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Shell named Zoe Yujnovich as chairman of its Australian operations effective 1 April. Yujnovich is currently executive vice president of oil sands for Shell. Prior to joining the company, she held frontline and management roles in mining across three continents. She joined Rio Tinto in 1996, where she held various roles including company president in Brazil and chief …

Borets named Obren Lekic as chief executive officer (CEO) of Borets US. Lekic has more than 20 years' experience in the oil and gas industry. He joined Borets in 2005, serving as the deputy general director for business development and marketing. He went on to serve as vice president of the eastern hemisphere for Borets International. Prior to taking on his current ro…

The CEO of Phillips 66 expects the DAPL to be operational in 2Q 2017.

Designers used algorithms to create 10,000 unique acoustic panels to line the ceiling, walls, and balustrades of Hamburg's Elbphilharmonie concert hall. The panels comprise 1 million little divots, ranging from 4 to 16 cm across, that shape sound within the auditorium.

The oil and gas industry has a lot to gain from the adoption of big data analytics as recently highlighted examples from major service company Halliburton demonstrate.

One of the challenges for those involved with understanding an unexpected decline in well performance is identifying the exact causes for the reduced productivity. Consideration of all data available can eventually point toward one factor that could explain productivity decline.

Following my theme for the year on risk and reward, this month’s column looks at how partnerships affect the risk/reward balance. Our industry is full of partnerships—it’s how we share the risk in a very risky business.

The unique properties of deepwater formations pose significant ­challenges to the capabilities of conventional drilling rigs. Using automated drilling equipment, including MPD, efficiency and cost savings can accompany safety.

With an uncertain future spawning from the Brexit referendum, the British government is seeking to maintain as much consistency in its energy policy as possible.

As the boom of the 1970s and 1980s makes way for the first tranche of major decommissioning projects, the market for abandonment and decommissioning has grown over the past 5 years. To deliver these projects in a safe and economic way, decommissioning needs to be accepted as a serious challenge.