Oilwoman Magazine September/October 2023 : simplebooklet.com

1Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comFEATURE Mitra Kashanchi: “Work hard at work and love harder at home. Care hardest about people the most at both.” PAGE 18IN THIS ISSUELetter from the Editor-in-Chief PAGE 2OILWOMAN Contributors PAGE 2OILWOMAN Online PAGE 3Industry Data PAGE 3AUTOMATION Improve Business by Employing the ESSA Approach PAGE 4COACHING The Power of “No” PAGE 8DISABILITIES Interview with Stacey Copas, CEO, Academy of Resilience PAGE 12WORKWEAR Baker Hughes’ Oil Field – The Right Fit PAGE 26DIVERSITY, EQUITY AND INCLUSION Powering Up with the DE&I in Energy Podcast: Using Inclusion to Foster Innovation in the Energy Industry PAGE 28ChatGPT Implications of ChatGPT on Energy Workforce and Training PAGE 30OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION Will OSHA’s New Proposal Have a Positive Impact for Female Workers? PAGE 34OILWOMAN Cartoon PAGE 36Simplicity.Introducing a direct line to the industry’s most cost-eective, expertise-backed answers.SLB brings its best-in-class E&P software to your project, combines it with our renowned in-house expertise into one convenient, pay-as-you-go package. Accelerated by articial intelligence and machine learning, the result is the most eicient path to better performance outcomes. And the freedom to tackle even more complex challenges.Services Include: Reservoir Analytics Reservoir Modeling and Simulation Midstream WaterShale Well FlowbackProduction & Process Engineering ConsultingPIPESIM Python Coaching Completion Design AdvisoryLateral Landing Point Advisory Visit commerce.slb.com/EPsolutionsto try our free evaluation.

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2Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comSEPTEMBER — OCTOBER 2023PUBLISHER Emmanuel SullivanEDITOR-IN-CHIEF Rebecca PontonMANAGING EDITOR Nick VaccaroASSISTANT EDITOR Sarah SkinnerCOPY EDITOR Shannon WestCREATIVE DIRECTOR Kim FischerCONTRIBUTING EDITORS Erica D’Eramo Lee Jourdan Angela McKaneADVERTISING SALES Diana George Connie LaughlinSUBSCRIBE To subscribe to Oilwoman Magazine, please visit our website, www.oilwomanmagazine.com/subscribe. MAILING ADDRESS U.S. Energy Media P.O. Box 3786 Galveston, TX 77552 Phone: (800) 562-2340 e-mail: editor@usenergymedia.comCOPYRIGHT The contents of this publication are copyright 2023 by U.S. Energy Media, LLC, with all rights restricted. Any reproduction or use of content without written consent of U.S. Energy Media, LLC is strictly prohibited.All information in this publication is gathered from sources considered to be reliable, but the accuracy of the information cannot be guaranteed. Oilwoman Magazine reserves the right to edit all contributed articles. Editorial content does not necessarily reect the opinions of the publisher. Any advice given in editorial content or advertisements should be considered information only. Cover photo courtesy Chevron Chemicals.LETTER FROM THE EDITOR-IN-CHIEFCONTRIBUTORS — BiographiesRebecca Ponton, Editor-in-Chief, OILWOMAN MagazineThose of you who have followed OILWOMAN Magazine since its inception in November 2020 know that we have always focused on being as diverse and inclusive as possible. That goes beyond gender – even though one of our main goals is to highlight the women who are helping bring about a more equitable workforce in a male dominated industry – to include diversity of thought and experience and worldview. Interestingly, and by coincidence – I prefer to think of it as serendipity – two of this year’s cover stories, including this issue, have featured women who are originally from Iran. (In case you missed it, the rst was my conversation with Nooshin Behroyan, founder and CEO of PAXON Energy, which can be read in the magazine’s archives.)With this issue, we bring you Lee Jourdan’s interview with Mitra Kashanchi, president of Chevron Chemicals. As the diversity, equity and inclusion columnist for OILWOMAN, who concluded a long career at Chevron as its chief diversity ofcer, Jourdan offers his own unique perspective to the conversation. We are thrilled to have him bring Kashanchi’s personal and professional story to life on the page, and look forward to including his regular DEI column once again in the Nov/Dec issue.Along with Kashanchi’s insights on setting boundaries, balancing work and home life, and nding empowerment through diversity – “Bring your differences and let’s nd the best way to have a healthy debate,” – this issue includes a diverse range of stories from coaching columnist Erica D’Eramo’s thoughts on the power of saying “no,” to disabilities columnist Angela McKane’s prole of Stacey Copas, CEO of the Academy of Resilience.Echoing Kashanchi, we are committed to bringing you stories that will help foster healthy debates, but that also promote a healthier and stronger industry, one that benets from having a vast array of thoughts, experiences and worldviews, and welcomes those that are different from our own.Erica D’EramoEngineer by trade. Diversity, equity and inclusion professional by choice. With a successful two decade career in the international energy industry, and having been one of the few women in her eld, Erica D’Eramo has made it her life’s work to create diverse, inclusive and equitable workplaces through research, best practice and lived experiences. She is passionate about reconciling the academic perspective with practical application to enable organizations to elevate their DEI efforts and change the workplace landscape through those activities with the greatest impact. In 2016, D’Eramo founded Two Piers Consulting to support under-represented communities in the workforce, and provide companies with the tools and strategies to effectively create and grow truly diverse and inclusive workplaces. She holds a Bachelor of Science in Mechanical Engineering from Penn State University, and an Executive MBA from University of Texas at Austin. Lee JourdanLee Jourdan is Chevron’s former global chief diversity and inclusion ofcer and former vice president commercial and business development for Chevron’s IndoAsia and Asia South business units. He has been published by The Harvard Business Review, Washington Post, and interviewed by SHRM and Pulitzer Prize winner Daniel Yergin on DEI. Jourdan is co-author of From Shoeshine to Star Wars and was recognized by Business Insider in 2020 as one of 100 people transforming business in North America. Today, he is a director on the boards of PROS Holdings (NYSE: PRO) and the nonprot SEARCH Homeless Services, an advisory board member at Pulsely Inc., and Ally Energy, and a special advisor to FTI Consulting, author and keynote speaker.Angela McKaneAngela McKane has recently joined Colbridge Ventures as a venture partner, and was formerly VP Technology Insights at bp. Colbridge Ventures is a growth advisory and venture studio for environmental impact startups and partners with early stage rms seeking to scale.

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4Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comImprove Business by Employing the ESSA Approach By Jackie AndreEliminate, simplify, standardize and automate processes for greater outcomes.Long before 2020, the oil and gas industry worked to transform its opera-tions through technological innova-tion. Once the COVID-19 pandemic struck, digital transformation initiatives accelerated as many everyday activities moved online.The global economy continues to em-brace digitization to support business growth and address productivity, labor, planning and spending challenges. However, it can be difcult to under-stand which technologies are worth the investment versus those that are more hype than help.What technologies can help oil and gas organizations, a sector generating ap-proximately $5 trillion in global revenue in 2022, build long-term competitive advantage to succeed and thrive in this rapidly changing world? According to McKinsey, “Oil and gas company leaders should be clear about the business problems they wish to address and the results they want to achieve with their digitization pro-grams.”Before diving into technology, they should rst consider adopting and implementing process optimization through the methodology ESSA, which stands for eliminate, simplify, standard-ize and automate. Using the ESSA approach, organizations can set them-selves up to reduce unnecessary steps in processes, leading to fewer handoffs and errors, plus a reduction of lead time for vendors and customers.Repetition Sets the Stage for ImplementationESSA helps companies deliver a greater business impact and make more informed decisions at lower costs. It removes redundancies and waste.I learned to live and breathe ESSA during my 20-plus years working for Shell, a well-known global group of energy and petrochemical companies best known for its gasoline stations. The ESSA acronym is a behavior – a mindset shift – the company tried to implement in every task performed. It was an agenda item I kept repeating to my direct reports, as my manager and the leadership team did with me, and it became part of the culture. Repetition creates habits. I even use ESSA at home when asking my children, “Is that something you really have to do, or can you eliminate that from your activity?”ESSA is used by my employer, Man-agement Controls, Inc. In doing so, the company, like any organization employing this methodology, improves safety, productivity and costs, among other benets.The Four Parts of ESSALet me delve into each component of the ESSA approach:• Eliminate involves removing waste (any non-value-adding activity) in any process. A simple example is a team member asking a co-worker to email another person information about a vendor. Why not just send it in the rst place rather than get another person involved? When an additional handoff is necessary, like when one person is bogged down in a project while another colleague has free time, it’s understandable. But often, unnecessary, time-wast-ing steps bog down processes when it would be more efcient to elimi-nate them.• Simplify means streamlining tasks. What steps in a process take too AUTOMATIONPhoto courtesy of nexusplexus – www.123RF.comContinued on next page...

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6Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comAUTOMATIONlong to execute, and how can they be simplied? This is applicable everywhere throughout business so multiple people don’t need to do the same activity as part of their role. Think about a core process that takes 140 steps to complete, which is not uncommon, particu-larly in large organizations. Can it be whittled down to 20? Often, processes become overly compli-cated and grow a life of their own, albeit a time-wasting, expensive one. Simple is best.• Standardize aims to perform duties the same way between departments, locations, custom-ers, vendors and so on. Consider a large enterprise with 50 locations throughout North America. Does each site have its own processes and, if so, what is the benet? Stan-dardization supports productivity by eliminating inefciencies. A sys-tematic, consistent approach works well in everything from equipment maintenance to vendor contracts to quality control.• Automate is to nd opportuni-ties to employ automation tools to optimize the rst three – eliminate, simplify and standardize workows. For example, by using robotic process automation (RPA) software, employees are freed from perform-ing time-consuming, repetitive, manual activities. Instead, they can perform more value-added activi-ties. This eliminates (see how we’ve come full circle?) unnecessary work.Oil and gas companies should con-sider all four ESSA components when searching for new technology or updating or replacing outdated tech to improve their business. Regarding the safety, productivity and cost control of their supply chain processes, they must all consider maintenance, plan-ning, scheduling, turnaround, capital projects and more. Being able to standardize these processes, especially around vendor and contractor man-agement, is invaluable. Advantages of this Transformative ApproachThe versatility of the ESSA method-ology is that it applies to any company in the oil and gas industry, and outside of it, too. Its benets include: • Enhances engagement since it em-powers employees to improve how they get their work done. • Increases efciency by reallocating employees’ time for value-add work.• Reduces costs by doing away with waste in processes, which increases protability.• Improves safety by having practices in place prioritizing people’s well-being.Improve Processes With the Help of the Right TechnologyTechnology can help oil and gas com-panies implement the ESSA approach to add value. For example, consider traditional, manual contractor man-agement. After contractors perform work, they submit their timesheets for approval. Once the company autho-rizer signs and returns them, contrac-tors submit their invoices, which are entered into a system and matched with timesheets. When necessary, dis-crepancies are addressed, and contrac-tors are paid.But there’s no visibility into daily activity, work progress and associ-ated costs. Without the right technol-ogy, it’s hard to accurately reconcile invoices, hours earned, varied contrac-tor rates and contract terms. A robust contractor spend manage-ment platform provides near real-time visibility into on-site and remote labor, removes timesheet and invoice errors, and curbs off-contract spend, such as invoicing for unapproved items. It eliminates, simplies, stan-dardizes and automates the contractor management process by improving safety (for example, when contrac-tors are using equipment they aren’t trained for), along with productivity and costs.Just Do It – Repeatedly!The best way for the oil and gas industry to optimize workows is to employ the ESSA approach, which can be enhanced with the right technology. It should be used in the C-suite and trickle down throughout the company. Mistakes will still happen. Things could still fall through the cracks. But not as often when employees, con-tractors, vendors, and even custom-ers employ the ESSA method. Use it repeatedly and the methodology will stick and improve business outcomes.Jackie Andre is senior director, Contractor Optimi-zation, at Manage-ment Controls. As a highly motivated contracting and procurement professional, Andre values the experience she has gained during her career. With over 23 years of experience in the oil and gas industry, she can help deliver bottom-line impact to the business and companies she works for. Being rst and foremost client focused, the ener-gy she brings to all engagements, both internally and externally, helps foster a collaborative work-ing environment where, together, collective goals can be achieved. Through Management Controls, Inc. (MCi) and the TRACK plat-form, Andre has seen rsthand how millions of dollars in savings and value can be realized utilizing the functionality and automa-tion the software and process provide. As the senior director of Contractor Optimization with MCi, she leverages 14 years of experience from implementing ~20 sites and optimizing TRACK globally for Shell. The implemen-tation teams were the successful recipients of two separate Vice President Awards which recog-nized the outcomes achieved by those projects.

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8Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comCOACHINGThe Power of “No”By Erica D’eramo‘Tis the season for burnout. Ah, yes, Sep-tember is upon us. The summer holidays are behind us and schools are back in session, including sports practices, band practices, PTA meetings, and yellow buses joining our commute. The fourth quarter is staring us down, along with all the commitments and goals we made for the year. Daylight is waning, but the to-do lists are growing. Have you planned your Halloween costume yet? How about Thanksgiving dinner? They’re right around the corner, you know. Autumn has always been a busy season for us homo sapiens. It’s historically been our last chance to accumulate sustenance before we supposedly settle down for a winter of hibernation and rest. Yet in today’s post-industrial, digitally connected, and meticulously scheduled world, we don’t actually get much of a winter hibernation. Our very interconnectedness allows us endless access to opportunities for involvement, community engagement, projects and activities, whether for work, pleasure, growth or impact. Add to that a con-stant stream of digital media vying for our attention and dopamine, and we’ve got a recipe for burnout. The Why Our time is exquisitely precious. It is one of our few truly non-renewable resources: absolutely nite and increas-ingly scarce. Unlike money or belong-ings or even social capital, our minutes on this earth cannot be replenished. (The relativity nerds may take umbrage with this assertion, but I’m assuming none of us are approaching the speed of light during our travels.) It may feel overwhelming knowing that we have more to do than time to do it, but allow me to offer a reframing. In-stead, we can rest assured that, as mor-tals at the mercy of physics, we cannot do it all. Some stuff will not get done. With that understanding, we can instead be intentional about how we spend our time and our energy.This is no small task. We are not operat-ing in a vacuum. Women are socialized to do more emotional labor. We are encour-aged to take on non-promotable tasks in the workplace. From a young age, many of us are taught to prioritize communal well-being over personal well-being. Take a quick look at the shelves of any toy department, and we’ll see those messages of caretaking and cooperation emerging early in activities and playthings geared toward young girls. Many times, women are punished for setting boundaries. They may be seen as being selsh or difcult and labeled “not a team player.” It’s un-derstandable that we try to accommodate, relying on superhuman feats of endur-ance and agility to keep all the plates spinning. Yet this tendency to say “yes” ends up leading to feelings of resentment and burnout. We nd ourselves acting from a place of obligation and burden, even when we may have felt enthusiastic or joyful in the beginning.What Do We Do About It?Like any budgeting or decluttering exer-cise, we must examine this from a few angles. In this two-part article, I’ll offer a three-column framework (as consultants are wont to do): 1. Less adding.2. More subtracting. 3. Making the most of what’s retained. For the engineer types in the audience, we can look at this as a volume equation, but instead of treating our commitments like compressible uids that we just continue to pack in while the temperature and pressure steadily rise, we could try to keep a more sustainable balance. Perhaps, we could even maintain some headroom for unplanned emergencies or opportuni-ties. What luxury! The rst step is instituting a “less yes” approach (at least to others, so we can say “yes” to ourselves more often). This means knowing when and how to say “no.” What are your selection criteria for adding a voluntary commitment to your plate? In the Reliability and Maintenance discipline, new activities are often accom-panied by a “management of change” Photo courtesy of studiostoks – www.123RF.com

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9Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comCOACHINGprocess which includes knock-on effects, resource requirements, and prioritization amongst existing activities. For many of us, joining a new committee or taking on a new activity gets as little scrutiny as a shrug and a “Sure. We’ll gure it out.” Unless you are the rare unicorn who nds themselves bored and at a loss for things to do, chances are your new commitment will need to t in among an already busy schedule. So, what’s coming off your plate? If the answer is “nothing,” then which existing activities will you borrow time from in order to commit to this new one? When the answer is similarly “none,” then the most likely bucket to draw from will be your unscheduled downtime or rest. And let’s not discount the value of downtime. We talk about self-care quite extensively, but I prefer to view activities as input or output. Reading, walking, and playtime with children or pets are all examples of activities that can nurture our creativity, ll our cups, and remind us of what’s most important in life. That being said, rest for the sake of rest is valuable in and of itself, and we deserve it. We are hu-mans who deserve to rest. Without guilt. Without shame. Without the feeling that we are stealing time from our productive efforts. (If this concept sounds anathema to you, it may be time to check out the transformative work of Tricia Hersey and The Nap Ministry). How do we decide what to say “yes” to? We start with our values. Here are a few questions to ask yourself:1. What is most important to me in life?2. Which of my key values does this ac-tivity align with? Which does it conict with?3. What am I hoping to get from this experience?4. What does a good outcome look like? Is that a likely scenario?As you become more discerning about which activities you agree to, one chal-lenge may be estimating the time and energy entailed. Have you been pretty accurate in gauging this in the past? Is the group or organization clear about its ex-pectations? Do they seem to respect the boundaries of their current participants? When guilt or shame is used to moti-vate your participation in the rst place, that’s an immediate red ag and you can expect that dynamic to continue. A “yes” extracted under duress is never a good starting point. The Hard Part“Okay, okay, Erica! I want to say “no” more often, but I don’t know how!” First of all, if you nd yourself tempted Continued on next page...together is betterWe offer leadership coaching, DEI consulting and interactive workshops to help unlock, cultivate and support the talent in your organization and create diverse, representative workforces.Erica D’Eramo, Founder and CEO – Two Piers Consulting, PBCinfo@twopiersconsulting.com | +1 (713) 396-0426 | @twopiersconsultwww.TwoPiersConsulting.com

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10Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comCOACHINGto acquiesce when you truly want to decline, try being curious with yourself. What’s underneath this inclination? Is it based on feelings of obligation or duty? Is it to avoid the discomfort, disappointment or conict that comes with a “no”? Is it a fear of missing out on opportunities or connections? It’s important to come to terms with these feelings and give them the cre-dence they deserve, and then decide how to mitigate or accept them. Our tendency to say “yes” is not irratio-nal; it’s also not necessarily effective or sustainable. Saying “no” can be uncomfortable, but in the wise words of Brené Brown, we should “choose discomfort over resentment.” We can also change our framing around the word “no.” It is not an inherently unkind word. As Brown mentions in her book Atlas of the Heart, “Boundaries are a prerequisite for compassion and empathy.” A thoughtful “no” is oftentimes more altruistic and respectful than a coerced or resentful “yes.” Unfortunately, we still exist in a world that is not used to hearing “no” from women. Even women aren’t used to hearing “no” from other women. If you nd yourself faced with these biases, you can oftentimes mitigate them by explaining your “no” in terms of the communal good. Should you have to? No. Of course not. But we’re focused on being effective here, and the reality is that a woman who sets a boundary to protect the well-being of others is often met with less hostility and resistance than a woman who is protecting her own interests.This might look different for each person and each scenario. “I’ve made a commitment to be more present during family time, so I’m not able to take on additional volunteer projects right now.” “When I’m oversubscribed, the qual-ity of my work across all my projects starts to suffer, so I’ll need to pass on this opportunity.”Photo courtesy of studiostoks – www.123RF.comNO“I know if I take this on, I’ll be tempted to invest more time than I can afford, and I’ll end up being stressed out. It’s not good for anyone if that happens.”Side note: If you feel that you can safely give a good, rm “no” without any justication or explanation and without risking harm, then I absolutely encourage you to do so! You can help normalize “no” for the rest of us and move us toward a future where we’re all happily, healthily, and unapologeti-cally asserting boundaries. In Part II, we’ll explore the second and third columns of the framework. We’ll discuss when and how to bring existing commitments and activities to a close. We’ll also look at how we can change our relationships to existing commitments that we cannot extricate from to help minimize resentment and the likelihood of burnout. In the meantime, remember: “Less yes” to others means more “yes” to you!Engineer by trade. Diver-sity, equity and inclusion professional by choice. With a successful two decade career in the international energy industry, and having been one of the few women in her eld, Erica D’Eramo has made it her life’s work to create diverse, inclusive and equitable workplaces through research, best practice and lived experiences. She is passionate about reconciling the academic perspec-tive with practical application to enable organizations to elevate their DEI efforts and change the workplace landscape through those activities with the greatest impact. In 2016, D’Eramo founded Two Piers Consulting to support under-rep-resented communities in the workforce, and provide companies with the tools and strategies to effectively create and grow truly diverse and inclusive workplaces. She holds a Bachelor of Science in Mechanical Engineering from Penn State University, and an Executive MBA from University of Texas at Austin.

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12Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comDISABILITIESInterview with Stacey Copas, CEO, Academy of ResilienceBy Angela McKaneIt’s early morning, U.K. time, and as I’m making coffee, I nd myself thinking, this will be my rst interview for Oil-woman since recently leaving bp, after 15 years’ service with the company. It’s time for new horizons, and so it seems just right that for this interview I’ll be chat-ting with Stacey Copas, whom (unlike my other interviewees so far) I’ve never actually met or spoken with previously! I found Stacey online, after following a trail of article breadcrumbs, posts and links across the web. I was delighted that she agreed to be interviewed, and as I plug my camera into my Mac, I smile thinking of the power of technol-ogy, meaning that although Stacey is in Australia and I am in the U.K., within moments she appears on my screen and it feels almost like she is sitting opposite me. I don’t think I’ll ever stop being amazed by that! Angela McKane: Stacey, hi! It is so nice to “meet” you! Stacey Copas: Hello! It is lovely to meet you, too. AM: So… you are in Sydney, correct? It is on my list to visit one day!SC: Yes, I’m here in Sydney. I was born and brought up here; in fact, I lived here all the way through until I was 29 years of age. In the early years, starting school, I found the subjects really easy to learn – too easy, really. In year one, I would skip ahead and be completing the work for year two, but even then I was often land-ing in trouble for talking too much. My reports would say, “She talks too much and disrupts others,” but really it was just that I was bored. AM (smiling): Well, hey, I always made friends with the mischief makers and talkative ones in the class at school. ey were the most fun. SC: Ha ha, yes! AM: Did you have any big dreams or aspirations at that age? SC: Oh, for sure. Before I even started school, I loved animals and wanted to be a vet. I’d be out there catching lizards, butteries, spiders… you name it! [Angela’s note: Dear reader, please be aware the spiders are the main reason I haven’t made it to Sydney yet. I gulp down some coffee and compose myself.] AM: e spiders, yes… Did you also have a family pet that would also catch those on occasion? A nice big cat, per-haps? SC: As it happens, yes, we did indeed have a cat! We also kept birds, and then after that we had dogs as well. I always had animals around me, which I loved. I also had sports around me. I was an athletic kid. I was the pitcher in the girls’ softball team; I was also the rst girl to play soccer for the school! I was a track runner, too – every distance from the 100 meter right through to the cross country. AM: You must have been looking ahead to secondary school, and already with a dream in mind of becoming a vet. But, then, something happened that changed everything. SC: Yes, it was in the last couple of weeks of primary school. I’d already sat Photos courtesy of Stacey Copas.

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13Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comDISABILITIESand passed the exams and got accepted into a very selective agricultural high school. It was academically really com-petitive, and I felt proud that I had got through on the rst round! So, here we were close to the end of the year, early December, and I was round at a relative’s place. It was a super hot day, so many of the kids [and I] were round the pool in the backyard. My younger brother was there – he was 10 at the time – and some other younger kids as well. I just did what I’d been doing every other time previously when I visited: I climbed up on the edge of the pool and dived in. It was an above ground pool, so really not deep enough but I had dived in be-fore and this time again, and again. I kept climbing up onto the edge of the pool and diving in again. I was getting yelled at to stop that, but, you know, I was 12 and feeling bulletproof and invincible. So, I went round one more time. I had felt that with the other dives I had been splash-ing around too much, and I thought to myself, “How could I really perform the perfect dive?” I thought maybe if I kept my legs straighter and held my feet together, then I would glide through the water without much splashing. I took a great big deep breath, straightened my legs and held my feet together and, then, I did exactly that. I felt the water envelope me and it felt like any of the other dives I had done be-fore. I didn’t realize anything was wrong until I tried to engage my body to swim to the surface and found I couldn’t move at all. I was still conscious, but I couldn’t feel any pain, in fact I couldn’t feel any-thing. I started to panic, and was holding my breath, desperately willing my body to move so that I could attract attention but to no avail. I held my breath for as long as I could and when I simply couldn’t hold it any longer, I just had to breathe in and as a result my lungs lled with water and I lost consciousness. The kids in the pool had thought I was just mucking around at rst but, when enough time passed, they raised the alarm. Someone dove in and got me out of the water, and managed to get me breathing again and then I was rushed to hospital. In intensive care that evening, a doctor informed me that I had drowned in the pool, and broken my neck, and that I’d never walk again. I was also told that I’d be in hospital for a very long time and, sure enough, I ended up spending seven months there. It was seven months in an acute setting on a kid’s ward, and then going to a spinal unit twice a day for intense physio and occupational therapy. AM: at must have been really gruel-ing, both physically and emotionally.SC: Yes, it was. The day that it happened Continued on next page...CFO Services and Business Management ConsultingGet The Most From Your Energy BusinessOur Energy CFOs Help You Understand Your Company’s Financial Health and Drive Growth Save Time And Money • Transform Your Business • Understand Your Finances • Build Leader CondenceSchedule a CFO Consultation • www.theenergycfo.com • cfoinfo@theenergycfo.com • 210-802-8640

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14Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comDISABILITIESfelt like an incredibly long day, but also like it was happen-ing to someone else; I wasn’t me. I was emotionally utterly exhausted, and hooked up to a morphine drip, of course, but I do remember two sides of me almost in conict battling it out. One side was saying, “This is it; this is a death sentence.” And, at rst, that was the stronger of the two sides. But there was another little glimmer in there saying, “No, I’ll prove you wrong.” At this point of mental anguish, the balance was tipping in favor of feeling that it was futile to even try to go on. I felt that there was no point, that I wouldn’t be able to do any of the things I used to do, and I was such a ercely independent soul, even at that young age. I am also a really active person, so that rst eight weeks, where I had to lie on my back staring at the ceiling with only these thoughts and unable to move, was a form of torture. AM: Hmm, I can only imagine what that would be like at such a young age. Could you have friends to visit at that time? I’m just thinking, it’s tricky enough navigating girls’ friend-ships already at that age, especially when heading from pri-mary to secondary school. ere’s a lot to learn at that stage. SC: It was tricky, yes. I had friends who would come in and see me, but the hospital was far and nowhere near home. It would take a couple of very long train rides to get there and it’s not like we had mobile phones to text each other back then. I was on a children’s ward, so I would get to know others on the ward but they often wouldn’t stay long. It felt more like a revolving door of different children and young people coming and going. So, it wasn’t easy, and at the same time I was also thinking that boys would never be interested in me again as well. It was a lot going on in my head; however, I did make good friend-ships with many of the staff on the ward. After all, I was there for months. I really had the chance to get to know them! They also saw me progress and regain some strength and movement over that time, following the intense schedule of physio and occupational therapy ve days a week every week. They also saw how hard it was. I would hold myself up-right on the parallel bars but, over the course of those months, and at that age you are growing rapidly. I was getting knee pain and ankle pain. Even after I left [the] hospital, I was trying to do even more of this standing with a physio, but it got to the point where I was in pain and I realized, this just isn’t worth it. At that point, I made the decision that the wheelchair was the right answer. It would give me back my independence and get me around. I was growing so fast I had outgrown that rst chair within 18 months! AM: I am so glad you got through that time in hospital, though it must have been so tough to endure. Were you able to go on to secondary school once you were out? SC: Well, I’d missed the rst six months, and I couldn’t go to the school I’d worked so hard to get into. Apart from anything, it wasn’t accessible at all, and we weren’t mentally ready for that ght. At this point I couldn’t get around independently, and it wasn’t feasible to end up getting sent to a school that was so far away while requiring extra support. To top it off, I also started in the middle of the year and didn’t know a single soul. I pretty much just kept my head down and got on with it. Looking back, I just didn’t want to let anyone in, and like many teenag-ers my outlet and escape was getting drunk and stoned. Physically, I had drowned, and now emotionally I was drowning every day. I did have boyfriends through high school, but I would struggle to get close or allow myself to be vulnerable with anyone and at this stage the wheelchair had knocked my self-esteem a bit, I was convincing myself that I was no longer attractive. The teenage years are hard for all of us, and maybe especially for girls as our bodies change, and I felt that in addition I had this extra component to deal with as well. Emotionally, I went to a really dark place. AM: Did you have any profes-sional on hand to help with this? Like a therapist, for example? SC: I tried, but I pretty much told them to get stuffed early on. I mean, I had some 22 year old psychol-ogy major telling me they knew how I felt, and I was like, right, sure, mov-ing right along. I then tried to seek out therapy again but I had a really

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15Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comDISABILITIESSEPTEMBER 17 -2124wpc.com15,000Visitors5,000Delegates100+Countries200+Exhibitors24TH WORLD PETROLEUM CONGRESSVisitor Registrationis now openREGISTER NOWENERGY TRANSITION:THE PATH TO NET ZERObad experience where the psychologist suggested I had an eating disorder, which I denitely didn’t! So, that created trust issues with mental health professionals for me and I felt that I was going to have to deal with this myself. I slowly began to realize that getting drunk was not the way to do that, partly as I was sinking so low I started thinking that I didn’t want to be here anymore. At my lowest ebb, the only thing stopping me was the fear of surviving, but making the situation even worse and harder to endure. Leaving school, though, was a tremendous turning point for me. Quickly, I found that I was able to do all the things my peers were doing. I got a full time job, I got my driving license, I had a car, a boyfriend, hobbies and people who loved me. Once I was well into my 20s I had a big mental shift – an epiphany – where I became aware that I couldn’t change what had happened, but I could change the story I was tell-ing myself about it. I realized that, well out of school, I had agency over what I would do with my life next. Gradually, that thought process evolved into deep gratitude for the learnings and perspective I had obtained as a result of what happened. As soon as I reached that point, the opportunities just started arising everywhere! I went from oating from job to job, glad to have work but not really nding anything fullling, to appreciating that I could use what I had learned to make a dif-ference for others. As a rst step, I tried out getting involved in politics, joining one of our major political parties and I ended up running for local government, then I was in the Women’s Council, and the Youth Council, and then I was run-ning for a state seat in the state elections! I did that for a few years before I started getting disillusioned with it and knew I could make a bigger difference outside the political system. This led to me being asked to volunteer as a mentor to disabled people in the Solomon Islands. The signicance of Continued on next page...Stacey Copas shown in the hospital after her childhood diving accident.

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16Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comDISABILITIESthis should not be underestimated as I had never been overseas before that point and I was a real city girl. I spent a couple of weeks there, getting to know others and helping by sharing my personal story. Returning from that to a “normal” day job left me with an inner feeling that I needed to be doing some-thing more and so, a year later, I took a leap of faith and started my business, The Academy of Resilience. I’d been receiving some personal development coaching in the lead up to making that call, and the coaches I had helped me see that there was such value in shar-ing my experience, [so] why stop with occasional volunteering, why not really go for it? So, I did! I wrote a book, How To Be Resilient, delivered keynotes at confer-ences, and now I’m building online communities, delivering online pro-grams, doing coaching and consulting, running workshops and, oh, I’ve just started a podcast as well! I feel that I’m really putting myself out there because resilience is needed now more than ever, both in the corporate setting, but also for kids and teens as well. I am able to share with them what I went through, and how I developed resilience as a result, and they can, too. AM: is is fantastic! I wish you all the best for your business and making an impact, Stacey. On the topic of devel-oping resilience, would there be one nal message or take away in this that you would leave for our readers? SC: One thing is, you can train yourself a little on what you choose to focus on. Like, I try not to focus each day on how hard things are, or the things that are harder because I had a spinal injury. If I do that, I nd it weighs me down as a heavy energy. Instead, I write a jour-nal at the end of every night. I write a sentence that begins: “Today, I had the opportunity to…” AM: Today, I had the opportunity to interview Stacey Copas, and it was amazing. ank you, Stacey. For more information, go to Stacey Copas’ Academy of Resilience. Angela McKane has recently joined Colbridge Ventures as a venture partner, and was for-merly VP Technology Insights at bp. Colbridge Ventures is a growth advisory and venture studio for environmental impact startups and partners with early stage rms seeking to scale. Prior to this, McKane grew and led a global team at bp, with a pow-erful digitally-enabled insights capability for the organization, and with a com-plementary analyst offer conducting deep dives and in-depth research into emerging technologies and innovations that could provide attractive investment opportunities for our changing global energy landscape.Earlier in her career, McKane worked at Transport for London (“TfL”), and prior to that at her alma mater, the Uni-versity of Glasgow. She has spent the bulk of her professional career in Lon-don; however, she recently relocated to Northern Ireland, which she sees as the perfect base to partner with global businesses seeking to enter and expand into both the U.K. and E.U. markets. Find McKane on LinkedIn. Stacey Copas today (left) and on the poster for her political campaign some years ago (above).

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18Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comFEATUREMitra Kashanchi“Work hard at work and love harder at home. Care hardest about people the most at both.” BY Lee JourdanIt’s the age-old question that women deal with: How do you manage work/life balance, or work/life integration, while trying to be great at both? How can you be present at one without shortchanging the other? Mitra Kashanchi believes it is a combination of several intentional behav-iors: setting boundaries, understanding your vulnerabilities, having a keen desire for con-tinual improvement, and having a symbiotic support system that is sensitive to the needs of all its members. Kashanchi is a wife of 35 years and has two daughters, both alumni of the Univer-sity of California, Los Angeles (UCLA), an institution of higher learning with a 12 per-cent acceptance rate. In 2012, she became the rst female renery operations manager for Chevron in its 165-year history, and the rst foreign-born general manager to lead a renery for Chevron. She now heads a global business as president of Chevron Chemicals, where she guides a 2,000-person global workforce leading Chevron’s inter-ests in the chemicals industry. Her scope includes additives, specialty chemicals, and licensing for any technological advance-ment in fuels additives through Chevron Oronite technology centers worldwide. She also oversees the relationship with Chev-ronPhillips Chemical Company, a joint venture between Chevron and Phillips 66.Leader, mother, wife. Yes, you can have it all. But you can’t do it alone. “The best way to predict the future is to create it.” – Abraham LincolnBorn in Iran, Kashanchi’s interest in chemistry was piqued when a beloved high school teacher made chemistry fun. She entered Shahid Beheshti University in 1984, launching her journey of continual learning and improvement. Her parents, in an early manifestation of her support group, sent her to California State University, Long Beach, where she would attain a master’s degree in physical chemistry. Kashanchi completed her degree and was hired as a chemist by Chevron on the last day of graduate school at a career day event.As is common with young, talented, recent college graduates, Kashanchi believed that if she kept her head down and worked hard, her efforts would be recognized, and opportunities would materialize. Instead, she continued as a chemist for eight years. To advance, she learned, she would have to advocate for herself. “My career started when, after working eight years as a chemist, I went to a techni-cal manager and asked, ‘Is there a place in the engineering department where a chemist can contribute?’ The manager’s response? ‘I don’t think so.’” Six months later, an opportunity surfaced when the same technical manager shared with a hiring manager that Kashanchi had inquired about a position. “That’s how it all started. I just asked a question. That job opportunity inspired me to go back to school. Self-advocacy is something I encourage others to do. It means shar-ing your capabilities and your interests. Don’t assume someone will discover you. Make sure that you openly advocate for the opportunities that you can contribute to; articulate how you can add value to the business. Share your aspirations with your mentors, your sponsors and your network.”Recognizing that the oil and gas industry encompassed roles beyond energy, she went back to Cal State for a bachelor’s de-gree in chemical engineering. “I really want-ed to understand how chemistry plays a crucial role in every industry that we touch – in pharmaceuticals, in material science, in energy. Be a committed lifetime learner in every position, and don’t be afraid of say-ing, ‘I don’t know but I can learn.’ Step out of your comfort zone. Many of the roles that I have taken, I didn’t know anything about, but I surrounded myself with a “council of Yodas” to guide me.” That chemical engineering degree opened the door to technical, operations support, and maintenance support positions, areas that were essentially closed to women. She encourages creating your own future by taking the jobs no one wants, which, in turn, prepares you for jobs that few are Continued on next page...

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20Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comFEATUREqualied to do. Currently, only six percent of renery operators are women. “Go for the positions that nobody wants and push yourself to learn.” “Surround yourself only with people who are going to lift you higher.” – Oprah WinfreyRaising a family, working full time, and continuing her education was a team ef-fort. “If you ask my mom,” Kashanchi says, “my Chevron career belongs to me and my husband because I had his support throughout. Many of my jobs required me to go to the site at ridiculous hours. I would leave the house at 4:00 in the morn-ing and my husband would cover those crucial morning hours with our daughters. Other days, I had to stay at work long after the traditional workday ended because of some emergency or [an] operational issue. Again, my husband would be the one to pick up our daughters from school. I think committing to a career is a family decision. It’s not one person’s decision. Any decision we make about each other’s careers, we make together.”But having an understanding partner is just part of the equation. Working par-ents, particularly women, wear societal and often self-generated expectations to priori-tize home over every-thing else. Ninety-eight percent of currently married men aged 15–49 are employed. But only 32 percent of currently married women aged 15–49 are employed. This reinforces the notion that marriage encourages traditional gender roles. There is an expectation, even among women, that they should bear the burden of domestic and caregiver roles, even if they work full time. “Women get caught in that circle of guilt. When we’re at work we constantly think about home and what we may have left undone. And when we’re at home, we keep think-ing about work deadlines, milestones and our people.”Intentionality is the key. Kashanchi con-tinues, “I eliminate that guilt by saying when I’m at work, I’m going to work hard. I’m going to focus hard, and I’m going to deliver. When I’m at home, I’ll cook for my family, I’ll take my girls to basketball games, for example. I’m at every game, every event. And when I’m there, I’m there. I’m focused on them, and they can feel my presence. So, I got to where I wasn’t feeling guilty at home, and I wasn’t feeling guilty at work because I was giving 100 percent to both.”“Surround yourself with people who ght for you in rooms you aren’t in.” – Unknown Too often, successful women are assumed to have made it to the top without assistance. Comments such as, “She made it by herself, why can’t you?” are made. Coaching and mentoring are key ingredients. They are fundamental com-ponents to a good career. You must have those support systems to enjoy a modicum of success. But having a sponsor is the real differentiator. Your mentor guides your growth, but your sponsor propels your suc-cess. A sponsor has a seat at the table and brings up your name when you’re not there and has access to more tables. How do you make sure you have a sponsor? “I asked,” says Kashanchi. “I didn’t under-stand that a sponsor was necessary when I was a process engineer. But once I under-stood how selection processes worked, how development and career management worked, I was very intentional about asking, “Okay, who’s talking about me, and what do they need to know about me, my experi-ences, my skill set, and most importantly, my career aspirations?” When the technical manager rst mentioned her name for an operations role, that was sponsorship. And it changed the trajectory of her career. Now, as an executive, she pays it forward and takes her sponsorship role seriously. She begins by asking her sponsees to visu-alize what a successful career looks like, and then she helps them map out the steps to get there. “I ask them to dream about the day you are leaving Chevron, and as you

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21Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comFEATUREwalk out the door for the last time, you can look back and say, ‘Good job!’ Tell me what that job is and let’s map out how to get you there.” She invests the time to under-stand their strengths and where there is room for growth, so that when there is an opportunity, she advocates effectively. But it doesn’t stop there. “The sponsor’s job is not to stop at “no.” It’s to nd out why that person does not compete now, to under-stand their gaps, and then coach them on what they need to do to close those gaps.” She applies the same intentionality to their career path as she does her own.“Love yourself enough to set boundaries.” – Anna TaylorIt’s important to understand what you can and cannot do. Setting boundaries doesn’t just happen. You need to communicate your boundaries clearly and with purpose. Kashanchi shares, “I’ve had some bosses that understand, and I’ve had some bosses that don’t. Their mind-set was, ‘I need to get my answer now.’ My way of managing that is to rst understand their communica-tion style and address that style directly. Communicate with them very early in the relationship and set the tone.”“For example, I’ve had bosses who expect responses to emails immediately. So, I would sit down and explain to them that that wasn’t always possible. I once had an operations job that started early but got me home by 3:00 p.m. I would say, ‘Look, from 3:00 to 5:00 p.m., I’m doing home-work with my daughters. I won’t be able to check my emails during that time. If you are sending an email, and it’s between 3:00 and 5:00 p.m., I won’t see it. If it’s really an emergency, call me.” Often, organizations will try to set bound-aries for you – and not in a helpful way. Leaders have been known to deny women assignments that they believe may stress the family dynamic or require them to work non-traditional hours. But in 2012, Chev-ron offered Kashanchi an opportunity to become the operations manager for its renery in Burnaby, Canada. The problem was, her husband, Ryan, was managing a successful real estate practice in California. “It was Mitra’s opportunity,” Ryan says, “but it was a family decision, which includ-ed my daughters and my in-laws, who pro-vided additional support. We had very open communications about the pros and cons of every decision.” The result? Kashanchi became Chevron’s rst-ever female renery operations manager. “My younger daughter moved with me to Canada, and she got her high school diploma there, while our oldest daughter remained in California with my husband. Later, when I moved to northern California, my older daughter came and lived with me, and my younger daughter moved to Southern California to stay with my husband and to go to school. At the end, we would say, ‘Are we doing this?’ If the answer was yes, there was no looking back. We learned from each opportunity how to adjust for the next one.” “Diversity: The art of thinking inde-pendently together.” – Malcolm ForbesEmbracing different perspectives was a concept learned early and reinforced often after relocating to the U.S. Kashanchi notes, “One of my rst experiences related to respecting differences was watching the 1984 U.S. presidential debates. To see two individuals with completely different ideas standing in front of each other – in front of the world – publicly having a respectful debate was not something that I Continued on next page...

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22Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comFEATUREexperienced when I was growing up. That you could have differ-ent points of view and express them respectfully was an “a-ha” moment for me.” This was a practical application of diversity grounded in diversity of thought, which was further reinforced after being hired by Chevron. “It was pure luck that I ended up in one of the most diverse teams that Chevron had. It wasn’t intentional. We all just happened to be very different from each other. Seeing that just empowered me. On the rst day, I real-ized that I had an accent, but everybody else had an accent, too. I thought dif-ferently, but everybody else was thinking differently, too. The work group that I joined in Chevron felt like the United Nations. We experienced different dimen-sions of diversity, from race to religion, to geography, to sexual orientation. I felt that my ideas would be welcomed, so I found my voice very quickly. That was the other profound re-alization I had in this company and in this country: How different we were and how empowered we were to engage with each other, to debate with each other, and to contribute.”“I hope that happens for everyone. Immigrants who go to another country, and diverse employees who move to a different organiza-tion. The more we make them feel like it’s okay to be themselves, the better they will feel about their contributions and their willing-ness to give 100 percent. Bring your differences and let’s nd the best way to have a healthy debate. That was the impression that I got from this new culture.”Kashanchi stepped into a diversity journey that was already un-derway at Chevron. “One of the rst Employee Resource Groups (ERGs) that Chevron created was in support of the LGBTQ+ community. This was in the 1990s. For a person who immigrated from Iran, it was an amazing realization that we were really com-mitted to respect each other. Because it’s a journey, at Chevron, we will continue to work on our hiring practices. We will continue to work on our promotion and career development opportuni-ties. Our work is not done. But I nd it totally energizing that we realize we are still on the journey. I know Chevron is up to the task because it’s ingrained in our values. I always say, “Only in this country and only at Chevron, is Mitra’s story possible.” Chevron encourages leaders to actively engage with and advocate for others that may identify differently than they do. Kashanchi takes that expectation to heart. She uses her discretionary time to serve as Chevron’s executive sponsor to Florida A&M University, a Historically Black College or University (HBCU). And she recently spoke with Chevron’s Latino Leadership Academy about culture and leading high-performing teams. “I believe that our diverse employees look to me and say, ‘Oh, that is possible,’ and they get excited about it.”“Vulnerability is the birthplace of innovation, creativity and change. – Brené BrownEach career move Kashanchi made meant expanding her technical and leadership intellect, and she developed a comfortable relationship with her vulner-abilities along the way. Her ability to share them accelerated her learning curve. She learned that being comfortable in situations where she is less condent begins by recognizing that those more senior than you in the organiza-tion have vulnerabilities, too. “I’ve always thought business unit presidents have vulnerabili-ties, so I can have them, too. I didn’t know the chemicals busi-ness. I didn’t know the market. I didn’t know the market trends. I surrounded myself with the best economic subject matter experts available to help me understand how petchem economics differ from rening economics. As soon as you say, ‘I really don’t understand this. Can you explain it to me?,’ people want to help. They love to teach you.” That thirst for knowledge means continued growth. Seeking ad-vice, even from those that report to you, strengthens that relation-ship because you learn about them in the process. Kashanchi seeks to lead “fairly, rmly and with lots of fun. That’s how I think they trusted me and gave me those opportunities.”She was earning that trust at work and at home by demonstrating commitment and being present. Those are the keys to having it all.As Kashanchi says, “Work hard at work and love harder at home. Care hardest about people the most at both.”Lee Jourdan is Chevron’s former global chief diversity and inclusion ofcer and former vice president commercial and business development for Chevron’s IndoAsia and Asia South business units. He has been published by The Harvard Business Review, Washington Post, and interviewed by SHRM and Pulitzer Prize winner Daniel Yergin on DEI. Jourdan is co-author of From Shoeshine to Star Wars and was recognized by Business Insider in 2020 as one of 100 people transforming business in North America. Today, he is a director on the boards of PROS Holdings (NYSE: PRO) and the nonprot SEARCH Homeless Services, an advisory board member at Pulsely Inc., and Ally Energy, and a special advisor to FTI Consulting, author and keynote speaker. Mitra Kashanchi and her family. Photos courtesy of Mitra Kashanchi.

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26Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comBaker Hughes’ Oil Field – The Right Fit By Natalie Hall Attracting a diverse workforce requires addressing the unique needs of our employees. Cover-alls are essential personal protec-tive equipment (PPE) on the job, but they’re not one size ts all. Workwear traditionally de-signed for men is often ill-tting for women and interferes with their ability to work comfortably and safely. Baker Hughes’ OFSE procurement team in Mexico addressed this need by reach-ing out to the Women’s Network Employee Resource Group to learn more about the unique needs of female employees, and then worked with a vendor to nd more inclusive, gender-specic PPE that provides protection without sacricing t and comfort.“Having coveralls designed for women is a positive step in keep-ing our people safe, meeting the needs of the modern work-place, and ensuring that all employees feel condent, proud and productive when they’re wearing the Baker Hughes brand,” says Michelle Contreras, Baker Hughes procurement specialist.Equal Safety and ProtectionWorkwear and other PPE should be designed for women equally, not sized down, like a long-standing theory that recommends buying one size smaller than a woman would typically wear to accommodate for men’s sizing. This recom-mendation isn’t ideal given that differences in body size and shape (physiology) may be small, but the proportions can be meaningful.Women’s Network members explained that when coveralls are too big in the waist, neck and arms, it can interfere with the use of tools and operation of equipment. Excess fabric in the sleeves can get caught in machinery, presenting a serious hazard for arm and hand safety. And a collar that’s too wide around the neck won’t effectively keep out debris and splatter. The new coveralls for women are better proportioned with a tailored t in the chest and hip areas. The torso is shorter and ares near the waist, which is also cut higher. The coveralls are designed for ease of movement and have utility pockets for gauges and gear. New overalls designed, sized and styled specically for women became available for all Baker Hughes teams beginning January 2023 and are avail-able in a range of sizes.Natalie Hall, MA, MBA, is an expert em-ployee communications strategist and champion for diversity, equity and inclusion (DEI). Currently, she is the global internal communications lead – oil eld services and equipment – at Baker Hughes. In addition, she serves on the leadership team for the Black Employee Network. WORKWEAR24TH WORLD PETROLEUM CONGRESSStrategic Speaker LineupAminNasserPresident and CEO,Saudi Aramco,Saudi ArabiaDarrenWoodsChairman and CEO,Exxon Mobil Corporation, United StatesJosu JonImazChief Executive Ofﬁcer,Repsol, SpainJulieSweetChair & CEO,Accenture,USAAdif ZulkiﬂiExecutive Vice President and CEO Upstream,Petronas, MalaysiaREGISTER NOW24wpc.comENERGY TRANSITION: THE PATH TO NET ZEROSEPTEMBER 17 - 2124TH WORLD PETROLEUM CONGRESSStrategic Speaker LineupAminNasserPresident and CEO,Saudi Aramco,Saudi ArabiaDarrenWoodsChairman and CEO,Exxon Mobil Corporation, United StatesJosu JonImazChief Executive Ofﬁcer,Repsol, SpainJulieSweetChair & CEO,Accenture,USAAdif ZulkiﬂiExecutive Vice President and CEO Upstream,Petronas, MalaysiaREGISTER NOW24wpc.comENERGY TRANSITION: THE PATH TO NET ZEROSEPTEMBER 17 - 21

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24TH WORLD PETROLEUM CONGRESSStrategic Speaker LineupAminNasserPresident and CEO,Saudi Aramco,Saudi ArabiaDarrenWoodsChairman and CEO,Exxon Mobil Corporation, United StatesJosu JonImazChief Executive Ofﬁcer,Repsol, SpainJulieSweetChair & CEO,Accenture,USAAdif ZulkiﬂiExecutive Vice President and CEO Upstream,Petronas, MalaysiaREGISTER NOW24wpc.comENERGY TRANSITION: THE PATH TO NET ZEROSEPTEMBER 17 - 2124TH WORLD PETROLEUM CONGRESSStrategic Speaker LineupAminNasserPresident and CEO,Saudi Aramco,Saudi ArabiaDarrenWoodsChairman and CEO,Exxon Mobil Corporation, United StatesJosu JonImazChief Executive Ofﬁcer,Repsol, SpainJulieSweetChair & CEO,Accenture,USAAdif ZulkiﬂiExecutive Vice President and CEO Upstream,Petronas, MalaysiaREGISTER NOW24wpc.comENERGY TRANSITION: THE PATH TO NET ZEROSEPTEMBER 17 - 2124TH WORLD PETROLEUM CONGRESSStrategic Speaker LineupAminNasserPresident and CEO,Saudi Aramco,Saudi ArabiaDarrenWoodsChairman and CEO,Exxon Mobil Corporation, United StatesJosu JonImazChief Executive Ofﬁcer,Repsol, SpainJulieSweetChair & CEO,Accenture,USAAdif ZulkiﬂiExecutive Vice President and CEO Upstream,Petronas, MalaysiaREGISTER NOW24wpc.comENERGY TRANSITION: THE PATH TO NET ZEROSEPTEMBER 17 - 2124TH WORLD PETROLEUM CONGRESSStrategic Speaker LineupAminNasserPresident and CEO,Saudi Aramco,Saudi ArabiaDarrenWoodsChairman and CEO,Exxon Mobil Corporation, United StatesJosu JonImazChief Executive Ofﬁcer,Repsol, SpainJulieSweetChair & CEO,Accenture,USAAdif ZulkiﬂiExecutive Vice President and CEO Upstream,Petronas, MalaysiaREGISTER NOW24wpc.comENERGY TRANSITION: THE PATH TO NET ZEROSEPTEMBER 17 - 21

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28Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comDIVERSITY, EQUITY AND INCLUSIONPowering Up with the DE&I in Energy Podcast: Using Inclusion to Foster Innovation in the Energy IndustryBy Kym AliIn a sphere known more for its drilling rigs, pipelines, and technology advancements, the energy sector is now break-ing new ground in a different arena: diversity, equity and inclusion. The spotlight is on DE&I in Energy, the indus-try’s pioneering podcast, championing the way forward in creating a more inclusive workforce.Founded under the ex-pansive wings of the Oil and Gas Global Network (OGGN), DE&I in En-ergy is setting a brisk pace, captivating an audience of three million worldwide listeners with its refresh-ing take on DE&I within the energy sector. Spear-headed by the dynamic Kym Ali, the podcast has swiftly become an educa-tional lighthouse for those keen on implementing and enhancing DE&I practic-es in their organizations.Kym Ali isn’t your typical host – she brings a world of experience, quite liter-ally, having lived in the Middle East and jour-neyed through 66 coun-tries. This diverse tapestry of cultural experiences is the cornerstone of her incisive understanding of diversity and inclusion. It is this perspective that makes DE&I in Energy an inviting space for listeners, fostering an environment that respects all voices and perspectives.In every episode, Ali facilitates insightful dialogues with leaders from industry stalwarts, such as Schlumberger (SLB), Baker Hughes and the American Petroleum Insti-tute (API). The podcast peels back the layers of the DE&I journey, probing the triumphs, acknowledging the hurdles, and bringing to the forefront practical DE&I strategies to cultivate a more inclusive workforce.DE&I in Energy isn’t just a platform for listening; it’s a community for learning and sharing. If you are on the lookout for actionable DE&I tips or have a unique suc-cess story to inspire others, Kym Ali and the DE&I in Energy podcast extend an open invitation to join their growing band of listeners and contributors.What makes this podcast even more compelling is its backing by OGGN, the world’s rst, largest, and most-listened-to network of oil, gas and energy podcasts. OGGN has been instrumental in turning its podcast into a platform for industry pioneers, entrepreneurs and trailblazers to voice their opinions, exchange ideas and inspire listen-ers with their stories.DE&I in Energy is more than a podcast; it’s a movement, driving a fundamental shift in the energy industry’s approach to diversity, equity and inclusion. As Kym Ali and DE&I in Energy continue to drive this change, they are demonstrating to the industry that diversity isn’t just a box to check; it’s a vital tool for innovation, progress and sustainable growth.Tune in to DE&I in Energy, the energy industry’s rst DE&I podcast. Experience insightful conversations, acquire practical DE&I strategies, and be part of a com-munity that’s shaping a more inclusive future for the energy industry.Kym Ali, MSN, RN, is the host of the DE&I in Energy podcast. She is a LinkedIn collaborative article con-tributor for Workplace Culture and Fostering Inclusion, a BOW Collective “Start Her Scale Her” member, and has been featured on FOX, CBS, NBC, and in Scripps News (formerly Newsy) and Ebony Magazine, among others.

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30Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comChatGPT Implications of ChatGPT on Energy Workforce and TrainingBy Suzanne OgleIf you haven’t heard of ChatGPT by now you might be living under a rock, or at least that’s how I felt at the end of Febru-ary when ChatGPT hit my radar. Since its launch November 30, 2022, ChatGPT is the assistant everyone’s talking about.What is ChatGPT?Chat Generative Pretrained Transformer (ChatGPT), is a chatbot and generative AI language tool launched by OpenAI in November 2022. It is built on natural lan-guage algorithms and is the most advanced iteration of natural language processing.How Does it Work?ChatGPT is as simple as a conversation. You ask the chatbot a question and Chat-GPT responds with a human-like response. OpenAI, the research and deployment company that launched ChatGPT says, “We’ve trained a model called ChatGPT which interacts in a conversational way. The dialogue format makes it possible for Chat-GPT to answer follow-up questions, admit its mistakes, challenge incorrect premises, and reject inappropriate requests.”Just for fun, for this article, I decided to ask ChatGPT what it is, and see if it could write the article for me. See my conversa-tion with ChatGPT, and the response to my question, “What is ChatGPT?” below under “Implications for Energy.”ChatGPT is a large language model de-veloped by OpenAI, designed to generate natural language responses to user inputs. It was trained on a massive corpus of text data, allowing it to generate responses that are often coherent and relevant to the input it receives.ChatGPT is capable of engaging in conversations on a wide range of topics, from general knowledge questions to more specialized domains like science, technol-ogy and the arts. It can also understand and respond to natural language inputs, allowing for more uid and human-like interactions.One of the benets of using ChatGPT is its ability to generate responses quickly, making it useful for tasks like customer support and automated chatbots. However, it’s important to keep in mind that ChatG-PT is still an AI model and may not always provide accurate or reliable information. It’s always a good idea to double-check important information with other sources.Overall, ChatGPT represents a power-ful tool for generating natural language responses and engaging in conversations on a wide range of topics.Applications for ChatGPT?ChatGPT can be used in an assortment of ways including to answer questions, sum-marize text, and classify content. Accord-ing to Gartner, in an article titled, “Your 7 Biggest ChatGPT Questions, Answered,” there are four main ways to deploy the ChatGPT technology.• As-is: Inputting prompts and receiving results via the web-based interface. This is by far the most popular approach today.• Prompt engineering without APIs: Prompt engineering refers to the use of a service like ChatGPT in conjunction with other technologies, as part of a workow. You can create this workow manually or by using screen scrape and robotic process automation (RPA) technologies.• Prompt engineering using APIs: This model is not yet available, but it is expected to debut by the middle of the year. While you may nd solutions that enable an API wrapper around Chat-GPT, we don’t recommend them for production builds or scale, and Ope-nAI, the company that created Chat-GPT, does not support them.• Custom build: It is possible to cre-ate a custom build of the core GPT2/GPT3 or other foundation model for a bespoke implementation, but you would lose the conversational interaction or prompt ltering provided by ChatGPT.Implications of ChatGPT on work-force?Advances in articial intelligence inevitably lead to conversations that speculate work-force impact. Will ChatGPT and articial intelligence automate millions of jobs out Photo courtesy of skorzewiak – www.123RF.com

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31Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comChatGPT of existence thereby leading to a displace-ment of workers or will it be used to improve efciency and employee engage-ment? In the words of my friend Tisha Schuller, “both things are true.” ChatGPT has the ability to automate routine pro-cesses and allow employees to focus on more strategic tasks. Another benet of ChatGPT is that it can enhance communi-cation by providing a convenient channel for questions and concerns.Implications of ChatGPT on TrainingAs a training organization, SGA is always focused on training trends and opportuni-ties. ChatGPT could be a game changer for training. As a training tool, ChatGPT can be used to teach and answer questions in an interactive and engaging way. How might we use ChatGPT to train the natural gas workforce and keep them up to date on best practices?ChatGPT can operate like your librarian, helping employees to nd specic training materials. This would benet the employee and the company by quickly directing them to relevant training materials, answer com-mon questions and offer a personalized learning experience.In terms of training, ChatGPT would shift training from “how to do” to “how to nd” framework. It would then be up to the employee or the organization to trans-late into how that would provide value for the organization.What about soft skills? Can ChatGPT help you formulate a plan to address conict and communicate the “why” behind your decisions? Or build relationships? No. Those skills and the creativity, emotional intelligence and interpersonal skills that are needed to deal with other human beings, still need to be taught by human beings.Implications for EnergyAs with any technology there are pros and cons. There are also complexities that must be considered and navigated,One of the biggest challenges the natural gas industry faces is an unattering narra-tive. Everywhere you turn from activists, to mainstream media and even our President, we are inundated with messages of “fossil fuel” is yesterday’s energy. In fact, our own industry uses the word “transition” instead of “evolution,” subtly reinforcing the nar-rative that as a primary source of energy, it’s on its way out. Now we have ChatGPT in the mix opining on fossil fuel. In the words of Gerry Rafferty and Joe Egan, sometimes I feel like I’ve got “clowns to the left of me, jokers to the right and I’m stuck in the middle.”Just to see what response I would get, I asked my pal C-GPT and queried, “What are the benets of fossil fuels?” Here is the response.Fossil fuels have been the primary source of energy for human civilization for cen-turies, and they still provide a signicant amount of the world’s energy needs today. Here are some of the benets of using fossil fuels for creating energy:1. Availability: Fossil fuels are abundant and widely distributed throughout the world. This makes them easily acces-sible and a reliable source of energy for many countries.2. Cost-effective: Fossil fuels are relatively inexpensive to extract, process, and transport, making them a cost-effective option for energy production.3. Reliability: Fossil fuel power plants can operate around the clock and can be quickly ramped up or down to meet Continued on next page...

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32Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comchanging energy demands. This makes them a reliable source of energy for base-load power.4. Efciency: Fossil fuel power plants are highly efcient, with modern plants achieving efciencies of up to 50 percent. This means that a high percentage of the energy in the fuel is converted into electricity.5. Energy density: Fossil fuels have a high energy density, meaning that a small amount of fuel can generate a large amount of energy. This makes them ideal for powering large-scale industrial processes and transporta-tion.6. Infrastructure: There is already a well-established infrastructure in place for the production, transporta-tion, and distribution of fossil fuels. This makes it easier and more cost-effective to continue using them as a source of energy.It’s worth noting that while fossil fuels have many benets for energy produc-tion, they also have signicant envi-ronmental and health impacts. Burning fossil fuels releases greenhouse gases and air pollutants that contribute to climate change and can harm human health. As such, many countries are looking to transition away from fossil fuels toward cleaner and more sustain-able sources of energy.It did better than I expected, but still missed the technology and innovation that will be part of a sustainable energy future such as CCS and RNG. Further, it omitted the benets of LNG for other countries. Now imagine a general public who is already indoctrinated to the “evils” of fossil fuel, sourcing their information about energy from an easy to access 24/7 bot with limited or even awed technical knowledge. Taking it one step further, what if this tool is used to propagate a false narrative.In an article published in Forbes, I talk about “How to Transverse Polarized Conversations.” “Today’s voices are loud and sometimes unyielding. They are entrenched in their position. We nd our neighbors, friends and family ready to go to the mat over politics, the environment, diversity and other topics of passion. People are dividing them-selves into categories, drawing lines in the sand, making it increasingly challeng-ing to collaborate for mutually benecial outcomes.”Another consideration for natural gas is cybersecurity. As our industry navigates a plethora of bad actors, both domestic and foreign, ChatGPT will create pres-sure on cyber defenses.Finally, it will be important to think about BOT detection. There is bot detection software to lter correspon-dence. This is important as we all do more with less so that employee time is not wasted on bot generated content.I’ll close this Enlightenment Moment with advice from the ChatGPT on how to navigate polarized questions about fossil fuel. “Conversations about fossil fuels can often be polarized, with people hold-ing strongly held beliefs and differing opinions about the role of fossil fuels in our energy mix.” Here are some tips for navigating polarized conversations on fossil fuels:1. Listen and understand. Try to understand the other person’s point of view and their reasoning for their beliefs. Ask open-ended questions to better understand their perspective.2. Use evidence-based arguments. Use facts and scientic evidence to support your arguments. This can help to reduce emotional responses and create a more con-structive conversation.3. Avoid personal attacks. Don’t attack the person you are talking to or their character. This can make the con-versation more polarized and less productive.4. Look for common ground. Identify areas where you and the other per-son can agree, and build from there. Finding common ground can help to reduce tensions and move the conversation forward.5. Be respectful. Treat the other person with respect, even if you disagree with them. This can help to cre-ate a more positive and productive conversation.6. Stay calm. Try to remain calm and avoid getting defensive or angry. This can help to keep the conversa-tion constructive and focused on the issues.7. Be open-minded. Be willing to listen to new information and perspec-tives. This can help to broaden your understanding of the issues and lead to more productive conversations.Remember, polarized conversations can be challenging, but they also provide an opportunity to learn and grow. By listening, using evidence-based argu-ments, avoiding personal attacks, looking for common ground, being respectful, staying calm, and being open-minded, you can navigate these conversations in a constructive way.Southern Gas Asso-ciation (SGA) CEO Suzanne Ogle provides perspective on policy, legislation and current events, as well as ideation that looks at the natural gas industry holistically (instead of just from the perspective of a producer, transporter or distribu-tor) in order to spotlight the intercon-nectedness of the industry. In general, Ogle seeks to expand the energy conversation and help educate people on a realistic way to have an energy future that includes the use of natural gas as a way to lower emissions and address the energy needs of under-served populations. SGA is the largest regional natural gas association and the only U.S. association supporting all sectors of the industry. It prioritiz-es innovation and providing reliable, affordable energy to Americans. With a focus on inclusion, safety and com-munity, SGA is a team of problem solvers nding new ways to deliver clean energy and protect the environ-ment. They recognize that natural gas is woven into the functions of society and plays a crucial role in a sustainable energy future. ChatGPT

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Supported byUnder the Patronage of H.H. Sheikh Mohamed Bin Zayed Al Nahyan, President of the United Arab EmiratesGold sponsorsPlatinum sponsorsPartnersMAGENTA YELLOWCYAN30-34 Rue du Chemin Vert 75011 Paris+33 (0)1 85 56 97 00 www.carrenoir.comCe ﬁchier est un document d’exécution créé sur Illustrator version CS6.TECHNIQUETONS RECOMMANDÉSTOTALTOT_21_00008_TotalEnergies_Logo_CMYKJFBDate : 26/05/2021Strategic insights partnerHost CityVenue partnerOfﬁcial travel partnerOfﬁcial hotel partnerOfﬁcial local media partnerSport & recreation partnerADIPEC broughtto you byTechnical Conference organised byKnowledge partnerOfﬁcial English news partnerOfﬁcial broadcast partnerInternational news partnerRegister as a delegatewww.adipec.com/confreg2-5 October 2023Abu Dhabi, UAEDecarbonising. Faster. Together.ADIPEC Strategic Conference themes: • Transforming the global energy system to create better energy security.• Global decarbonisation and energy transition: the role of the energy industry in the climate roadmap.• Mobilising ﬁnance and investment for a secure energy future.• Creating cross-sector industry participation and collaboration: developing a zero-carbon value chain.• The emerging and critically important industrialisation of new energy solutions and technologies.• The talent landscape transformation: attracting the right people to ensure continued success during the energy transition and beyond.Conferences at ADIPEC: Strategic Conference Hydrogen Strategic Conference Decarbonisation Strategic Conference Manufacturing & Industrialisation Strategic Conference Maritime & Logistics Conference Forum for Diversity, Equity & Inclusion Future Leaders Programme Technical Conference Downstream Technical Conference Manufacturing & Industrialisation Technical ConferenceADIPEC Conferences in numbers:Delegates 15,000 350+ Sessions1,600+ Speakers 10 Conferences CMYKSolid LogoMaster StackedCMYK 99, 16, 40, 60RGB 0, 79, 89HEX/WEB 004F59PANTONE® 3252CMYK 70, 0, 30, 0RGB 44, 189, 193HEX/WEB 2CBDC1PANTONE® 1505CMYK 0, 72, 100, 0RGB 242, 106, 33HEX/WEB F26A21Supported byUnder the Patronage of H.H. Sheikh Mohamed Bin Zayed Al Nahyan, President of the United Arab EmiratesGold sponsorsPlatinum sponsorsPartnersMAGENTA YELLOWCYAN30-34 Rue du Chemin Vert 75011 Paris+33 (0)1 85 56 97 00 www.carrenoir.comCe ﬁchier est un document d’exécution créé sur Illustrator version CS6.TECHNIQUETONS RECOMMANDÉSTOTALTOT_21_00008_TotalEnergies_Logo_CMYKJFBDate : 26/05/2021Strategic insights partnerHost CityVenue partnerOfﬁcial travel partnerOfﬁcial hotel partnerOfﬁcial local media partnerSport & recreation partnerADIPEC broughtto you byTechnical Conference organised byKnowledge partnerOfﬁcial English news partnerOfﬁcial broadcast partnerInternational news partnerRegister as a delegatewww.adipec.com/confreg2-5 October 2023Abu Dhabi, UAEDecarbonising. Faster. Together.ADIPEC Strategic Conference themes: • Transforming the global energy system to create better energy security.• Global decarbonisation and energy transition: the role of the energy industry in the climate roadmap.• Mobilising ﬁnance and investment for a secure energy future.• Creating cross-sector industry participation and collaboration: developing a zero-carbon value chain.• The emerging and critically important industrialisation of new energy solutions and technologies.• The talent landscape transformation: attracting the right people to ensure continued success during the energy transition and beyond.Conferences at ADIPEC: Strategic Conference Hydrogen Strategic Conference Decarbonisation Strategic Conference Manufacturing & Industrialisation Strategic Conference Maritime & Logistics Conference Forum for Diversity, Equity & Inclusion Future Leaders Programme Technical Conference Downstream Technical Conference Manufacturing & Industrialisation Technical ConferenceADIPEC Conferences in numbers:Delegates 15,000 350+ Sessions1,600+ Speakers 10 Conferences CMYKSolid LogoMaster StackedCMYK 99, 16, 40, 60RGB 0, 79, 89HEX/WEB 004F59PANTONE® 3252CMYK 70, 0, 30, 0RGB 44, 189, 193HEX/WEB 2CBDC1PANTONE® 1505CMYK 0, 72, 100, 0RGB 242, 106, 33HEX/WEB F26A21Supported byUnder the Patronage of H.H. Sheikh Mohamed Bin Zayed Al Nahyan, President of the United Arab EmiratesGold sponsorsPlatinum sponsorsPartnersMAGENTA YELLOWCYAN30-34 Rue du Chemin Vert 75011 Paris+33 (0)1 85 56 97 00 www.carrenoir.comCe ﬁchier est un document d’exécution créé sur Illustrator version CS6.TECHNIQUETONS RECOMMANDÉSTOTALTOT_21_00008_TotalEnergies_Logo_CMYKJFBDate : 26/05/2021Strategic insights partnerHost CityVenue partnerOfﬁcial travel partnerOfﬁcial hotel partnerOfﬁcial local media partnerSport & recreation partnerADIPEC broughtto you byTechnical Conference organised byKnowledge partnerOfﬁcial English news partnerOfﬁcial broadcast partnerInternational news partnerRegister as a delegatewww.adipec.com/confreg2-5 October 2023Abu Dhabi, UAEDecarbonising. Faster. Together.ADIPEC Strategic Conference themes: • Transforming the global energy system to create better energy security.• Global decarbonisation and energy transition: the role of the energy industry in the climate roadmap.• Mobilising ﬁnance and investment for a secure energy future.• Creating cross-sector industry participation and collaboration: developing a zero-carbon value chain.• The emerging and critically important industrialisation of new energy solutions and technologies.• The talent landscape transformation: attracting the right people to ensure continued success during the energy transition and beyond.Conferences at ADIPEC: Strategic Conference Hydrogen Strategic Conference Decarbonisation Strategic Conference Manufacturing & Industrialisation Strategic Conference Maritime & Logistics Conference Forum for Diversity, Equity & Inclusion Future Leaders Programme Technical Conference Downstream Technical Conference Manufacturing & Industrialisation Technical ConferenceADIPEC Conferences in numbers:Delegates 15,000 350+ Sessions1,600+ Speakers 10 Conferences CMYKSolid LogoMaster StackedCMYK 99, 16, 40, 60RGB 0, 79, 89HEX/WEB 004F59PANTONE® 3252CMYK 70, 0, 30, 0RGB 44, 189, 193HEX/WEB 2CBDC1PANTONE® 1505CMYK 0, 72, 100, 0RGB 242, 106, 33HEX/WEB F26A21

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34Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comOCCUPATIONAL SAFETY AND HEALTH ADMINISTRATIONWill OSHA’s New Proposal Have a Positive Impact for Female Workers?By Amy Roosa In July of 2023, the Department of Labor (DOL) published a new proposed rule change for personal protection equipment (PPE) in the construction industry, which would address the long-standing gap in the Occupational Safety and Health Admin-istration (OSHA) construction standard regarding PPE to properly t workers, and provide clarity to employers regarding properly tting workers. This new proposal could have a positive effect, especially for the 10.9 percent of female workers who currently work in the construction industry and have had either limited options to proper PPE or been stuck wearing men’s sizes or ill-tting “shrink it, pink it” options. It will also align with other industry standards requirements for PPE in the workplace, such as the general industry standards which already require employers to properly t workers. What impact does this have for women in the construction industry?Properly tted PPE matters, and has been a struggle for women across all industries from oil and gas and utilities to construc-tion and beyond. When a woman wears improperly tted PPE, it can turn her into a walking hazard, not only for herself but also those around her.For example, a female construction worker who is given a unisex safety vest is now put at risk for getting it caught on objects while working. She may also become distracted while having to constantly adjust the safety vest, which takes her focus off her task, and puts her and her coworkers at greater potential risk for an incident or accident to occur. Will employers be able to source the PPE they need for their female workers? Yes! For decades, there have been a limited num-ber of products on the market specically de-signed for women in in-dustries. This has caused headaches for employers who have needed to source PPE, especially in industries like oil and gas, where ame resistant (FR) clothing is required.As the number of women entering the trades continues to rise, manufacturers have taken notice and continue to revamp and expand their product lines. Manu-factures are already working not only on smaller sized options, but also larger sized options, outside the common small to extra larger size ranges once offered.Additionally, there are a number of women owned businesses now emerging founded by women who have worked in industry and have seen the need to ll the gap with PPE that wasn’t available before. This means that employers and workers have more options than ever before to source the right products. How Can Employers Prepare?While the new proposed rules could take several months to be approved, employ-ers can use this time as an opportunity to revisit their PPE program. What can employers do to be proactive?• Review the current PPE program and Photos courtesy of The Safety Rack.

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35Oilwoman Magazine / September-October 2023 / OilwomanMagazine.comOCCUPATIONAL SAFETY AND HEALTH ADMINISTRATIONask yourself: Does the current PPE program capture the sizes of all workers correctly? This could include holding a focus group made up of both men and women in your work-force and allowing them to voice their opinions on what is and isn’t working within the current PPE program.• Research what new products are out there that could have the potential to protect your workers better than the cur-rent product.• Work with distributors to en-sure that they have the proper PPE or will be able to start sourcing what you require of them.Lastly, set a calendar reminder to revisit your PPE program often to ensure that it’s creating an inclusive program where all workers feel safe and valued.Amy Roosa is the founder and CEO of The Safety Rack which works to edu-cate and advocate for PPE equity for women across all industries. During her 19 years in safety, Roosa has worked in the public sector, manufacturing, construction and risk control. She has worked with multiple orga-nization including the Na-tional Safety Council, where she help form the Govern-ment and Public Sector Division; she is co-founder of the Midwest Women in Safety Conference; and cur-rently is the chapter presi-dent of the ASSP Hawkeye Chapter in Iowa. Breaking the Gas Ceiling: Women in the Offshore Oil & Gas Industry by Rebecca Ponton | Foreword by Marie-José NadeauThe international petroleum industry has long been known the world over as a “good old boys' club” and nowhere is the oil and gas industry's gender imbalance more apparent than offshore. The untold story, shared in these pages, is about the women who have been among the rst to inhabit this world, and whose stories previously have been a missing part of the history of the industry.Available from www.breakingthegasceiling.com or on Amazon “As a CEO, I believe it is imperative for today’s generation of young women to realize there is a seat for them in the boards of oil & gas companies as the “gas ceiling” can be broken quicker and easier than before. Reading this book, they will think about these women who have gone before them and broken down those barriers in order to give them new opportunities.-- Maria Moræus Hanssen, CEO, DEA Deutsche Erdoel AG“My belief is that diversity is key to both creativity and solid long-term business results. Even in a country like Norway, where professional gender diversity is greater than in any other country I have had interactions with, we have an underrepresentation of women in top management positions. I would therefore like to express my appreciation to Rebecca Ponton for keeping this important subject on the agenda by presenting to us positive, impressive and, at the same time, obtainable role models.-- Grethe K. Moen, CEO & President, Petoro AS“Everyone needs role models – and role models that look like you are even better. For women, the oil and gas industry has historically been pretty thin on role models for young women to look up to. Rebecca Ponton has provided an outstanding compilation of role models for all women who aspire to success in one of the most important industries of modern times.-- Dave Payne, Chevron VP Drilling & Completions“Rebecca Ponton has captured the compelling stories of many women, both the early pathnders in the oil and gas industry and new entrants. Through these stories, it is very satisfying to now see that the industry has matured to be a place where anyone – man or woman – who commits themselves to high performance can succeed. No doubt we are all the beneciaries of these intrepid women who have dened themselves by their work ethic and commitment.-- Greta Lydecker, Managing Director, Chevron Upstream Europe

Oilwoman Magazine September/October 2023

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