26 September, 2016 | Aberdeen, Scotland

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Download the Agenda

Download the Asset Integrity Management Summit 2016 Agenda today and learn more on how to ensure the integrity of your assets whilst maximising ROI at our 11th Asset Integrity Management Summit by:

  • Learning how Cairn India saved £100,000 in maintenance costs through critical assessment and evaluation 
  • Hearing how BG Group cut costs by 50% using project optimisation and operational efficiency strategies 
  • Attending Uniper Energy’s roundtable discussion on International Asset Integrity Maintenance and Management – How did they extend the life cycle of their structures by a minimum of 40% 
  • Exploring new innovative pieces of technology at our Three Series Technology Demonstration Segments – Start saving between 15% - 60%



In a low oil price environment, oil and gas operators are now engaging in price-responsive strategies and the optimisation of existing assets. In the North Sea, many of these operating companies are looking at ways to re-evaluate maintenance, inspection and HSE practices to make ends meet.

The following statistics are based on a recent survey of thousands of asset integrity professionals working in the field today and makes some very interesting reading.


Sample Delegate List AIM 2016

The 11th Annual Asset Integrity Management Summit is rapidly approaching.  Take a look at the sample delegate list to get an idea who you will meet at the event. 

Asset Integrity: Achieving Performance Excellence Through Operational Discipline

“The stage after crisis is chaos”

As the price of oil continued its nosedive to levels last seen more than a decade ago, the oil and gas world continued to bear the brunt of swingeing cuts and plunging profits. The sector is in the worst slump for forty years: the days of $140 a barrel are ancient history.

There is hurricane on the horizon, and those in the asset integrity field are being tasked with steering a sinking ship through the storm. We assembled a room full of seasoned operational excellence (OE) professionals and quizzed them on how to go about making ends meet with in tough times through with an operational excellence approach. The following article highlights their thoughts….

Creating a Culture of High Reliability: An Interview with the Nuclear Navy

The dip in oil prices of more than 70 per cent in the past 18 months has put palpable strain on oil and gas companies to make ends meet while still maintaining standards in productivity and safety.

In this interview, we speak with the former commanding office of a US Navy Los Angeles-class nuclear submarine about how the unwritten skills he learned in his years of military service can be perfectly applied to create a high reliability organisation in the business world.

Organisational Effectiveness: Engaging, Enhancing and Enforcing Excellence

Given the current oil price downturn, hydrocarbons companies across the globe are under more pressure to perform with less resource and shrinking workforces.

This is where organisational effectiveness can play a starring role part, in terms of managing structure, change and communication to the grassroots of an organisation, as well as consistency and efficacy of decision making.

In this interview, we speak with a veteran of organisational effectiveness in the petrochemical industries about the way organisational effectiveness has changed one of the world’s largest


Infographic: Asset Integrity / HSE Success Wheel

In the long-run, a company is only as good as the assets it maintains, which makes the process of asset integrity the single most important task that an oil company undertakes. The fundamental functions that fall within the asset integrity spectrum can best be divided into three distinct skill subsets: production, process and people.

In this interactive infographic, we outline the 24 essential criteria that need to form part of a winning and disaster-proof AIM/HSE programme. This is an invaluable resource to sustain your focus on the critical elements that ensure that integrity is always maintained at an onshore or offshore asset.

Asset Integrity: Rust In The Wind

This infographic presents the results of our survey of the asset integrity community on where they saw their opportunities and challenges for 2015 and beyond.


Five Essential Steps To Change Management Success In Oil & Gas

In 1996, John P. Kotter, one of the leading-lights in the field of leadership and transformation, asserted that less than one third of change management projects achieve their stated goals. This statistic has barely changed in the intervening 20 years. In the business world, oil and gas companies are the enterprises most in need of accelerated change management for a number of reasons, prime amongst which are: The Great Crew Change, Technological Advancement and Evolving Business Drivers.

Once change management has risen to the top of your corporate agenda and the Top Brass have agreed that the process must go forward – only then does the fun begin.

Here at Oil and Gas IQ we have bumped heads with our counterparts at the PEX Network to put together a list of five essential steps to follow when change management is afoot in your organisation.... 

SPECIAL REPORT: Safety First? Are We Really Embracing Best Available Safest Technology?

Across the world the oil and gas industry makes great claims to have embraced ‘Best Available and Safest Technology’ (BAST).
In this e-book, Derek Park follows up some of the responses to his article 'Never Say Never Again’ which looked at the lessons learned from major incidents.

He also looks at some technology which challenges convention in pursuit of better solutions in the most crucial areas of well construction.


The Psychology of Process Safety: How to Bridge the Mental Gap

When disaster strikes at an oil and gas facility, it is the people on the ground that feel the immediate impact. But exactly how much of process safety success is predicated on senior managers that might be countries or continents apart? In this exclusive interview with Dr Laura Fruhen, Research Fellow at the Industrial Psychology Research Centre at the University of Aberdeen, we touch on the tangible importance of senior manager leadership in process safety culture story.

In the course of the interview, Dr Fruhen covers:

  • Questions any manager should ask to find out if they really understand safety issues

  • “Social competence” and its relation to process safety

  • How senior managers control their safety commitment

  • Practical steps to help manager optimise the trickle down effect of process safety

  • The importance of communication and leadership in buy-in to safety culture

  • How to bridge the disconnect between senior managers and  staff

  • The importance of an open reporting culture and hearing both the good and bad news

  • Balancing contact through personal presence and delegation through subordinates

  • The linguistic aspects of the promotion of safety culture throughout an organisation

Prefer to read the interview? You can download a transcript version of the podcast here.

Five ways to make PAS 55 work for your organisation

In this exclusive interview, Oil & Gas IQ’s Tim Haïdar asks Mel Karam, Director of Asset Management at Southern Water, for the five main ways to make PAS 55 work in any asset-heavy organisation.

PAS 55 is the British Standards Institution's (BSI) Publicly Available Specification for the optimised management of physical assets - it provides clear definitions and a 28-point requirements specification for establishing and verifying a joined-up, whole-life management system for all types of physical assets.   

Mel was previously Director of Asset Management at Thames Water, and prior to that, Network Director at Scotia Gas Networks responsible for managing a third of England and Scotland gas distribution network Assets. He brings more than 15 years professional asset management experience to Southern Water. Prior to working for Scotia Gas Networks, Mel performed in a number of senior management roles in National Grid, Transco and British Gas. As well as his experience as an Asset Management practitioner, Mel has contributed to the development of asset management as a discipline in the UK through his professional involvement in the Institute of Asset Management.

How To Double Asset Life And Halve Shutdown Time

In this exclusive interview with Oil & Gas iQ, Martin Sedgwick, Head of Asset Management at ScottishPower, expounds on the benefits of how cross-industry learning can help companies drastically reduce their outlays and turnaround times in their assets.

On joining ScottishPower in 2001, Martin worked as the Station Manager at Longannet Power Station, responsible for the management of the 2400MW coal fired power plant in central Scotland.

In 2007, Martin was appointed to his current role with the aim of developing the groups asset strategy in line with PAS 55 and developing an integrated approach to operations, maintenance and engineering including developing a new risk approach to asset management.

Prior to joining ScottishPower, Martin worked in a range of power plants, including coal, nuclear and CCGT’s in commissioning, operations, maintenance and engineering.

In the course of his interview, Martin touches on:

  • How the oil and gas industry could benefit from looking at other business sectors and their integrity programmes

  • Specific areas in which oil operators can learn from power companies

  • What ScottishPower is currently doing to innovate their asset strategy

  • How RBI and real-time condition monitoring can halve shutdown times

  • His opinions on how the Great Crew Change will affect the asset integrity field.  

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