TECHNICAL PROGRAMME | Energy Leadership – Future Pathways
Human Capital - Attracting, Training and Retaining
Forum 30 | Digital Poster Plaza 5
30
April
10:00
12:00
UTC+3
Our industry is working on strategies in harsh markets to attract the best talent, in competition with other key industries striving for the same goal. The main aim of this forum is to discuss the practices and solutions required to attract the best talent and ensure we develop and retain that talent in our industry. How can we make the oil, gas and energy sector more attractive for talent development? What are the tools required to provide the best training is a question we must regularly consider. Demonstrating that we are focused on talent management is essential in this competitive market to guarantee development of the next generation.
Human Intelligent (HI) 5.0: Innovation, AI, and Inclusion in Talent Development for the Energy Industry
In an era of digital transformation and intense inter-industry competition, the oil, gas, and energy sector must rethink traditional approaches to human capital management. Attracting, training, and retaining top talent—especially the entrepreneurial and purpose-driven Gen Z workforce—demands a shift towards innovation, transparency, and flexibility. This forum will explore forward-looking strategies that empower employees and align individual growth with organizational development.
The modern employee seeks more than job security; they aspire to autonomy, creativity, and continuous learning. Organizations can leverage AI tools like ChatGPT, Grok to complement their time consuming repetitive works by own GPTs, AI-based learning platforms like , Udemy memberships, and structured competitive exams to offer equitable growth paths. Promotions driven by performance in such assessments foster a merit-based environment, minimizing biases and creating clarity in career progression.
Introducing an Human Intelligent (HI) 5.0 ,an AI-powered internal job mobility ecosystem—where all new roles are listed and matched with employee profiles using data on experience, completed training, past performance, and team feedback—can democratize job opportunities. Employees can opt into new roles, enabling talent circulation and minimizing stagnation.
Further, a dynamic "Work Score" system—similar to a credit score—can be implemented to evaluate employees using quantifiable KPIs. These may include project complexity, punctuality, leaves taken, publication record, involvement in business development, participation in higher education or technical forums, and peer reviews. This transparent and evolving score can guide promotions, role assignments, and rewards, replacing subjective evaluations with data-driven fairness. AI tools can make this seamless and real-time.
Additionally, fostering a culture that encourages hobbies and personal interests can nurture creativity and psychological well-being. Offering flexible work arrangements and vacation-based ideation retreats—where teams initiate projects in stimulating environments—can boost engagement and innovation. Encouraging employees to run parallel innovation projects also helps develop entrepreneurial thinking, and some projects may eventually be integrated into the company itself.
In today’s workforce environment, where both partners often work and family structures are leaner, flexibility and purpose are non-negotiable. By embracing adaptive training, transparent internal mobility, and AI-enhanced performance systems, the energy industry can position itself as a progressive, attractive, and humane employer. This forum aims to share insights and best practices to ensure we are not only recruiting the best but also continuously developing and retaining them—building a future-ready, inspired, and resilient workforce.
In an era of digital transformation and intense inter-industry competition, the oil, gas, and energy sector must rethink traditional approaches to human capital management. Attracting, training, and retaining top talent—especially the entrepreneurial and purpose-driven Gen Z workforce—demands a shift towards innovation, transparency, and flexibility. This forum will explore forward-looking strategies that empower employees and align individual growth with organizational development.
The modern employee seeks more than job security; they aspire to autonomy, creativity, and continuous learning. Organizations can leverage AI tools like ChatGPT, Grok to complement their time consuming repetitive works by own GPTs, AI-based learning platforms like , Udemy memberships, and structured competitive exams to offer equitable growth paths. Promotions driven by performance in such assessments foster a merit-based environment, minimizing biases and creating clarity in career progression.
Introducing an Human Intelligent (HI) 5.0 ,an AI-powered internal job mobility ecosystem—where all new roles are listed and matched with employee profiles using data on experience, completed training, past performance, and team feedback—can democratize job opportunities. Employees can opt into new roles, enabling talent circulation and minimizing stagnation.
Further, a dynamic "Work Score" system—similar to a credit score—can be implemented to evaluate employees using quantifiable KPIs. These may include project complexity, punctuality, leaves taken, publication record, involvement in business development, participation in higher education or technical forums, and peer reviews. This transparent and evolving score can guide promotions, role assignments, and rewards, replacing subjective evaluations with data-driven fairness. AI tools can make this seamless and real-time.
Additionally, fostering a culture that encourages hobbies and personal interests can nurture creativity and psychological well-being. Offering flexible work arrangements and vacation-based ideation retreats—where teams initiate projects in stimulating environments—can boost engagement and innovation. Encouraging employees to run parallel innovation projects also helps develop entrepreneurial thinking, and some projects may eventually be integrated into the company itself.
In today’s workforce environment, where both partners often work and family structures are leaner, flexibility and purpose are non-negotiable. By embracing adaptive training, transparent internal mobility, and AI-enhanced performance systems, the energy industry can position itself as a progressive, attractive, and humane employer. This forum aims to share insights and best practices to ensure we are not only recruiting the best but also continuously developing and retaining them—building a future-ready, inspired, and resilient workforce.
Knowledge-intensive organizations in the energy sector have long grappled with the “knowledge-sharing prisoner's dilemma,” where individual motivations to withhold achievements lead to collective inefficiency and data silos. When individuals conceal knowledge driven by short-term incentives, the entire organization bears systemic costs—including redundant tasks, stalled innovation processes, exacerbated data silos, and structural challenges in talent development and retention.
To fundamentally reverse this negative cycle, this report innovatively proposes building a “positive feedback flywheel for research sharing” powered by large language models (LLMs). This flywheel is driven by three core algorithms: contribution rewards based on Shapley values, LLM credibility verification, and GNN-driven intelligent recommendations. This approach does not merely treat LLMs as productivity tools but deeply embeds them as intelligent infrastructure that propels organizational culture from ‘hoarding’ to “sharing.” This flywheel mechanism operates through three interconnected phases: First, LLMs function as intelligent R&D assistants, significantly accelerating individual researcher efficiency and delivering immediate, tangible rewards. Second, this enhanced efficiency motivates researchers to share their data and knowledge via the platform, thereby earning quantifiable recognition and rewards for their contributions. Finally, the vast amounts of high-value data generated through sharing continuously feed back into the large model, creating powerful network effects that attract more participants and contributions, ultimately achieving exponential growth in research efficiency.
The efficacy of this intervention will be empirically validated through a Stepped-Wedge Cluster Randomized Trial (SW-CRT) involving 14 research departments in China Petroleum Safety and Environmental Protection Technology Research Institute. By altering the game's payoff matrix from competition to cooperation, this algorithm-driven model offers a replicable blueprint for energy organizations to unlock collective intelligence and accelerate innovation in energy safety and energy research.
Co-author/s:
Kai Zhang, Professor, China University of Petroleum.
To fundamentally reverse this negative cycle, this report innovatively proposes building a “positive feedback flywheel for research sharing” powered by large language models (LLMs). This flywheel is driven by three core algorithms: contribution rewards based on Shapley values, LLM credibility verification, and GNN-driven intelligent recommendations. This approach does not merely treat LLMs as productivity tools but deeply embeds them as intelligent infrastructure that propels organizational culture from ‘hoarding’ to “sharing.” This flywheel mechanism operates through three interconnected phases: First, LLMs function as intelligent R&D assistants, significantly accelerating individual researcher efficiency and delivering immediate, tangible rewards. Second, this enhanced efficiency motivates researchers to share their data and knowledge via the platform, thereby earning quantifiable recognition and rewards for their contributions. Finally, the vast amounts of high-value data generated through sharing continuously feed back into the large model, creating powerful network effects that attract more participants and contributions, ultimately achieving exponential growth in research efficiency.
The efficacy of this intervention will be empirically validated through a Stepped-Wedge Cluster Randomized Trial (SW-CRT) involving 14 research departments in China Petroleum Safety and Environmental Protection Technology Research Institute. By altering the game's payoff matrix from competition to cooperation, this algorithm-driven model offers a replicable blueprint for energy organizations to unlock collective intelligence and accelerate innovation in energy safety and energy research.
Co-author/s:
Kai Zhang, Professor, China University of Petroleum.
The Industry Challenge
The global oil and gas industry is facing a "perfect storm" of talent management challenges:
Our Strategic Response – Learning as an Investment
Our answer to this challenge is a fundamental shift in perspective:
The Data Doesn't Lie
94% of employees would stay at a company longer if it invested in their learning and development.
70% of employees say training in new skills has helped them become more productive and confident in their status.
Our Case Study
At Gazprom Neft, we have moved from theory to practice by creating a comprehensive learning evaluation system.
Focus: Leadership development programs honing specific skills: effective feedback, conducting productive meetings, and data visualization for team performance.
Multi-Format Approach: We utilize a blend of online and offline formats, micro-learning, digital simulators for skill practice, focus groups, and in-depth interviews.
Multi-Level Evaluation: Our assessment goes beyond simple satisfaction.
This project now covers 80% of all key asset leaders across the company.
This project is unique due to its scale and the high level of detail in its execution.
Conclusion & Call to Action:
An effective educational evaluation system is the key to transforming a Corporate University from a cost center into a factory that produces loyal and highly effective employees. This is a critical success factor for the entire industry's future.
Without measuring skill application and business impact, we are flying blind.
The global oil and gas industry is facing a "perfect storm" of talent management challenges:
- The "Brain Drain": We are experiencing intense competition for talent from the IT sector and green energy companies, who are perceived as more innovative and future-oriented.
- An Aging Workforce: Critical knowledge and unique competencies are retiring, creating a significant experience gap.
Our Strategic Response – Learning as an Investment
Our answer to this challenge is a fundamental shift in perspective:
- Educational programs are not merely an expense; they are a strategic tool for attracting and developing key specialists.
- It is crucial to fight for human capital in an increasingly complex environment.
- We must stop viewing learning as a cost center and start transforming it into tangible investments (Human CAPEX).
The Data Doesn't Lie
94% of employees would stay at a company longer if it invested in their learning and development.
70% of employees say training in new skills has helped them become more productive and confident in their status.
Our Case Study
At Gazprom Neft, we have moved from theory to practice by creating a comprehensive learning evaluation system.
Focus: Leadership development programs honing specific skills: effective feedback, conducting productive meetings, and data visualization for team performance.
Multi-Format Approach: We utilize a blend of online and offline formats, micro-learning, digital simulators for skill practice, focus groups, and in-depth interviews.
Multi-Level Evaluation: Our assessment goes beyond simple satisfaction.
- Reaction & Knowledge: Measuring initial engagement and knowledge acquisition.
- Application & Behavior: The core of our system—annually evaluating the application of skills on the job and using this data to form individual development plans for each leader.
This project now covers 80% of all key asset leaders across the company.
This project is unique due to its scale and the high level of detail in its execution.
Conclusion & Call to Action:
An effective educational evaluation system is the key to transforming a Corporate University from a cost center into a factory that produces loyal and highly effective employees. This is a critical success factor for the entire industry's future.
Without measuring skill application and business impact, we are flying blind.
In today’s competitive job market, the energy sector is in a constant race to attract, develop, and retain the best talent. In Japan, these challenges are intensified by a shrinking labor pool and an aging workforce. Against this backdrop, the nation’s unique shinsotsu (new graduate) hiring system offers both obstacles and opportunities for building a sustainable, diverse talent pipeline—particularly for women.
Despite women representing over 30% of STEM graduates in Japan, they make up only about 11% of the energy sector workforce (Ministry of Economy, Trade and Industry of Japan, 2024). This disparity is less about ability and more about perception: many graduates see the sector as rigid, male-dominated, and misaligned with their career aspirations. From my own recent experience as a job-seeking student, I prioritized work–life balance and purpose-driven work, yet the energy sector was not immediately visible as a viable option. It took time before I discovered the opportunities within oil and gas, which left me with the impression that the industry is not reaching as many potential candidates as it could. This gap represents a missed chance to connect with exactly the type of diverse, motivated talent the sector needs.
This presentation will break down what new graduates prioritize when choosing an employer—job stability, work–life balance, career development, purpose-driven work, inclusive culture, and flexibility—drawing from national surveys, international benchmarks, and firsthand observations as a second-year employee in the sector. It will also examine how these priorities can be leveraged to make the energy industry a more attractive career destination.
A core focus will be on practical examples from JAPEX (Japan Petroleum Exploration Co., Ltd.), including outreach to female STEM students, mentorship programs and cross-functional training. By connecting graduate priorities with tangible initiatives, the presentation will propose a replicable model for attracting and retaining diverse talent from the very start of their careers.
In a rapidly changing energy landscape, success will belong to companies that treat early engagement and inclusion as strategic imperatives—not optional enhancements.
Despite women representing over 30% of STEM graduates in Japan, they make up only about 11% of the energy sector workforce (Ministry of Economy, Trade and Industry of Japan, 2024). This disparity is less about ability and more about perception: many graduates see the sector as rigid, male-dominated, and misaligned with their career aspirations. From my own recent experience as a job-seeking student, I prioritized work–life balance and purpose-driven work, yet the energy sector was not immediately visible as a viable option. It took time before I discovered the opportunities within oil and gas, which left me with the impression that the industry is not reaching as many potential candidates as it could. This gap represents a missed chance to connect with exactly the type of diverse, motivated talent the sector needs.
This presentation will break down what new graduates prioritize when choosing an employer—job stability, work–life balance, career development, purpose-driven work, inclusive culture, and flexibility—drawing from national surveys, international benchmarks, and firsthand observations as a second-year employee in the sector. It will also examine how these priorities can be leveraged to make the energy industry a more attractive career destination.
A core focus will be on practical examples from JAPEX (Japan Petroleum Exploration Co., Ltd.), including outreach to female STEM students, mentorship programs and cross-functional training. By connecting graduate priorities with tangible initiatives, the presentation will propose a replicable model for attracting and retaining diverse talent from the very start of their careers.
In a rapidly changing energy landscape, success will belong to companies that treat early engagement and inclusion as strategic imperatives—not optional enhancements.
Education is the cornerstone of societal progress and individual empowerment. The first Prime Minister of India and architect of the modern Indian nation-state Jawaharlal Nehru proposed that, “ancient mind” could not use modern technology. Technology is irreplaceable tool considering the need of meeting today’s demand, but the engine of the production is Human capital.
Recognizing this, transforming oil wealth into Human capital as the most sustainable resource for development became very important priority for majority of countries. Attraction of perspective researchers and think tanks, adding more intelligence into operations and focusing on conservation and effective use of scarce resources have always been invaluable part of progress in oil industry.
One of the prominent tools to cultivate human capital equipped with modern skills essential for the rapid development is financing of education in prestigious universities through state support and scholarship programs.
Because, studying in advanced economy countries away from home helps to experience diverse learning environments that foster adaptability, cross-cultural understanding and a global mindset which are essential traits for leadership in the energy sector. Citizens who get educated break the cycle of poverty as successful graduates secure better job opportunities, higher incomes and improved living standards. Access to outstanding global education for students from diverse socioeconomic backgrounds reduce financial inequality and broaden intellectual horizons, boost academic enrichment and create valuable professional connections. Moreover, sponsoring education of citizens of tomorrow increases economic growth due to knowledge transfer and bringing novelty to the country.
In case of Azerbaijan oil wealth has positively shaped the future of nearly 6000 students via State Scholarship programme, equipping them with knowledge, global perspectives, and leadership skills to build a better world both at home and abroad. The State Program serves as a strategic investment in energy leadership, human capital development, and talent retention, ensuring that the nation produces skilled professionals capable of advancing economic and technological growth.
One of the main features that makes program so unique is that Azerbaijanis admitted to the Top – 10 Universities are eligible to study in any field apart from priority specialties. This empower gifted individuals to overcome socioeconomic barriers and give access to quality education at prestigious institutions irrespective of financial status.
By bridging academia and industry and linking education to energy leadership, countries investing in higher education demonstrate how strategic human capital investment drives both national growth and global engagement. The State Programs exemplify a holistic approach to talent development, combining equitable access, international experience, and professional training. This ensures that Azerbaijan’s youth not only thrive academically but also emerge as visionary leaders, capable of shaping a resilient, innovative, and globally connected nation.
Recognizing this, transforming oil wealth into Human capital as the most sustainable resource for development became very important priority for majority of countries. Attraction of perspective researchers and think tanks, adding more intelligence into operations and focusing on conservation and effective use of scarce resources have always been invaluable part of progress in oil industry.
One of the prominent tools to cultivate human capital equipped with modern skills essential for the rapid development is financing of education in prestigious universities through state support and scholarship programs.
Because, studying in advanced economy countries away from home helps to experience diverse learning environments that foster adaptability, cross-cultural understanding and a global mindset which are essential traits for leadership in the energy sector. Citizens who get educated break the cycle of poverty as successful graduates secure better job opportunities, higher incomes and improved living standards. Access to outstanding global education for students from diverse socioeconomic backgrounds reduce financial inequality and broaden intellectual horizons, boost academic enrichment and create valuable professional connections. Moreover, sponsoring education of citizens of tomorrow increases economic growth due to knowledge transfer and bringing novelty to the country.
In case of Azerbaijan oil wealth has positively shaped the future of nearly 6000 students via State Scholarship programme, equipping them with knowledge, global perspectives, and leadership skills to build a better world both at home and abroad. The State Program serves as a strategic investment in energy leadership, human capital development, and talent retention, ensuring that the nation produces skilled professionals capable of advancing economic and technological growth.
One of the main features that makes program so unique is that Azerbaijanis admitted to the Top – 10 Universities are eligible to study in any field apart from priority specialties. This empower gifted individuals to overcome socioeconomic barriers and give access to quality education at prestigious institutions irrespective of financial status.
By bridging academia and industry and linking education to energy leadership, countries investing in higher education demonstrate how strategic human capital investment drives both national growth and global engagement. The State Programs exemplify a holistic approach to talent development, combining equitable access, international experience, and professional training. This ensures that Azerbaijan’s youth not only thrive academically but also emerge as visionary leaders, capable of shaping a resilient, innovative, and globally connected nation.
The global energy transition is a profound societal shift, yet its success is fundamentally contingent on public acceptance and trust. This paper argues that the persistent gap between expert consensus and public understanding is not merely a lack of information but a complex challenge rooted in social and psychological dynamics. To address this, we propose an interdisciplinary framework for energy literacy that transcends a purely cognitive approach.
Drawing on foundational theories from sociology and psychology, this framework integrates key theoretical insights to model public engagement. From a sociological perspective, concepts such as social capital (Bourdieu) and social identity theory are used to explain how community bonds and group affiliations shape attitudes toward energy policy. From a psychological standpoint, the model incorporates principles from Prospect Theory (Kahneman & Tversky) to analyze public risk perception and Theory of Planned Behavior (Ajzen) to understand the drivers of pro-environmental actions.
The proposed framework conceptualizes energy literacy as a multi-dimensional construct encompassing not only factual knowledge but also affective, behavioral, and social components. This theoretical approach provides a robust lens for policymakers and communicators to move beyond simplistic information dissemination. It offers a new methodology for designing engagement strategies that are sensitive to the underlying psychological biases and sociological structures that influence public trust. Ultimately, this work contributes a conceptual tool to bridge the human-centered and technical divides, paving the way for a more inclusive and effective energy future for all.
Keywords: Energy Transition, Public Engagement, Energy Literacy, Social Trust, Behavioral Change
Drawing on foundational theories from sociology and psychology, this framework integrates key theoretical insights to model public engagement. From a sociological perspective, concepts such as social capital (Bourdieu) and social identity theory are used to explain how community bonds and group affiliations shape attitudes toward energy policy. From a psychological standpoint, the model incorporates principles from Prospect Theory (Kahneman & Tversky) to analyze public risk perception and Theory of Planned Behavior (Ajzen) to understand the drivers of pro-environmental actions.
The proposed framework conceptualizes energy literacy as a multi-dimensional construct encompassing not only factual knowledge but also affective, behavioral, and social components. This theoretical approach provides a robust lens for policymakers and communicators to move beyond simplistic information dissemination. It offers a new methodology for designing engagement strategies that are sensitive to the underlying psychological biases and sociological structures that influence public trust. Ultimately, this work contributes a conceptual tool to bridge the human-centered and technical divides, paving the way for a more inclusive and effective energy future for all.
Keywords: Energy Transition, Public Engagement, Energy Literacy, Social Trust, Behavioral Change
The rapid influx of new and mid-hire employees to the upstream industry required a systematic and integrated approach to onboarding in order to streamline and standardize the onboarding process. This paper provides an analytical overview of the new-hire onboarding program by utilizing mass data analysis which identifies the process optimizations needed as well as the onboarding efficiency achieved when benchmarked against the historical onboarding efficiency statistics. Datasets with more than 500 new hire onboarding statistics were reviewed and analyzed to come up with onboarding process improvements which are identified based on statistical comparison of key onboarding metrics such as onboarding duration, cost and efficiency. The onboarding process upgrades considered the onboarding pre-requisites, which are required to provide the most effective onboarding to new and mid-hire employees. Once the new improved onboarding was launched, new datasets were acquired and analyzed to quantify the anticipated improvements.
The study revealed several key metrics that affect onboarding quality and efficiency, including preparing employees with the necessary set of tools and documentation, which enables a smooth start for the employee before the actual onboarding. It also identified the need to involve multiple support functions such as information technology (IT), human resources (HR), health, safety, and environment (HSE) & and cybersecurity, during the onboarding process. Additionally, it was observed that with onboarding feedback obtained via post-session surveys, it was possible to continuously improve the onboarding process and address recently evolving business requirements. The comparison of the onboarding process before and after implementing the determined process improvements illustrated a remarkable efficiency upgrade across the key identified metrics, such as onboarding time, cost & efficiency, ranging between 20% and 35%.
Utilizing mass onboarding data statistics, this paper provides, for the first time, a detailed overview of the onboarding process of new and mid-hire employees and innovative ways of continuously enhancing the onboarding process.
The study revealed several key metrics that affect onboarding quality and efficiency, including preparing employees with the necessary set of tools and documentation, which enables a smooth start for the employee before the actual onboarding. It also identified the need to involve multiple support functions such as information technology (IT), human resources (HR), health, safety, and environment (HSE) & and cybersecurity, during the onboarding process. Additionally, it was observed that with onboarding feedback obtained via post-session surveys, it was possible to continuously improve the onboarding process and address recently evolving business requirements. The comparison of the onboarding process before and after implementing the determined process improvements illustrated a remarkable efficiency upgrade across the key identified metrics, such as onboarding time, cost & efficiency, ranging between 20% and 35%.
Utilizing mass onboarding data statistics, this paper provides, for the first time, a detailed overview of the onboarding process of new and mid-hire employees and innovative ways of continuously enhancing the onboarding process.
Talent plays a crucial role in any industry, especially in specialized sectors like Oil & Gas. Recognizing this need, HPCL has designed a strategic roadmap by curating competency frameworks aligned to specific job roles, thereby ensuring that the right talent is placed in the right position.
Job roles represent the distribution of work for achieving HPCL’s strategic objectives and are integrated for collective outcomes. Based on these roles, detailed frameworks comprising technical, behavioural, and organizational competencies have been created, supplemented by learning curricula, defined learning outcomes, delivery techniques, and assessment methodologies. These competency frameworks are modelled on organizational strategy and validated through analysis of global trends in the energy sector.
Under the Corporate Division, 85 competencies across 173 roles covering 598 officers have been finalized. In the Refineries Division, 110 competencies across 122 roles for 1,300 officers have been identified. Similarly, for the Marketing Division, 109 competencies across 178 roles covering 2,518 officers have been finalized.
Once an individual is hired from a premier institute, it becomes the responsibility of the organization to ensure their skill development. After hiring, the right talent is placed in appropriate roles and provided with training programs aligned to the defined competency frameworks.
To identify the skill gaps between existing and desired competency levels, technical competency tests are being conducted on a regular basis. These skill assessments serve as critical inputs for designing targeted capability-building programs to bridge the gaps and ensure our talent remains agile and future-ready. Post-training, reassessments help validate improvements and readiness.
For mid and senior management, assessment centres and talent dialogues are being planned with a focus on preparing individuals for leadership roles. With the imminent energy transition, enhanced attention has been placed on long-term leadership development programs across the organization.
To ensure equitable access to development opportunities, an AI-based online platform has been implemented, offering high-quality content for both behavioural and technical learning, including tie-ups with national and international content providers of repute.
Going forward, the objective is to build a robust talent ecosystem that supports individualized career development plans, addressing both personal aspirations and organizational needs. These competency frameworks can also be used for career path modelling based on competencies, interchangeable position matrices, and horizontal and vertical expansion of officers. The approach emphasizes breaking away from traditional roles into core skills and competencies while managing the organization’s skill inventory to handle uncertainties.
Job roles represent the distribution of work for achieving HPCL’s strategic objectives and are integrated for collective outcomes. Based on these roles, detailed frameworks comprising technical, behavioural, and organizational competencies have been created, supplemented by learning curricula, defined learning outcomes, delivery techniques, and assessment methodologies. These competency frameworks are modelled on organizational strategy and validated through analysis of global trends in the energy sector.
Under the Corporate Division, 85 competencies across 173 roles covering 598 officers have been finalized. In the Refineries Division, 110 competencies across 122 roles for 1,300 officers have been identified. Similarly, for the Marketing Division, 109 competencies across 178 roles covering 2,518 officers have been finalized.
Once an individual is hired from a premier institute, it becomes the responsibility of the organization to ensure their skill development. After hiring, the right talent is placed in appropriate roles and provided with training programs aligned to the defined competency frameworks.
To identify the skill gaps between existing and desired competency levels, technical competency tests are being conducted on a regular basis. These skill assessments serve as critical inputs for designing targeted capability-building programs to bridge the gaps and ensure our talent remains agile and future-ready. Post-training, reassessments help validate improvements and readiness.
For mid and senior management, assessment centres and talent dialogues are being planned with a focus on preparing individuals for leadership roles. With the imminent energy transition, enhanced attention has been placed on long-term leadership development programs across the organization.
To ensure equitable access to development opportunities, an AI-based online platform has been implemented, offering high-quality content for both behavioural and technical learning, including tie-ups with national and international content providers of repute.
Going forward, the objective is to build a robust talent ecosystem that supports individualized career development plans, addressing both personal aspirations and organizational needs. These competency frameworks can also be used for career path modelling based on competencies, interchangeable position matrices, and horizontal and vertical expansion of officers. The approach emphasizes breaking away from traditional roles into core skills and competencies while managing the organization’s skill inventory to handle uncertainties.
The energy sector confronts an era defined by the accelerated pace of change, demanding unprecedented workforce adaptability to navigate digitalization, decarbonization, and technological evolution. This dynamic environment necessitates a fundamental shift towards continuous learning, unlearning, and relearning across all organizational levels, rendering traditional training methods insufficient. Addressing the resultant competency gaps requires innovative solutions that augment human capabilities and embed learning into the daily workflow. To meet this challenge, we propose an AI-driven ecosystem designed to cultivate this perpetual learning culture, significantly enhancing how the industry attracts, develops, and retains talent.
Central to this ecosystem is the deployment of a dedicated AI Learning Companion Agent for each employee. Available 24/7, this intelligent agent acts as a personalized tutor, mentor, and support system. It leverages sophisticated AI to understand individual learning styles, career goals, current skill levels, and role-specific requirements. Based on this deep personalization, the AI Companion curates unique learning pathways, suggests relevant micro-learning modules, identifies knowledge gaps, and provides contextual reinforcement. Its constant availability ensures learning is integrated seamlessly into the workflow, accessible precisely when needed.
The AI Companion significantly accelerates the learning process and enhances its effectiveness. By tailoring content delivery methods, offering immediate feedback, and facilitating practical application through integrated tools like simulations, VR/AR modules, and gamified challenges, it ensures faster skill acquisition and deeper understanding. This personalized, always-on support mechanism transforms learning from a periodic event into an ongoing, integrated aspect of work. The efficacy of such AI-driven personalized approaches in boosting engagement and competency development is increasingly validated by educational research.
The overall ecosystem provides a holistic framework addressing critical skills ranging from digital fluency and data analytics to specialized expertise in emerging renewable and AI technologies within the energy context. By deploying this comprehensive, AI-personalized system featuring the dedicated Learning Companion, energy organizations can demonstrably invest in their people, significantly improve talent retention, enhance workforce readiness for future challenges, and ultimately position themselves more competitively to attract new talent and successfully navigate the complexities of the accelerated energy transition.
Co-author/s:
Jalal Shayan, Head of HSE and Crisis Management Training, National Iranian Oil Company.
Central to this ecosystem is the deployment of a dedicated AI Learning Companion Agent for each employee. Available 24/7, this intelligent agent acts as a personalized tutor, mentor, and support system. It leverages sophisticated AI to understand individual learning styles, career goals, current skill levels, and role-specific requirements. Based on this deep personalization, the AI Companion curates unique learning pathways, suggests relevant micro-learning modules, identifies knowledge gaps, and provides contextual reinforcement. Its constant availability ensures learning is integrated seamlessly into the workflow, accessible precisely when needed.
The AI Companion significantly accelerates the learning process and enhances its effectiveness. By tailoring content delivery methods, offering immediate feedback, and facilitating practical application through integrated tools like simulations, VR/AR modules, and gamified challenges, it ensures faster skill acquisition and deeper understanding. This personalized, always-on support mechanism transforms learning from a periodic event into an ongoing, integrated aspect of work. The efficacy of such AI-driven personalized approaches in boosting engagement and competency development is increasingly validated by educational research.
The overall ecosystem provides a holistic framework addressing critical skills ranging from digital fluency and data analytics to specialized expertise in emerging renewable and AI technologies within the energy context. By deploying this comprehensive, AI-personalized system featuring the dedicated Learning Companion, energy organizations can demonstrably invest in their people, significantly improve talent retention, enhance workforce readiness for future challenges, and ultimately position themselves more competitively to attract new talent and successfully navigate the complexities of the accelerated energy transition.
Co-author/s:
Jalal Shayan, Head of HSE and Crisis Management Training, National Iranian Oil Company.
All around the world, women hold a small percentage of leadership positions in STEM fields,
but women represent 28.2% of STEM jobs versus 47.3% in other sectors, in industries around
46% at all levels, but 25% at the C-suite level.
Talking about researchers, we can see an increase in the participation of women in this field, but
they still represent 29.3% in 2019!
Across the Middle East, women hold 3% of executive roles compared to 7% globally, especially
at senior and executive levels.
In Arab countries, especially Egypt, Saudi Arabia, and the UAE, women comprise 6.8% -10% of
senior managers. In KSA, women hold just 8% while men occupy 92%, and in the UAE,
women-led teams are targeting gender balance. In general, in Arab countries, the representation
of females in the Energy sector in the C-suite remains well below the global average.
Today, the Kingdom of Saudi Arabia witnesses a great era of transformation in many sectors.
One important sector is Energy, where Vision 2030 of the Kingdom supports this fruitful change
toward a renewable and sustainable energy future. It empowers women in the energy sector to
participate in the industries of research, development, and innovation.
Saudi Women are at the center stage in the Energy sector, participating in transforming energy
sources, implementing new projects for clean energy, and leading initiatives to localize new
technologies, driving transformation in the energy sector that extends beyond technology to
include social and cultural progress. In 2023, female labor force participation in Saudi Arabia
reached approximately 34-35%, according to governmental and World Bank sources. The overall
rate stood close to 35% in early 2024.
While women are increasingly present in the scientific workforce in Saudi Arabia, their
representation in leadership roles remains disproportionately low. Yet, visionary women past and
present continue to inspire, break records, and reshape the scientific landscape.
In this paper, I will discuss the challenges and future opportunities for women in the Saudi
Arabian energy ecosystem by highlighting various initiatives and collaborations at both local and
international levels. As this paper shows the history and future of women in the energy sector,
it’s a call for continued investment in women-led innovation to secure a more sustainable and
inclusive energy future for the Kingdom of Saudi Arabia and globally.
but women represent 28.2% of STEM jobs versus 47.3% in other sectors, in industries around
46% at all levels, but 25% at the C-suite level.
Talking about researchers, we can see an increase in the participation of women in this field, but
they still represent 29.3% in 2019!
Across the Middle East, women hold 3% of executive roles compared to 7% globally, especially
at senior and executive levels.
In Arab countries, especially Egypt, Saudi Arabia, and the UAE, women comprise 6.8% -10% of
senior managers. In KSA, women hold just 8% while men occupy 92%, and in the UAE,
women-led teams are targeting gender balance. In general, in Arab countries, the representation
of females in the Energy sector in the C-suite remains well below the global average.
Today, the Kingdom of Saudi Arabia witnesses a great era of transformation in many sectors.
One important sector is Energy, where Vision 2030 of the Kingdom supports this fruitful change
toward a renewable and sustainable energy future. It empowers women in the energy sector to
participate in the industries of research, development, and innovation.
Saudi Women are at the center stage in the Energy sector, participating in transforming energy
sources, implementing new projects for clean energy, and leading initiatives to localize new
technologies, driving transformation in the energy sector that extends beyond technology to
include social and cultural progress. In 2023, female labor force participation in Saudi Arabia
reached approximately 34-35%, according to governmental and World Bank sources. The overall
rate stood close to 35% in early 2024.
While women are increasingly present in the scientific workforce in Saudi Arabia, their
representation in leadership roles remains disproportionately low. Yet, visionary women past and
present continue to inspire, break records, and reshape the scientific landscape.
In this paper, I will discuss the challenges and future opportunities for women in the Saudi
Arabian energy ecosystem by highlighting various initiatives and collaborations at both local and
international levels. As this paper shows the history and future of women in the energy sector,
it’s a call for continued investment in women-led innovation to secure a more sustainable and
inclusive energy future for the Kingdom of Saudi Arabia and globally.
Vlada Streletskaya
Vice Chair
Expert, UNESCO Center
Saint Petersburg Mining University
Abdulaziz Al Humood
Speaker
Senior HSE Officer, Quality Health Safety and Environment
TAQA
The rapid influx of new and mid-hire employees to the upstream industry required a systematic and integrated approach to onboarding in order to streamline and standardize the onboarding process. This paper provides an analytical overview of the new-hire onboarding program by utilizing mass data analysis which identifies the process optimizations needed as well as the onboarding efficiency achieved when benchmarked against the historical onboarding efficiency statistics. Datasets with more than 500 new hire onboarding statistics were reviewed and analyzed to come up with onboarding process improvements which are identified based on statistical comparison of key onboarding metrics such as onboarding duration, cost and efficiency. The onboarding process upgrades considered the onboarding pre-requisites, which are required to provide the most effective onboarding to new and mid-hire employees. Once the new improved onboarding was launched, new datasets were acquired and analyzed to quantify the anticipated improvements.
The study revealed several key metrics that affect onboarding quality and efficiency, including preparing employees with the necessary set of tools and documentation, which enables a smooth start for the employee before the actual onboarding. It also identified the need to involve multiple support functions such as information technology (IT), human resources (HR), health, safety, and environment (HSE) & and cybersecurity, during the onboarding process. Additionally, it was observed that with onboarding feedback obtained via post-session surveys, it was possible to continuously improve the onboarding process and address recently evolving business requirements. The comparison of the onboarding process before and after implementing the determined process improvements illustrated a remarkable efficiency upgrade across the key identified metrics, such as onboarding time, cost & efficiency, ranging between 20% and 35%.
Utilizing mass onboarding data statistics, this paper provides, for the first time, a detailed overview of the onboarding process of new and mid-hire employees and innovative ways of continuously enhancing the onboarding process.
The study revealed several key metrics that affect onboarding quality and efficiency, including preparing employees with the necessary set of tools and documentation, which enables a smooth start for the employee before the actual onboarding. It also identified the need to involve multiple support functions such as information technology (IT), human resources (HR), health, safety, and environment (HSE) & and cybersecurity, during the onboarding process. Additionally, it was observed that with onboarding feedback obtained via post-session surveys, it was possible to continuously improve the onboarding process and address recently evolving business requirements. The comparison of the onboarding process before and after implementing the determined process improvements illustrated a remarkable efficiency upgrade across the key identified metrics, such as onboarding time, cost & efficiency, ranging between 20% and 35%.
Utilizing mass onboarding data statistics, this paper provides, for the first time, a detailed overview of the onboarding process of new and mid-hire employees and innovative ways of continuously enhancing the onboarding process.
Ibtesam Badhrees
Speaker
Chief Research
King Abdulaziz City for Science and Technology, KACST
All around the world, women hold a small percentage of leadership positions in STEM fields,
but women represent 28.2% of STEM jobs versus 47.3% in other sectors, in industries around
46% at all levels, but 25% at the C-suite level.
Talking about researchers, we can see an increase in the participation of women in this field, but
they still represent 29.3% in 2019!
Across the Middle East, women hold 3% of executive roles compared to 7% globally, especially
at senior and executive levels.
In Arab countries, especially Egypt, Saudi Arabia, and the UAE, women comprise 6.8% -10% of
senior managers. In KSA, women hold just 8% while men occupy 92%, and in the UAE,
women-led teams are targeting gender balance. In general, in Arab countries, the representation
of females in the Energy sector in the C-suite remains well below the global average.
Today, the Kingdom of Saudi Arabia witnesses a great era of transformation in many sectors.
One important sector is Energy, where Vision 2030 of the Kingdom supports this fruitful change
toward a renewable and sustainable energy future. It empowers women in the energy sector to
participate in the industries of research, development, and innovation.
Saudi Women are at the center stage in the Energy sector, participating in transforming energy
sources, implementing new projects for clean energy, and leading initiatives to localize new
technologies, driving transformation in the energy sector that extends beyond technology to
include social and cultural progress. In 2023, female labor force participation in Saudi Arabia
reached approximately 34-35%, according to governmental and World Bank sources. The overall
rate stood close to 35% in early 2024.
While women are increasingly present in the scientific workforce in Saudi Arabia, their
representation in leadership roles remains disproportionately low. Yet, visionary women past and
present continue to inspire, break records, and reshape the scientific landscape.
In this paper, I will discuss the challenges and future opportunities for women in the Saudi
Arabian energy ecosystem by highlighting various initiatives and collaborations at both local and
international levels. As this paper shows the history and future of women in the energy sector,
it’s a call for continued investment in women-led innovation to secure a more sustainable and
inclusive energy future for the Kingdom of Saudi Arabia and globally.
but women represent 28.2% of STEM jobs versus 47.3% in other sectors, in industries around
46% at all levels, but 25% at the C-suite level.
Talking about researchers, we can see an increase in the participation of women in this field, but
they still represent 29.3% in 2019!
Across the Middle East, women hold 3% of executive roles compared to 7% globally, especially
at senior and executive levels.
In Arab countries, especially Egypt, Saudi Arabia, and the UAE, women comprise 6.8% -10% of
senior managers. In KSA, women hold just 8% while men occupy 92%, and in the UAE,
women-led teams are targeting gender balance. In general, in Arab countries, the representation
of females in the Energy sector in the C-suite remains well below the global average.
Today, the Kingdom of Saudi Arabia witnesses a great era of transformation in many sectors.
One important sector is Energy, where Vision 2030 of the Kingdom supports this fruitful change
toward a renewable and sustainable energy future. It empowers women in the energy sector to
participate in the industries of research, development, and innovation.
Saudi Women are at the center stage in the Energy sector, participating in transforming energy
sources, implementing new projects for clean energy, and leading initiatives to localize new
technologies, driving transformation in the energy sector that extends beyond technology to
include social and cultural progress. In 2023, female labor force participation in Saudi Arabia
reached approximately 34-35%, according to governmental and World Bank sources. The overall
rate stood close to 35% in early 2024.
While women are increasingly present in the scientific workforce in Saudi Arabia, their
representation in leadership roles remains disproportionately low. Yet, visionary women past and
present continue to inspire, break records, and reshape the scientific landscape.
In this paper, I will discuss the challenges and future opportunities for women in the Saudi
Arabian energy ecosystem by highlighting various initiatives and collaborations at both local and
international levels. As this paper shows the history and future of women in the energy sector,
it’s a call for continued investment in women-led innovation to secure a more sustainable and
inclusive energy future for the Kingdom of Saudi Arabia and globally.
Talent plays a crucial role in any industry, especially in specialized sectors like Oil & Gas. Recognizing this need, HPCL has designed a strategic roadmap by curating competency frameworks aligned to specific job roles, thereby ensuring that the right talent is placed in the right position.
Job roles represent the distribution of work for achieving HPCL’s strategic objectives and are integrated for collective outcomes. Based on these roles, detailed frameworks comprising technical, behavioural, and organizational competencies have been created, supplemented by learning curricula, defined learning outcomes, delivery techniques, and assessment methodologies. These competency frameworks are modelled on organizational strategy and validated through analysis of global trends in the energy sector.
Under the Corporate Division, 85 competencies across 173 roles covering 598 officers have been finalized. In the Refineries Division, 110 competencies across 122 roles for 1,300 officers have been identified. Similarly, for the Marketing Division, 109 competencies across 178 roles covering 2,518 officers have been finalized.
Once an individual is hired from a premier institute, it becomes the responsibility of the organization to ensure their skill development. After hiring, the right talent is placed in appropriate roles and provided with training programs aligned to the defined competency frameworks.
To identify the skill gaps between existing and desired competency levels, technical competency tests are being conducted on a regular basis. These skill assessments serve as critical inputs for designing targeted capability-building programs to bridge the gaps and ensure our talent remains agile and future-ready. Post-training, reassessments help validate improvements and readiness.
For mid and senior management, assessment centres and talent dialogues are being planned with a focus on preparing individuals for leadership roles. With the imminent energy transition, enhanced attention has been placed on long-term leadership development programs across the organization.
To ensure equitable access to development opportunities, an AI-based online platform has been implemented, offering high-quality content for both behavioural and technical learning, including tie-ups with national and international content providers of repute.
Going forward, the objective is to build a robust talent ecosystem that supports individualized career development plans, addressing both personal aspirations and organizational needs. These competency frameworks can also be used for career path modelling based on competencies, interchangeable position matrices, and horizontal and vertical expansion of officers. The approach emphasizes breaking away from traditional roles into core skills and competencies while managing the organization’s skill inventory to handle uncertainties.
Job roles represent the distribution of work for achieving HPCL’s strategic objectives and are integrated for collective outcomes. Based on these roles, detailed frameworks comprising technical, behavioural, and organizational competencies have been created, supplemented by learning curricula, defined learning outcomes, delivery techniques, and assessment methodologies. These competency frameworks are modelled on organizational strategy and validated through analysis of global trends in the energy sector.
Under the Corporate Division, 85 competencies across 173 roles covering 598 officers have been finalized. In the Refineries Division, 110 competencies across 122 roles for 1,300 officers have been identified. Similarly, for the Marketing Division, 109 competencies across 178 roles covering 2,518 officers have been finalized.
Once an individual is hired from a premier institute, it becomes the responsibility of the organization to ensure their skill development. After hiring, the right talent is placed in appropriate roles and provided with training programs aligned to the defined competency frameworks.
To identify the skill gaps between existing and desired competency levels, technical competency tests are being conducted on a regular basis. These skill assessments serve as critical inputs for designing targeted capability-building programs to bridge the gaps and ensure our talent remains agile and future-ready. Post-training, reassessments help validate improvements and readiness.
For mid and senior management, assessment centres and talent dialogues are being planned with a focus on preparing individuals for leadership roles. With the imminent energy transition, enhanced attention has been placed on long-term leadership development programs across the organization.
To ensure equitable access to development opportunities, an AI-based online platform has been implemented, offering high-quality content for both behavioural and technical learning, including tie-ups with national and international content providers of repute.
Going forward, the objective is to build a robust talent ecosystem that supports individualized career development plans, addressing both personal aspirations and organizational needs. These competency frameworks can also be used for career path modelling based on competencies, interchangeable position matrices, and horizontal and vertical expansion of officers. The approach emphasizes breaking away from traditional roles into core skills and competencies while managing the organization’s skill inventory to handle uncertainties.
Human Intelligent (HI) 5.0: Innovation, AI, and Inclusion in Talent Development for the Energy Industry
In an era of digital transformation and intense inter-industry competition, the oil, gas, and energy sector must rethink traditional approaches to human capital management. Attracting, training, and retaining top talent—especially the entrepreneurial and purpose-driven Gen Z workforce—demands a shift towards innovation, transparency, and flexibility. This forum will explore forward-looking strategies that empower employees and align individual growth with organizational development.
The modern employee seeks more than job security; they aspire to autonomy, creativity, and continuous learning. Organizations can leverage AI tools like ChatGPT, Grok to complement their time consuming repetitive works by own GPTs, AI-based learning platforms like , Udemy memberships, and structured competitive exams to offer equitable growth paths. Promotions driven by performance in such assessments foster a merit-based environment, minimizing biases and creating clarity in career progression.
Introducing an Human Intelligent (HI) 5.0 ,an AI-powered internal job mobility ecosystem—where all new roles are listed and matched with employee profiles using data on experience, completed training, past performance, and team feedback—can democratize job opportunities. Employees can opt into new roles, enabling talent circulation and minimizing stagnation.
Further, a dynamic "Work Score" system—similar to a credit score—can be implemented to evaluate employees using quantifiable KPIs. These may include project complexity, punctuality, leaves taken, publication record, involvement in business development, participation in higher education or technical forums, and peer reviews. This transparent and evolving score can guide promotions, role assignments, and rewards, replacing subjective evaluations with data-driven fairness. AI tools can make this seamless and real-time.
Additionally, fostering a culture that encourages hobbies and personal interests can nurture creativity and psychological well-being. Offering flexible work arrangements and vacation-based ideation retreats—where teams initiate projects in stimulating environments—can boost engagement and innovation. Encouraging employees to run parallel innovation projects also helps develop entrepreneurial thinking, and some projects may eventually be integrated into the company itself.
In today’s workforce environment, where both partners often work and family structures are leaner, flexibility and purpose are non-negotiable. By embracing adaptive training, transparent internal mobility, and AI-enhanced performance systems, the energy industry can position itself as a progressive, attractive, and humane employer. This forum aims to share insights and best practices to ensure we are not only recruiting the best but also continuously developing and retaining them—building a future-ready, inspired, and resilient workforce.
In an era of digital transformation and intense inter-industry competition, the oil, gas, and energy sector must rethink traditional approaches to human capital management. Attracting, training, and retaining top talent—especially the entrepreneurial and purpose-driven Gen Z workforce—demands a shift towards innovation, transparency, and flexibility. This forum will explore forward-looking strategies that empower employees and align individual growth with organizational development.
The modern employee seeks more than job security; they aspire to autonomy, creativity, and continuous learning. Organizations can leverage AI tools like ChatGPT, Grok to complement their time consuming repetitive works by own GPTs, AI-based learning platforms like , Udemy memberships, and structured competitive exams to offer equitable growth paths. Promotions driven by performance in such assessments foster a merit-based environment, minimizing biases and creating clarity in career progression.
Introducing an Human Intelligent (HI) 5.0 ,an AI-powered internal job mobility ecosystem—where all new roles are listed and matched with employee profiles using data on experience, completed training, past performance, and team feedback—can democratize job opportunities. Employees can opt into new roles, enabling talent circulation and minimizing stagnation.
Further, a dynamic "Work Score" system—similar to a credit score—can be implemented to evaluate employees using quantifiable KPIs. These may include project complexity, punctuality, leaves taken, publication record, involvement in business development, participation in higher education or technical forums, and peer reviews. This transparent and evolving score can guide promotions, role assignments, and rewards, replacing subjective evaluations with data-driven fairness. AI tools can make this seamless and real-time.
Additionally, fostering a culture that encourages hobbies and personal interests can nurture creativity and psychological well-being. Offering flexible work arrangements and vacation-based ideation retreats—where teams initiate projects in stimulating environments—can boost engagement and innovation. Encouraging employees to run parallel innovation projects also helps develop entrepreneurial thinking, and some projects may eventually be integrated into the company itself.
In today’s workforce environment, where both partners often work and family structures are leaner, flexibility and purpose are non-negotiable. By embracing adaptive training, transparent internal mobility, and AI-enhanced performance systems, the energy industry can position itself as a progressive, attractive, and humane employer. This forum aims to share insights and best practices to ensure we are not only recruiting the best but also continuously developing and retaining them—building a future-ready, inspired, and resilient workforce.
The global energy transition is a profound societal shift, yet its success is fundamentally contingent on public acceptance and trust. This paper argues that the persistent gap between expert consensus and public understanding is not merely a lack of information but a complex challenge rooted in social and psychological dynamics. To address this, we propose an interdisciplinary framework for energy literacy that transcends a purely cognitive approach.
Drawing on foundational theories from sociology and psychology, this framework integrates key theoretical insights to model public engagement. From a sociological perspective, concepts such as social capital (Bourdieu) and social identity theory are used to explain how community bonds and group affiliations shape attitudes toward energy policy. From a psychological standpoint, the model incorporates principles from Prospect Theory (Kahneman & Tversky) to analyze public risk perception and Theory of Planned Behavior (Ajzen) to understand the drivers of pro-environmental actions.
The proposed framework conceptualizes energy literacy as a multi-dimensional construct encompassing not only factual knowledge but also affective, behavioral, and social components. This theoretical approach provides a robust lens for policymakers and communicators to move beyond simplistic information dissemination. It offers a new methodology for designing engagement strategies that are sensitive to the underlying psychological biases and sociological structures that influence public trust. Ultimately, this work contributes a conceptual tool to bridge the human-centered and technical divides, paving the way for a more inclusive and effective energy future for all.
Keywords: Energy Transition, Public Engagement, Energy Literacy, Social Trust, Behavioral Change
Drawing on foundational theories from sociology and psychology, this framework integrates key theoretical insights to model public engagement. From a sociological perspective, concepts such as social capital (Bourdieu) and social identity theory are used to explain how community bonds and group affiliations shape attitudes toward energy policy. From a psychological standpoint, the model incorporates principles from Prospect Theory (Kahneman & Tversky) to analyze public risk perception and Theory of Planned Behavior (Ajzen) to understand the drivers of pro-environmental actions.
The proposed framework conceptualizes energy literacy as a multi-dimensional construct encompassing not only factual knowledge but also affective, behavioral, and social components. This theoretical approach provides a robust lens for policymakers and communicators to move beyond simplistic information dissemination. It offers a new methodology for designing engagement strategies that are sensitive to the underlying psychological biases and sociological structures that influence public trust. Ultimately, this work contributes a conceptual tool to bridge the human-centered and technical divides, paving the way for a more inclusive and effective energy future for all.
Keywords: Energy Transition, Public Engagement, Energy Literacy, Social Trust, Behavioral Change
The Industry Challenge
The global oil and gas industry is facing a "perfect storm" of talent management challenges:
Our Strategic Response – Learning as an Investment
Our answer to this challenge is a fundamental shift in perspective:
The Data Doesn't Lie
94% of employees would stay at a company longer if it invested in their learning and development.
70% of employees say training in new skills has helped them become more productive and confident in their status.
Our Case Study
At Gazprom Neft, we have moved from theory to practice by creating a comprehensive learning evaluation system.
Focus: Leadership development programs honing specific skills: effective feedback, conducting productive meetings, and data visualization for team performance.
Multi-Format Approach: We utilize a blend of online and offline formats, micro-learning, digital simulators for skill practice, focus groups, and in-depth interviews.
Multi-Level Evaluation: Our assessment goes beyond simple satisfaction.
This project now covers 80% of all key asset leaders across the company.
This project is unique due to its scale and the high level of detail in its execution.
Conclusion & Call to Action:
An effective educational evaluation system is the key to transforming a Corporate University from a cost center into a factory that produces loyal and highly effective employees. This is a critical success factor for the entire industry's future.
Without measuring skill application and business impact, we are flying blind.
The global oil and gas industry is facing a "perfect storm" of talent management challenges:
- The "Brain Drain": We are experiencing intense competition for talent from the IT sector and green energy companies, who are perceived as more innovative and future-oriented.
- An Aging Workforce: Critical knowledge and unique competencies are retiring, creating a significant experience gap.
Our Strategic Response – Learning as an Investment
Our answer to this challenge is a fundamental shift in perspective:
- Educational programs are not merely an expense; they are a strategic tool for attracting and developing key specialists.
- It is crucial to fight for human capital in an increasingly complex environment.
- We must stop viewing learning as a cost center and start transforming it into tangible investments (Human CAPEX).
The Data Doesn't Lie
94% of employees would stay at a company longer if it invested in their learning and development.
70% of employees say training in new skills has helped them become more productive and confident in their status.
Our Case Study
At Gazprom Neft, we have moved from theory to practice by creating a comprehensive learning evaluation system.
Focus: Leadership development programs honing specific skills: effective feedback, conducting productive meetings, and data visualization for team performance.
Multi-Format Approach: We utilize a blend of online and offline formats, micro-learning, digital simulators for skill practice, focus groups, and in-depth interviews.
Multi-Level Evaluation: Our assessment goes beyond simple satisfaction.
- Reaction & Knowledge: Measuring initial engagement and knowledge acquisition.
- Application & Behavior: The core of our system—annually evaluating the application of skills on the job and using this data to form individual development plans for each leader.
This project now covers 80% of all key asset leaders across the company.
This project is unique due to its scale and the high level of detail in its execution.
Conclusion & Call to Action:
An effective educational evaluation system is the key to transforming a Corporate University from a cost center into a factory that produces loyal and highly effective employees. This is a critical success factor for the entire industry's future.
Without measuring skill application and business impact, we are flying blind.
Aysel Sadigli
Speaker
Senior Specialist
State Oil Fund of the Republic of Azerbaijan
Education is the cornerstone of societal progress and individual empowerment. The first Prime Minister of India and architect of the modern Indian nation-state Jawaharlal Nehru proposed that, “ancient mind” could not use modern technology. Technology is irreplaceable tool considering the need of meeting today’s demand, but the engine of the production is Human capital.
Recognizing this, transforming oil wealth into Human capital as the most sustainable resource for development became very important priority for majority of countries. Attraction of perspective researchers and think tanks, adding more intelligence into operations and focusing on conservation and effective use of scarce resources have always been invaluable part of progress in oil industry.
One of the prominent tools to cultivate human capital equipped with modern skills essential for the rapid development is financing of education in prestigious universities through state support and scholarship programs.
Because, studying in advanced economy countries away from home helps to experience diverse learning environments that foster adaptability, cross-cultural understanding and a global mindset which are essential traits for leadership in the energy sector. Citizens who get educated break the cycle of poverty as successful graduates secure better job opportunities, higher incomes and improved living standards. Access to outstanding global education for students from diverse socioeconomic backgrounds reduce financial inequality and broaden intellectual horizons, boost academic enrichment and create valuable professional connections. Moreover, sponsoring education of citizens of tomorrow increases economic growth due to knowledge transfer and bringing novelty to the country.
In case of Azerbaijan oil wealth has positively shaped the future of nearly 6000 students via State Scholarship programme, equipping them with knowledge, global perspectives, and leadership skills to build a better world both at home and abroad. The State Program serves as a strategic investment in energy leadership, human capital development, and talent retention, ensuring that the nation produces skilled professionals capable of advancing economic and technological growth.
One of the main features that makes program so unique is that Azerbaijanis admitted to the Top – 10 Universities are eligible to study in any field apart from priority specialties. This empower gifted individuals to overcome socioeconomic barriers and give access to quality education at prestigious institutions irrespective of financial status.
By bridging academia and industry and linking education to energy leadership, countries investing in higher education demonstrate how strategic human capital investment drives both national growth and global engagement. The State Programs exemplify a holistic approach to talent development, combining equitable access, international experience, and professional training. This ensures that Azerbaijan’s youth not only thrive academically but also emerge as visionary leaders, capable of shaping a resilient, innovative, and globally connected nation.
Recognizing this, transforming oil wealth into Human capital as the most sustainable resource for development became very important priority for majority of countries. Attraction of perspective researchers and think tanks, adding more intelligence into operations and focusing on conservation and effective use of scarce resources have always been invaluable part of progress in oil industry.
One of the prominent tools to cultivate human capital equipped with modern skills essential for the rapid development is financing of education in prestigious universities through state support and scholarship programs.
Because, studying in advanced economy countries away from home helps to experience diverse learning environments that foster adaptability, cross-cultural understanding and a global mindset which are essential traits for leadership in the energy sector. Citizens who get educated break the cycle of poverty as successful graduates secure better job opportunities, higher incomes and improved living standards. Access to outstanding global education for students from diverse socioeconomic backgrounds reduce financial inequality and broaden intellectual horizons, boost academic enrichment and create valuable professional connections. Moreover, sponsoring education of citizens of tomorrow increases economic growth due to knowledge transfer and bringing novelty to the country.
In case of Azerbaijan oil wealth has positively shaped the future of nearly 6000 students via State Scholarship programme, equipping them with knowledge, global perspectives, and leadership skills to build a better world both at home and abroad. The State Program serves as a strategic investment in energy leadership, human capital development, and talent retention, ensuring that the nation produces skilled professionals capable of advancing economic and technological growth.
One of the main features that makes program so unique is that Azerbaijanis admitted to the Top – 10 Universities are eligible to study in any field apart from priority specialties. This empower gifted individuals to overcome socioeconomic barriers and give access to quality education at prestigious institutions irrespective of financial status.
By bridging academia and industry and linking education to energy leadership, countries investing in higher education demonstrate how strategic human capital investment drives both national growth and global engagement. The State Programs exemplify a holistic approach to talent development, combining equitable access, international experience, and professional training. This ensures that Azerbaijan’s youth not only thrive academically but also emerge as visionary leaders, capable of shaping a resilient, innovative, and globally connected nation.
In today’s competitive job market, the energy sector is in a constant race to attract, develop, and retain the best talent. In Japan, these challenges are intensified by a shrinking labor pool and an aging workforce. Against this backdrop, the nation’s unique shinsotsu (new graduate) hiring system offers both obstacles and opportunities for building a sustainable, diverse talent pipeline—particularly for women.
Despite women representing over 30% of STEM graduates in Japan, they make up only about 11% of the energy sector workforce (Ministry of Economy, Trade and Industry of Japan, 2024). This disparity is less about ability and more about perception: many graduates see the sector as rigid, male-dominated, and misaligned with their career aspirations. From my own recent experience as a job-seeking student, I prioritized work–life balance and purpose-driven work, yet the energy sector was not immediately visible as a viable option. It took time before I discovered the opportunities within oil and gas, which left me with the impression that the industry is not reaching as many potential candidates as it could. This gap represents a missed chance to connect with exactly the type of diverse, motivated talent the sector needs.
This presentation will break down what new graduates prioritize when choosing an employer—job stability, work–life balance, career development, purpose-driven work, inclusive culture, and flexibility—drawing from national surveys, international benchmarks, and firsthand observations as a second-year employee in the sector. It will also examine how these priorities can be leveraged to make the energy industry a more attractive career destination.
A core focus will be on practical examples from JAPEX (Japan Petroleum Exploration Co., Ltd.), including outreach to female STEM students, mentorship programs and cross-functional training. By connecting graduate priorities with tangible initiatives, the presentation will propose a replicable model for attracting and retaining diverse talent from the very start of their careers.
In a rapidly changing energy landscape, success will belong to companies that treat early engagement and inclusion as strategic imperatives—not optional enhancements.
Despite women representing over 30% of STEM graduates in Japan, they make up only about 11% of the energy sector workforce (Ministry of Economy, Trade and Industry of Japan, 2024). This disparity is less about ability and more about perception: many graduates see the sector as rigid, male-dominated, and misaligned with their career aspirations. From my own recent experience as a job-seeking student, I prioritized work–life balance and purpose-driven work, yet the energy sector was not immediately visible as a viable option. It took time before I discovered the opportunities within oil and gas, which left me with the impression that the industry is not reaching as many potential candidates as it could. This gap represents a missed chance to connect with exactly the type of diverse, motivated talent the sector needs.
This presentation will break down what new graduates prioritize when choosing an employer—job stability, work–life balance, career development, purpose-driven work, inclusive culture, and flexibility—drawing from national surveys, international benchmarks, and firsthand observations as a second-year employee in the sector. It will also examine how these priorities can be leveraged to make the energy industry a more attractive career destination.
A core focus will be on practical examples from JAPEX (Japan Petroleum Exploration Co., Ltd.), including outreach to female STEM students, mentorship programs and cross-functional training. By connecting graduate priorities with tangible initiatives, the presentation will propose a replicable model for attracting and retaining diverse talent from the very start of their careers.
In a rapidly changing energy landscape, success will belong to companies that treat early engagement and inclusion as strategic imperatives—not optional enhancements.
The energy sector confronts an era defined by the accelerated pace of change, demanding unprecedented workforce adaptability to navigate digitalization, decarbonization, and technological evolution. This dynamic environment necessitates a fundamental shift towards continuous learning, unlearning, and relearning across all organizational levels, rendering traditional training methods insufficient. Addressing the resultant competency gaps requires innovative solutions that augment human capabilities and embed learning into the daily workflow. To meet this challenge, we propose an AI-driven ecosystem designed to cultivate this perpetual learning culture, significantly enhancing how the industry attracts, develops, and retains talent.
Central to this ecosystem is the deployment of a dedicated AI Learning Companion Agent for each employee. Available 24/7, this intelligent agent acts as a personalized tutor, mentor, and support system. It leverages sophisticated AI to understand individual learning styles, career goals, current skill levels, and role-specific requirements. Based on this deep personalization, the AI Companion curates unique learning pathways, suggests relevant micro-learning modules, identifies knowledge gaps, and provides contextual reinforcement. Its constant availability ensures learning is integrated seamlessly into the workflow, accessible precisely when needed.
The AI Companion significantly accelerates the learning process and enhances its effectiveness. By tailoring content delivery methods, offering immediate feedback, and facilitating practical application through integrated tools like simulations, VR/AR modules, and gamified challenges, it ensures faster skill acquisition and deeper understanding. This personalized, always-on support mechanism transforms learning from a periodic event into an ongoing, integrated aspect of work. The efficacy of such AI-driven personalized approaches in boosting engagement and competency development is increasingly validated by educational research.
The overall ecosystem provides a holistic framework addressing critical skills ranging from digital fluency and data analytics to specialized expertise in emerging renewable and AI technologies within the energy context. By deploying this comprehensive, AI-personalized system featuring the dedicated Learning Companion, energy organizations can demonstrably invest in their people, significantly improve talent retention, enhance workforce readiness for future challenges, and ultimately position themselves more competitively to attract new talent and successfully navigate the complexities of the accelerated energy transition.
Co-author/s:
Jalal Shayan, Head of HSE and Crisis Management Training, National Iranian Oil Company.
Central to this ecosystem is the deployment of a dedicated AI Learning Companion Agent for each employee. Available 24/7, this intelligent agent acts as a personalized tutor, mentor, and support system. It leverages sophisticated AI to understand individual learning styles, career goals, current skill levels, and role-specific requirements. Based on this deep personalization, the AI Companion curates unique learning pathways, suggests relevant micro-learning modules, identifies knowledge gaps, and provides contextual reinforcement. Its constant availability ensures learning is integrated seamlessly into the workflow, accessible precisely when needed.
The AI Companion significantly accelerates the learning process and enhances its effectiveness. By tailoring content delivery methods, offering immediate feedback, and facilitating practical application through integrated tools like simulations, VR/AR modules, and gamified challenges, it ensures faster skill acquisition and deeper understanding. This personalized, always-on support mechanism transforms learning from a periodic event into an ongoing, integrated aspect of work. The efficacy of such AI-driven personalized approaches in boosting engagement and competency development is increasingly validated by educational research.
The overall ecosystem provides a holistic framework addressing critical skills ranging from digital fluency and data analytics to specialized expertise in emerging renewable and AI technologies within the energy context. By deploying this comprehensive, AI-personalized system featuring the dedicated Learning Companion, energy organizations can demonstrably invest in their people, significantly improve talent retention, enhance workforce readiness for future challenges, and ultimately position themselves more competitively to attract new talent and successfully navigate the complexities of the accelerated energy transition.
Co-author/s:
Jalal Shayan, Head of HSE and Crisis Management Training, National Iranian Oil Company.
Kun Tan
Speaker
Ph.D. Candidate in Oil and Gas Engineering, China University of Petroleum (East China) | Senior Engineer
CNPC Research Institute of Safety & Environment Technology
Knowledge-intensive organizations in the energy sector have long grappled with the “knowledge-sharing prisoner's dilemma,” where individual motivations to withhold achievements lead to collective inefficiency and data silos. When individuals conceal knowledge driven by short-term incentives, the entire organization bears systemic costs—including redundant tasks, stalled innovation processes, exacerbated data silos, and structural challenges in talent development and retention.
To fundamentally reverse this negative cycle, this report innovatively proposes building a “positive feedback flywheel for research sharing” powered by large language models (LLMs). This flywheel is driven by three core algorithms: contribution rewards based on Shapley values, LLM credibility verification, and GNN-driven intelligent recommendations. This approach does not merely treat LLMs as productivity tools but deeply embeds them as intelligent infrastructure that propels organizational culture from ‘hoarding’ to “sharing.” This flywheel mechanism operates through three interconnected phases: First, LLMs function as intelligent R&D assistants, significantly accelerating individual researcher efficiency and delivering immediate, tangible rewards. Second, this enhanced efficiency motivates researchers to share their data and knowledge via the platform, thereby earning quantifiable recognition and rewards for their contributions. Finally, the vast amounts of high-value data generated through sharing continuously feed back into the large model, creating powerful network effects that attract more participants and contributions, ultimately achieving exponential growth in research efficiency.
The efficacy of this intervention will be empirically validated through a Stepped-Wedge Cluster Randomized Trial (SW-CRT) involving 14 research departments in China Petroleum Safety and Environmental Protection Technology Research Institute. By altering the game's payoff matrix from competition to cooperation, this algorithm-driven model offers a replicable blueprint for energy organizations to unlock collective intelligence and accelerate innovation in energy safety and energy research.
Co-author/s:
Kai Zhang, Professor, China University of Petroleum.
To fundamentally reverse this negative cycle, this report innovatively proposes building a “positive feedback flywheel for research sharing” powered by large language models (LLMs). This flywheel is driven by three core algorithms: contribution rewards based on Shapley values, LLM credibility verification, and GNN-driven intelligent recommendations. This approach does not merely treat LLMs as productivity tools but deeply embeds them as intelligent infrastructure that propels organizational culture from ‘hoarding’ to “sharing.” This flywheel mechanism operates through three interconnected phases: First, LLMs function as intelligent R&D assistants, significantly accelerating individual researcher efficiency and delivering immediate, tangible rewards. Second, this enhanced efficiency motivates researchers to share their data and knowledge via the platform, thereby earning quantifiable recognition and rewards for their contributions. Finally, the vast amounts of high-value data generated through sharing continuously feed back into the large model, creating powerful network effects that attract more participants and contributions, ultimately achieving exponential growth in research efficiency.
The efficacy of this intervention will be empirically validated through a Stepped-Wedge Cluster Randomized Trial (SW-CRT) involving 14 research departments in China Petroleum Safety and Environmental Protection Technology Research Institute. By altering the game's payoff matrix from competition to cooperation, this algorithm-driven model offers a replicable blueprint for energy organizations to unlock collective intelligence and accelerate innovation in energy safety and energy research.
Co-author/s:
Kai Zhang, Professor, China University of Petroleum.
