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In this paper, we examine executive compensation data from 78 major U.S. oil and gas companies over a 24-year period. Perhaps in no other industry are the fortunes of so many executives so dependent on a single global commodity price. We find that a 10% increase in oil prices is associated with a 2% increase in executive compensation. This oil price effect holds for both CEOs and non-CEOs and separately for several different individual components of compensation, including bonuses. We find that the oil price effect is larger in companies with more insiders on the board, and asymmetric, with executive compensation rising with increasing oil prices more than it falls with decreasing oil prices. We then discuss potential mechanisms drawn from the broader existing literature on executive compensation. Keywords: Pay-for-Luck, Executive compensation, Principal-Agent problem, Rent extraction, Performance pay, 1. INTRODUCTION From January 2014 to January 2016, oil prices fell from nearly $100 per barrel to just over $30 per barrel. In those same two years, the CEOs of [...]

Knowledge management is considered as one of the key factors that sustain organizations' performance and has been identified as a competitive advantage. To cope with the huge shortage of competent UAE nationals in leadership positions, the United Arab Emirates' (UAE) government has set several strategies, as part of its corporate and social responsibility, that emphasize leadership development. The coaching process is considered an essential requirement when it comes to evaluating how well the change management is operating and to taking action that will sustain the change evolution. In our current research, an attempt is made to develop a questionnaire to measure the status of the coaching process, as well as leadership development, by suitably modifying the various questionnaires available in the literature to the Arabic culture. The purpose of this paper is to examine and explore the influence of coaching constructs as independent variables on leadership development as dependent variables. Keywords--Leadership development, Coaching constructs, Leadership role, Empowerment, Feedback, United Arab Emirates., INTRODUCTION Following the discovery of oil in the United Arab Emirates (UAE), the government recruited the workforce from outside the UAE to develop and sustain its economy, owing to the [...]

The offshore oil and gas industry strives to make every process safe for operators and employees. Unfortunately, it is not inconceivable that dangerous life-threatening conditions present themselves. Should an undesirable condition occur, it is ultimately the operator's responsibility to ensure that personnels are notified, and steps are taken to convey this alert for appropriate action. While some incidents require little intervention, others may escalate to a call for evacuation of the facility. From process upsets to fire and gas detection alarm events to facility abandonment, it is essential that employees are notified in a clear, timely, and effective manor. The most prominent method in use today of facility-wide notification is an alarm broadcast over the public-address system in conjunction with associated visual and audible alarm devices. When a publicladdress system is tasked to perform this additional function, requirements for design, application, and installation then become regulatory and compliance issues. Index Terms--ABS alarming, ambient noise, amplifier alarming, fail-safe, life safety, paging, platform PAGA, rig PAGA.

A study aimed to analyze the requisition of training on information technology, for staff members working in libraries of government owned oil industries in Nigeria, is presented. Methods of training are discussed.

CASE DESCRIPTION This case primarily deals with the consulting process within a multinational oil company in the Arabian Gulf peninsula. It brings to the fore the underlying cultural dimensions pertaining [...]

The leadership program at British Petroleum Company PLC is examined. Components of the program include supervisory essentials, connections and context, a leadership event, and peer partnerships.