Top Energy Industry Interviews on AI, Asset Management and Workforce Transformation

As the energy sector navigates volatility, decarbonization and digital transformation, staying close to industry leaders is essential.

This feature spotlights standout interviews from our latest event series, capturing the strategies and priorities shaping today's landscape.

Explore the teasers below for a preview of the insights driving performance across the oil, gas and energy sector:

How Noble Corporation Manages Asset Integrity Across 30 Offshore Vessels Operating 24/7

Can you share an example where smarter data integration directly improved asset management or turnaround planning?

Jason Power, Vice President of Asset Integrity: One of the biggest shifts we've seen comes from using AI to integrate multiple data sources and unlock value from information we already had but couldn't easily use, particularly historical and text‑based reports.

Today, when an anomaly is detected through sensor data, we can correlate it with historical operating data, previous incident reports, root cause analyses and failure mode and effects analyses (FMEAs). Text‑based reports and unstructured data that were previously difficult to use at scale, become far more valuable when combined with structured data.

A good example is the blowout preventer (BOP), one of our most critical systems. While the system itself is robust, the redundancy built into it makes troubleshooting complex and heavily reliant on SME experience. By integrating sensor data with FMEA and historical failure  information, we can troubleshoot issues much faster and with greater accuracy.

That same integrated dataset also supports regulatory compliance and increasingly feeds predictive analytics, allowing us to identify potential issues earlier. AI tools further enhance this by surfacing relevant manuals, technical drawings, and procedures alongside live and  historical data, so teams have everything they need in one place rather than searching across multiple systems.

Smarter data integration is improving both asset health management and planning by reducing troubleshooting time, improving decision‑making and increasing confidence in the insights. Digitalization isn't a future aspiration for us. It's already embedded in how we manage and maintain critical assets and its role will only continue to grow.

Download your copy to learn more about how Noble Corporation is building decision trust offshore by embedding data, analytics and AI across its global drilling fleet.

How Marathon Petroleum is Advancing AI, Workforce Evolution and Operational Excellence

What are the key challenges in driving digital transformation and how do you overcome them as an organization?

Jacques McGregor, Vice President of Digital Transformation: There will always be plenty of good ideas and ongoing change. The real challenge is being thoughtful about what to focus on first and understanding the synergies between initiatives. By sequencing them intentionally, you avoid making changes that later need to be undone because their downstream impact wasn't considered.

One of the things we're focusing on is strengthening our approach to change management. In that space, we're working to better understand change saturation, specifically, which types of changes, whether transformation initiatives, organizational shifts or other projects, are impacting different business units. The goal is to visualize this in a heat map, so we can see where saturation is high. For example, we might have a project we want to prioritize, but if a business unit is already maxed out with other changes, now may not be the best time. In that case, we can adjust and focus on something else instead.

To learn how Marathon Petroleum is advancing AI and operational excellence through smarter change management, prioritisation and data-driven transformation, download your copy here.

bp's Next Era of Intelligent Asset Management

How do you navigate or overcome that 'additional layer' of being a female working in the maintenance industry? 

Natalie Thompson, Vice President of Reliability and Maintenance: It's an ongoing challenge for women in this industry; there's no single solution or 'silver bullet'. My background in the military helped because it taught me to focus on outcomes and accountability. Early on, I worked with men who could have been my father, and no matter how much I thought I knew, I stayed curious and listened. That mindset earns your respect, over time. 

When you show you can deliver, doors open and people start listening. Right now, the case for action couldn't be stronger, and in this economy, everyone is looking for ways to improve. So, it's a mix of factors but persistence, credibility and curiosity go a long way. 

Download your copy to discover how bp is shaping the next era of intelligent asset management through leadership, resilience and performance-driven maintenance.

How Dow Is Rewriting Industrial Work for the Age of AI

Dow is capturing raw skills data from your 22,000 employees. How are you collecting this at scale and what early insights have emerged so far?

Lisa Williams, Senior Director of Operations Talent Strategy and Employee Experience: We are still capturing this data at scale, primarily through Workday, but this did not happen overnight. Our HR organization began this journey more than five years ago when we transitioned to Workday with the foresight that robust skills capture would become critical, even before those capabilities were fully in place.

That early investment proved essential. Coming out of the pandemic, we were already positioned to move away from traditional job descriptions and CV style thinking toward transferable skills, both technical and durable, that apply across a much broader range of work.

This is less about jobs and more about redefining work itself, closer to a new industrial model than a traditional HR initiative.

We began by enabling employees to map their capabilities against a library of more than 1,000 skills, identifying the 15-20 that best reflect their experience, along with those they want to develop. These skills are now visible through employee profiles, strengthening connection, development and workforce visibility at scale.

Building on that foundation, we are now combining skills, experience and career aspirations to better guide development and surface future opportunities across the organization.

Much of this work has taken place behind the scenes, but it has been foundational to the broader transformation underway, supporting a more agile, responsive, and simpler operating model. It has also enabled us to apply AI capabilities in more tangible ways.

Employees are starting to feel that shift. Even those less closely engaged can see the momentum, bringing greater clarity as change accelerates. The goal is to make that change easier to navigate by giving people the tools to understand how their roles are evolving, building new capabilities, and actively planning their development.

It all starts with skills.

To explore how Dow is redesigning frontline roles for human‑machine collaboration, download your copy here.

Keep up-to-date with the latest oil, gas and energy insights, on The Intelligent Asset Management in Energy and Operational Excellence in Oil and Gas event websites.