PurposeResearch on transparency has been concerned mainly with external transparency, leaving internal transparency understudied. In particular, there is a lack of empirical research on the relationship between internal transparency and organizational resilience. This paper aims at investigating how internal transparency impacts organizational resilience in a public entity. It also examines how (quality) management systems impact internal transparency, and thus organizational resilience.Design/methodology/approachThe research is based on semi-structured interviews covering the relevant topics. A total of 32 interviews were undertaken between January and May 2018.FindingsThe findings indicate that internal transparency contributes to better preparedness to adverse conditions by enhancing the ability to cumulate, locate and share knowledge. Similarly, management systems improve internal transparency through the enhancement of communication flow, use of indicators and accretion of a database.Originality/valueThe paper is the first, as evident from the literature review, to investigate how internal transparency impacts organizational resilience. Hence, it sheds light on a very important aspect of the effective management of quality, risk and reliability. It is also one of the first papers to examine the mediating role of (quality) management systems in organizational resilience.

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Mukhaizna field is one of the old fields in Southern Central of Oman. It was discovered in 1975, where Gharif was the primary target. Since then, the oil production was solely coming from Gharif reservoirs. Due to regular evidence of potential presence of hydrocarbon in Kahmah and Khuf groups from conventional wireline logs and old mud logs. Therefore, by early 2010, petrophysics was used heavily to validate the status of Kahmah group in terms of reservoir properties, mobility, pay thickness, and productivity across block-53 in Mukhaizna. The outcome of this analysis, Kahmah group found to hold more than 500 million barrels of heavy oil in place. Later, the appraisal was executed in phases and productivity was validated by placement of horizontal wells within this group at different locations. This paper will demonstrate the discovery process, appraisal results and focus on a very innovative thermal enhanced oil recovery technique introduced by Occidental Mukhaizna. This technique is expected to unlock similar resources of heavy oil in highly fractured carbonate in Oman and the region with estimated oil in place to be greater than 130 billion barrels.

This paper is for people to realize a strategic way of continuous improvement though optimization and standardization process with a minimum of 10% target cost reduction while developing capability in the organization in the south of Oman. BN area is one of the main production areas in PDO (Petroleum Development of Oman) and is being operated under BR cluster from 1980s. Approximately eleven fields in the BN area are contributing to the success today. Continuous improvement through optimization and cost reduction has always been a top priority, where long term production and safety has been fulfilled. In 2020, this team has been put together to look into the overall cost saving potential with the clear management steering of "Do not Leave any Stone Unturned". A mixture of experience and young team members are retained to ensure capability development in the organization. One of the key items that this team looked at is to standardize of upcoming Oil Producers and Water Injectors well design. The well design in at least 7 fields in the BN area has been reviewed and realized the value and risk through competitive scoping exercise. By avoiding looking at the fields in isolation, the team has considered a similarity of well functionality and had identified where the standard well design can be applied. Minimum functional requirements lead to minimum technical specification and building into a staircase of option with clear associated risk for each option. Through the analysis, a potential optimization of an existing well design has been discovered and is currently undergone further maturation toward design endorsement. With the maturation of the uniformity of well design in the area, it is foreseeing as an opportunity to ensure improvement can be sustained in the long run. Minimum 10% saving of well cost through standardization and efficiency in project management is a target set, aiming to provide stability in planning. In addition, the team are looking into even more than 10% cost saving through innovative contracting strategy. It could potentially help to speed up the delivery of the project, accelerate production with less waiting time i.e. improve material stock management, simplify procurement process, ensure that the experience remains in the organization and will allow for replication in the future. The approach involves a combination of integrating team from subsurface, surface, wells, contract, and procurement to enhance cost saving to the company. This has proven to be effective and aligned with the company's focus to consolidate a commercial mind-set thinking in each development.