Share Saudi Aramco’s approach toward achieving operational excellence through the use of Communities of Practice (CoP) among

its operating facilities

KM Program Objective and Business Drivers 1

2 Knowledge Classification and Strategic Vision

3

4

Our Journey Toward KM

CoP Overview

5 Case Study — Rotating Equipment CoP

Agenda

Program Objective

“WEALTH increases in nations that have been at the cutting edge of R&D, technology, innovation and KNOWLEDGE.”

Khalid Al-Falih, CEO and President, Saudi Aramco

To grow and maintain the corporate knowledge while

creating a learning organization that would increase our

intellectual capital, improve performance and achieve

operational excellence.

o Fill the competency gap between generations

o Reduce rework and promote innovative thinking

o Increase intellectual capital

o Create a learning organization

o Achieve operational excellence

Business Drivers

Business Model Collaborations Adaptability

Databases Interactions Creativity

Processes Relationships Experience

Intellectual Property Networks Expertise

STRUCTURAL CAPITAL

(Organization)

RELATIONAL CAPITAL

(Team/Community)

HUMAN CAPITAL

(Individual)

Explicit Tacit

Corporate Knowledge

Knowledge Classification

Knowledge we know that we know

Knowledge we know that we don’t know

Knowledge we don’t know that we don’t Know

Knowledge we don’t know that we know

Types of Knowledge and Associated Gaps

The Impact of Knowledge on Operations

Knowledge

Information

Decisions

Data

Impact

Local / Site

Specific

Business

Group /

Geographical

Global

Time To Act

Today

< 12

Months

> 12

Months

Instrumentation & Control

Data Acquisition

Advanced Process Control

Real Time Optimization

Blending

Planning & Scheduling

Supply Chain Management

Corporate Decision

Monitoring

So what is Knowledge Management?

Making maximum use of what

your organization knows

Doing this systematically and

routinely

In service of the business strategy

KM is not a database

The so-called “build it and they will come”

approach always fails

KM needs to be IT enabled, not IT led

IT is the delivery van of Knowledge

Management

IT is not unimportant, but its role must be

understood

What Knowledge Management is not

More than anything, KM is about culture change

“Our behaviour is driven by a fundamental core belief, the

desire and the ability of an organization to continuously

learn from any source, convert this learning into action, is

it’s ultimate competitive advantage.”

- Jack Welch, General Electric

Culture can be a barrier to KM

Two Assertions

KM is a catalyst for culture change

“I’m far too busy to share

my knowledge”

The “No Time” Myth

It will be much easier if your culture is

Team oriented

Performance focused

Project based

ShareK program was launched to promote and enable knowledge sharing across Saudi Aramco:

o Two culture studies, internal by OCD and external by APQC to leverage knowledge sharing culture

o ShareK Portal is based on Microsoft SharePoint 2010; a rich platform that is fully integrated with Saudi Aramco IT infrastructure

o Capture knowledge embedded in business processes

People 70%

Technology 20%

Processes 10%

ShareK Program

Our Journey: History and Background

ShareK (Share-Knowledge) is a corporate knowledge sharing program to promote sharing and exploiting innovation, knowledge and skills

ShareK focuses on: Linking people to people

Linking people to knowledge

ShareK unifies corporate KS activities under one theme

About ShareK

Best Practices

Innovation

e-Standards

Communities of Practice

Organization Workspaces

e-Services

Lessons Learned

e-library

ShareK Strategic Vision

Energy

Management Knowledge

Management

Professional

Talent Development

Capital Program

Optimization

Upstream Surface R&D

Technology Nonmetallics

Quality Leadership

Asset Lifecycle

Management

Innovation

Carbon

Management

Low BTU Gas

Monetization

Enterprise Wide

HC Chain

Optimization

Water

Conservation

Environmental

Protection

Downstream &

Strategic R&D

Corrosion

Management

Knowledge Management Connects all the ES programs

KM Program Pillars

KM Core Components

Embed KM processes in the existing

business process, aligned with the

level of workload.

People Process

Technology Governance

Assign specific roles and

responsibilities to provide

accountability in knowledge

management activities.

Utilize existing technology to

manage knowledge such as

ShareK and Lessons Learned

Knowledge Base.

Establish KM expectations from

leaders, metrics, KPIs and a

recognition program.

Our KM Strategies

Create Business Driven Communities of Practice

RC

Develop the Knowledge Hub

SC

Harvest Knowledge

HC

Foster a Collaborative Culture

HC

Provide KM Training

Create Governance

Deploy Business

Focused COP

Identify Key Knowledge

Identify Knowledge Islands Promote

Knowledge Retained & Reuse

Develop Rewards & Recognition

Foster Collaboration

Promote ShareK

Develop KM Framework

Harvest Knowledge

Develop Knowledge Hub

CoP is a group of people of the same interest who come together to share and to learn from one

another face-to-face and/or virtually

What is a CoP?

Communities of Practice

o Share knowledge and experience

o Reduce costs and improve quality by promoting best practices

o Collaborate at the working level to gain insight and accelerate solutions

o Solve work-related problems

o Disseminate new technologies and methods

Knowledge Seekers

Pool of Experts

Knowledge Base

Concept

Success Factors

• Awareness

• Leadership

• Sponsorship People

• CoP empowered by InTouch with Experts

• Embed CoP into business processes Process

• Platform (ShareK) Technology

1

4

?

BROWSE

…through the Knowledge Base

SEARCH

…by using the search engine

ASK the Experts

…by using InTouch with Experts

DISCUSS

… in the community of practice

2

3 Knowledge Seeker

CoP Offering

Search

Ask

Discuss

Share

Use

rs

Support Group

Support Develop Promote

Sponsor

Embed Report Manage Events Mandate Recognize

Champion

Discussion Forum

Knowledge Base Best Practices Lessons Learned Technical Papers

FAQs

Ask Experts Calendar of Events

Utilization Reports

Technical Alerts

Announcements

Round Table Discussions

Communities of Practice (CoP) Model

Handy Links

Search

External Corporate Knowledge

Validate

Answer

Organize

Experts/M

od

erators

Share

CoP Structure

What if …?

In my experience…

You can try…

What do I do if...?

Peer Discussion

What if …?

In my experience…

You can try…

What do I do if...?

Ask the Expert

Experts /SMEs

Browse

Search

Users

CoP Workflow

Knowledge Base

Users

Share

CSD

Knowledge

P&CSD

Knowledge

Inspection

Department

Knowledge

Engineering

Standards

Methodologies

TIC

Publications

Innovation

New Methods

Smart Plant

Drawings

Assets & Data

R&D

Knowledge

ITWE KNOWLEDGE BASE

ITWE – Knowledge Base

CoP Corporate Benefits

Grow Saudi Aramco’s

Intellectual Capital

Share best practices

between Saudi Aramco facilities

Reduce rework for subject

matter experts

Find knowledge

quicker for the knowledge

seeker

Challenges

ES Lack of Sponsorship (No Accountability)

Lack of Customer Engagement (Across Organizations)

Embedding KM into business work processes

IT

The Need for a Sponsor

ES Users

Field Users

CE Chairman

Managers

Moderators

SMEs

TKSU EK&RD

Professional Bodies (Discipline Owners)

Better Accountability

CoPs Sponsors

Synergized and Cooperative

Effective Support

Embed and Empower KS within various disciplines

Collaboration & Engagement

Effective sharing best practices between SA plants

IT

CoP Sponsorship Model

BOE Chairman

CoP 1 Moderators

SMEs

TKSU EK&RD 13

Professional Bodies (Discipline Owners)

2 1

CoP 2 CoP 3 CoP n

SMEs SMEs SMEs

13 Professional Bodies

CoPs and Committees per PB

Process Automation PB

Custody Measurement High Integrity Protective System

Instrumentation

More CoPs to be developed

Custody Measurement

CoP

HIPS CoP

Instrumentation CoP

• Equipment Specific P&ID Templates

• Process Control • Process Engineering

Std. Committees

CoP Charter

Sponsors (Professional Body)

• CoPs progress update on communication meetings

• Report progress to the champion

• Recognition program

EK&RD

• Develop full functional CoPs

• Support all stakeholders

• KM/CoP awareness

• Help with the campaign

Moderators

• Encourage SMEs and members to use the CoP

• Follow-up on unanswered questions

• Manage the content

SMEs

• Redirect questions to CoP

• Respond to questions

• Engage in discussions on CoP

What Other Leaders Are Doing!

- Management Engagement

- Accountability

- Top down and bottom up

- All CoPs are aligned with business functions/disciplines

- Established 120 NoE (Networks of Excellence) corporate-wide (2.8 billion in business value)

- Robust success story program and recognition

- Outcast if you are not part of a CoP

- Do not look at money value, KS is more than financial benefit

- 46 Communities of Practice (24,000 members including 3,500 SME)

- Two sponsors to approve a CoP (Eureka communities)

- Elections for moderators and top of the technical ladder

- $150,000,000 per year

Many companies around the world embraced various KM initiatives with significant impact

Introduce the Rotating Equipment (engineering reliability) business focused

Community of Practice including the InTouch with Expert

Case Study

Recognition & Statistics

Expected Benefits to Saudi Aramco Plants

Reduce rework by eliminating redundant efforts

Promote learning/sharing between facilities

Respond faster to problems & transfer the “Know How”

Increase collaboration to boost business performance

Knowledge play vital role in company’s Accelerated Transformation

Communities of Practice are key to a new culture of engagement and achieving operational excellence

Building knowledge-base for engineers company-wide, is ongoing and dynamic process

Management engagement and support is required

Conclusion