisation, emissions control and evolving ESG expectations

Real World Examples

ADNOC OPCOs (Abu Dhabi) – Lean Six Sigma DMAIC for rig-move and inventory optimization

Implementation: Jean-Pierre et al. confirmed that DMAIC applied to ADNOC OPCOs rig-move operations systematically mapped the as-is process and identified over 40 root causes of inefficiency across six fishbone themes and implemented a revised should-be process map with 70 percent of new recommendations put into effect immediately and that a second DMAIC project applied Lean to inventory optimization for a GCC drilling contractor managing offshore equipment and drill ships demonstrating that the same DMAIC and waste elimination tools can be deployed across operational and logistical and inventory management functions and not just in process plants. The study confirmed that Six Sigma is a management philosophy developed by Motorola in 1986 requiring setting extremely high objectives and collecting data and analyzing results to reduce defects and that Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste combining Lean manufacturing and Six Sigma to eliminate eight kinds of waste including time and inventory and motion and waiting and overproduction and over-processing and defects and skills, directly reflecting the 7 wastes and DMAIC and Lean principles and mistake proofing and total productive maintenance and continuous improvement culture content taught in Modules 2 and 3 of this course.​

Results: Jean-Pierre et al. confirmed that a clear reduction of 13 percent of defects was noticeable where total rig-moves were 23 and those that went beyond the business plan were only 3 and that sigma levels improved from 0.81 to 2.62 and a 61 percent improvement in rig-move performance was achieved starting from 2012 and that an additional 258 days of oil production opportunity was achieved for year 2013 and that controlling results was important to guarantee continuous improvements and defect reduction and that team hard work with continuous communication with management is essential for efficient success of the process. The case study further confirmed that policies established in a company should not be considered as sacrosanct but should be revisited and updated on a continuous basis to achieve the highest benefits for the business, confirming in precise operational terms how the operational excellence framework and DMAIC and Lean principles and continuous improvement culture and frontline engagement knowledge the course builds through Modules 2 and 3 directly addresses the documented root causes of upstream and midstream operational inefficiency.​

Pertamina EP – Pendopo Field (Indonesia): DMAIC well-service cycle-time improvement

Implementation: The Pertamina EP Pendopo study confirmed that Pendopo is one of Indonesia’s oldest oil and gas fields discovered in 1912 and that as a mature field whose oil wells can no longer flow naturally the field uses several types of artificial lifts to produce oil and that from 2021 to 2023 439 well service operations led to a loss of 124,983.67 barrels of oil production potential equating to a revenue loss of USD 10,390,215.13 and that waiting time from when a well stops producing until it can be produced again including queue time and service time is the primary driver of lost production opportunities. The DMAIC framework was applied through the Define phase mapping the well service business process using BPMN and the Measure phase using Pareto charts and descriptive statistics to identify that SRP wells have the most dominant impact on revenue loss and the Analyze phase using fishbone diagrams and FMEA with risk priority numbers to identify that wells with parted sucker rod problems requiring the pump pulled out for troubleshooting have the highest RPN of 567 and that rig limitations in lifting or pulling speed have the second highest RPN of 486 and the Improve phase selecting Alternative C of simplifying the well service operation process and utilizing cranes as alternative equipment through SMART multi-criteria decision making with a weighted aggregate benefit score of 84.3 compared to 72.0 for Alternative B and 7.8 for Alternative A.​

Results: The study confirmed that simplifying work steps through the application of the Tubing Tester Set innovation can reduce cycle time by 20 hours per well or 16.5 percent of the current standard cycle time yielding savings of USD 5,605 per well and that the opportunity to utilize a crane through the Mousetrap Revolution MOTION tool to replace a rig on certain jobs has the potential to result in a cycle time reduction of 110 hours per well or 89 percent of the current standard cycle time with potential savings of USD 32,629 per well or 94 percent of the cost of well service using a rig. The Control phase confirmed that an implementation plan and Standard Operating Procedure will be developed to ensure long-term sustainability of improvements including criteria selection and scope of work and equipment specifications and personnel qualifications and responsibilities and detailed step-by-step work instructions and safety measures, confirming precisely how the DMAIC and total productive maintenance and problem solving and standard work and SOP governance knowledge the course builds through Modules 2 and 3 generates measurable financial value in real upstream operations.​

QatarEnergy, ExxonMobil, Shell, BP, and CNPC – GCC contract structures and risk allocation

Implementation: Contractzy confirmed that the GCC oil and gas sector relies on various contract structures including Exploration and Production Sharing Agreements where Qatar Petroleum has EPSAs with global firms including ExxonMobil and Shell for offshore gas field exploration and Service Contracts where Iraq’s agreements with BP and CNPC compensate firms for developing fields without owning reserves and Joint Ventures such as the Saudi Aramco and TotalEnergies joint venture behind the SATORP refinery and Concession Agreements such as the UAE’s concession agreements with Occidental Petroleum and Gas Supply Agreements such as the Dolphin Gas Project delivering Qatari natural gas to the UAE and Oman. The strategic review further confirmed that each GCC nation has a unique legal framework governing oil and gas contracts including state ownership and control where Saudi Aramco manages Saudi Arabia’s oil resources and regulates foreign investment through joint ventures and local content requirements such as the UAE’s In-Country Value ICV program and environmental and safety regulations such as Oman’s stringent environmental assessments for offshore drilling and taxation and royalties where Qatar’s LNG contracts offer specific tax exemptions to attract foreign investment, directly reflecting the host country legislation and fundamental legal principles and allocation of technical and commercial and political risks and stabilization and fiscal terms and dispute resolution content in Module 7.​

Results: Contractzy confirmed that the COVID-19 pandemic caused severe price volatility leading to widespread contract renegotiations and that the Russia-Ukraine conflict caused significant delays in equipment deliveries for GCC drilling projects emphasizing the need for contingency planning and that Saudi Aramco has implemented standardized supplier contracts to ensure consistency and legal clarity and that ADNOC has adopted digital platforms to streamline contract management leveraging AI-driven analytics for risk assessment and that blockchain technology and smart contracts are gaining traction offering enhanced transparency and fraud prevention and automation. The strategic review confirmed that those who adapt to digital transformation and mitigate risks effectively and build strong compliant contracts will remain competitive and that Qatar’s North Field Expansion project features innovative LNG supply agreements and that GCC nations are fostering deeper partnerships with global energy firms enabling more flexible and innovative contract structures, confirming in precise commercial terms how the fundamentals of oil and gas contracts and types of upstream agreements and approaches to risk analysis knowledge the course builds through Modules 7, 8, and 9 is directly relevant to real company-level strategic decisions.​

Be inspired by leading international oil and gas business management achievements. Register now to build the skills your organization needs for ADNOC OPCOs-class DMAIC operational excellence and Pertamina EP Pendopo-class well service cost reduction and Contractzy GCC contract governance success!