Oil Complex Project

Notable

Kuwaitaization

Initiative

KPC to Transport Oil

Through SUMID

Pipelines

KUFPEC Ventures

to New Markets

KAFCO ...38 Years of SuccessKAFCO ...38 Years of Success

Issue No. 22, October 2002

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The KPC World Team would liketo extend their thanks and

appreciation to all those whocontributed editorial material,information and photos for this

edition of KPC World.

A Quarterly MagazinePublished by Media Dept.

P.O.Box 26565 Safat13126 Kuwait

Tel.: (965) 2400960Or: (965)2455455

Ext.: 502Fax: (965) 2407872

E-mail:media@kpc.com.kw

Editor -in-ChiefFadel Jerman

Media Manager

KPC World TeamMohammad Al-Zamanan

Merwi Al- KhaldiKamal Al- Khars

Sheikha Al-TourahHanaa Al- Marzouq

Haya Al- RandiRawabi Al- Banai

Copy EditingBesma Al-Qassar

Clare Daniel

6 Bader Al Khashti reveals KUFPEC’s plans to ventureinto Algeria, India, New Guinea, and theCompany’s determination to double itsproduction and reserve

8 Mahmoud Al Jassar talks about his trials andtribulations in his 12 year long career in KPIand his unique working style

11 KAFCO’s success story, and the futureexpansion plan

14 Yousef Al Qabandi talks about KPC’s plans totransport oil through SUMID pipelinesand its advantages

17 Lina Esbeitah sheds light on the vital role PlanningDepartment Plays to support the InternationalMarketing Sector and KPC affiliates

23 Oil Complex makes a leading initiativetowards Kuwaitaization

28 KNPC implements “Maximo”and “Oracle” programmes

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IN THIS ISSUE

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Fadel Jerman

Editor - in - Chief

This issue of KPC World reinforcesthe new media strategy we have adoptedin all our publications. Our objective isto continuously enrich the content ofKPC World, add variety to the scopesof articles, and update all our readers

with the latest advancement in the oil sector in Kuwait.

We shed light on KUFPEC’s prospective plans to expand theiroperations and enter new promising markets.

Then we profile the success story of KAFCO and spotlight itssuccessful projects and plans to upgrade services.

KPC World also features Kuwait Petroleum International andits determination to sustain in a highly competitive market.

We have a new series which sheds light on the role of the oilsector’s veterans and their role in enhancing the status of thesector.

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The Organization of Petroleum Exporting Countries (OPEC) held its121st meeting in Osaka, Japan, on 19 September 2002, with the attendanceof all its members and three non-OPEC members Sultanate of Oman, Mexicoand Russia.

Having reviewed the current oil market, the Conference noted that onlyvery moderate global economic growth rates are expected before year-end,with only normal, seasonal growth in demand being expected for the fourthquarter. As such, in order to maintain stability in the market, OPEC decidedthat agreed production levels would be maintained, in which connection allMember Countries emphasized their commitment to discipline in imple-menting agreements and underlined the importance of full compliance.

The Conference reiterated that OPEC is committed to continuing tomonitor the market and to taking any further measures, including the con-vening of Extraordinary Meetings, when deemed necessary, as has beendone in the past.

Sheikh Ahmed Al Fahad Al Ahmed Al Sabah, Minister of Informationand Acting Minister of Oil, Chairman of KPC’s Board of Directors stressedthat the meeting achieved considerable results in maintaining the produc-tion level, thereby, balancing oil prices and ensuring stability in oil markets.

Al-Fahad, expressed his appreciation of holding the Conference in Osaka,Japan alongside the 8th International Energy Forum and said it enricheddialogue between Members. The Forum tackled issues of common interestsamong oil producing and consuming countries and ways of overcomingobstacles in world economy growth.

Held in Osaka Japan, Attended by all Members

Sheikh Ahmed Al Fahad:

“OPEC Conference Achieved

Considerable Results”

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Sheikh Ahmed Al Fahad Al Ahmed Al Sabah, Minister of Information and ActingMinister of Oil, Chairman of KPC’s Board of Directors, headed a high ranking del-egation to take part in the meetings of the Kuwaiti-Russian joint Commission forEconomic and Commercial Cooperation held in Moscow, Russia.

Al Fahad said that, “The Commission was formed to enhance Kuwaiti-Russianties in the technical, economical, trade, and scientific realms. We have on our agenda,meetings to explore prospective investment opportunities and we will try to lay theground rules for the framework of cooperation.” He affirmed his keenness to promotebilateral relations in all fields. Sheikh Ahmed welcomed the prospects of the increasedcooperation, which is expected to boost the current annual trade turnover.

He said that the visit was very productive and the Russian government expressedits interest to take part in Kuwait’s Project to develop northern oil fields. “Relationswith Moscow have long surpassed the level of simple diplomatic cooperation, and wewould like them to be of special nature in future,” he said.

Russia praised the outcome of the meetings and said that the two sides have reachedan agreement to form a work mechanism in the fields of oil and gas. It was also agreedto form three committees to develop bilateral cooperation in basic fields. The nextmeeting will be held in Kuwait.

Al Fahad Visits Moscow

to Promote Kuwaiti

Russian Relations

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Kuwait Foreign Petroleum Ex-ploration Company (KUFPEC) is asubsidiary of Kuwait Petroleum Cor-poration involved in oil and gas ex-ploration and production overseas.Its operations extend to nine coun-tries: Tunisia, Egypt, Sudan, Yemen,Pakistan, Indonesia, Malaysia,China and Australia.

KUFPEC, continually searchesfor new possibilities for oil and gasexploration all over the world. Itsstrategy therefore is long term andrequires perseverance. This appliesto the economic and financial feasi-bility of its projects. From anotherperspective, its activities enhance the

Bader Al-Khashti

By Kamal Al-Khars

presence of Kuwait in the interna-tional oil and gas scene, keepingpace with the oil majors. Kuwait canbe seen as both an oil-exporting stateand an active participant in the in-ternational energy field.

In an interview with KPC World,Bader Al-Khashti, the Chairman ofthe Board of Directors, and Manag-ing Director of KUFPEC, an-nounced that the Company was inthe process of entering new countriessuch as Algeria, and is studying otherpotential areas.

Al-Khashti explained that a com-

mittee had been formed comprisingrepresentatives of KUFPEC and theAlgerian national oil company,Sonatrach to discuss the frameworkof cooperation between the two com-panies. “When studying the possi-bility of exploring for oil and gas inany country in the world” he says,“KUFPEC lays down specific crite-ria in the form of five points. Theseare risk elements, the material valueof the investment, the amount of re-turn, the strategic position of theproject in the state, and the cost ofentering the project.”

He reveals that the Company “isalso studying the possibility of in-vesting in India and New Guinea”.

Al- Khashti Stresses the Need for Perseverance inAssessing Feasibility of Foreign Projects

KUFPEC enters Algeria,

considers opportunities in

India, New Guinea

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Increasing Productionand Reserves

Al-Khashti highlighted theCompany’s plans to increase its oilproduction from 34,000 bpd to100,000 bpd in 2010, and to increaseits reserves from 230 million barrelsto 400 million barrels. In further-ance of this objective, KUFPEC haspurchased Shell’s share in PremierOil, thereby establishing a company,

duction activities overseas by itsArticles of Association, which pro-hibit it from carrying out projectsinside Kuwait including the pro-posed development of Kuwait’snorth fields. Al Khashti stressesthat if KUFPEC becomes active inexploration and production opera-tions inside Kuwait, this wouldconflict with “The work of KuwaitOil Company and cause duplica-tion in work.”

However, a study is underwayin the legislative channels regard-ing the “North Fields’ Project” inwhich foreign companies mightparticipate.

Appeal to Young Kuwaitis

Al-Khashti believes that thescope of work at KUFPEC openswide horizons for ambitiouspeople. He urges young Kuwaitisto work for the Company as it will“Offer them experience, refinetheir skills and give them a highdegree of expertise and technicalability through their contact withspecialist professionals, andskilled staff in the major interna-tional companies.”

In a similar vein, Al-Khashtistates that the Company will soonorganise a training programme fornew graduates to work abroad inthe regions where it is based, togain new expertise. He concludedby saying that he “Strongly urgesyoung engineers to take this op-portunity whilst they are in theprime of life to work side by sidewith the greatest engineers in theworld.”

‘Premier KUFPEC Pakistan’.“Achieving the required increase inreserves and production necessitatesinvesting additional sums of money.This of course will reduce the an-nual profits for KUFPEC” he adds.

The latest successes enjoyed bythe Company are in new explorationprojects announced recently in Aus-tralia, specifically in licence WA191,and in Block 15 in Yemen. KUFPECis restricted to exploration and pro-

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The appointment of MahmoudAl Jassar as the Vice President ofKuwait Petroleum International(KPI) is a natural progression fol-lowing a diverse and notable career.

In his new capacity as VP, AlJassar is firmly established and isable to have a more significant in-fluence over the path in which KPIis heading. He brings to his new po-sition the cumulative experience of12 years work with the Company.

Behind the calm outer appear-ance lie steely determination and amethodical analytical thinker. He setabout his new assignment with thesame enthusiasm that has markedhis career, and is determined to raiseKPI’s profile and ensure a more sig-nificant presence. “This is some-thing we have been working on inunison with KPC to draw up a longterm strategy which defines wherewe want KPI to go. Currently, weare working on shaping theCompany’s future strategy by ad-dressing the weak points, and devel-oping the strong points” explains Al

Mahmoud Al Jassar

Prolific Career,

Notable

Achievements

Jassar.Well-planned strategies, “Im-

proved our financial performanceduring the past few years. It is im-portant to plan ahead especially aswe see that major oil companies arenow consolidating and mergingforces and we have to make sure thatKPI is not left behind” he opines.

Joining KPI

The former Kuwait Airways Cor-poration employee first becameaware of KPI’s existence when hewas working on his MBA, “I readan article in a marketing magazinethat talked about the launching ofthe Q8 brand. I did not think muchof it at the time but it registered inmy mind and I was happy that Ku-wait had an international brand inthe European market.”

Upon attaining his MBA, AlJassar resumed work at Kuwait Air-ways Corporation. Even though hecontinued to enjoy his work he had

a keen desire to get a, “Taste of workin an international arena and Ithought one day why not KPI?” heremembers.

A meeting with Nader Sultan,KPC’s Deputy Chairman & ChiefExecutive Officer and former KPIPresident, made him more deter-mined to join. “I was very impressedwith the way he thought and the wayhe expressed his ideas. We had asomewhat similar way of thinking.”he enthuses. What spurred him tojoin was not merely the pursuit ofcareer advancement as much as theprospect of a rich learning experi-ence, “Several factors contributed tomy decision, and one of them wasthe international dimension of theorganization, you are in a global en-vironment as opposed to a localone.” He also appreciated the diver-sity of the Company, “It is multina-tional so you are actually experienc-ing different cultures and differentmarket conditions as well as differ-ent work environments. Even

By Sheikha Al Tourah

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though KPI is predominately basedin Europe, it has affiliates in the FarEast, which further adds to expo-sure. I was impressed with thepeople in charge and the way of theirthinking, and more importantly, theambitions they had for KPI. Ithought I could fit well in this envi-ronment.” Al Jassar succeeded incarving a niche and taking part inseveral successful projects.

Challenges and Achievements

He enjoys on the challenges thathis job offers and has played a piv-otal role in major KPI projects. “Amajor challenge I faced when Ihandled marketing in the UK at atime of fierce price war. Competi-tion was intense. To contain thatproblem we thought of diversifyingby developing the existing shops inthe retail stations to include mini su-permarkets that provide basic gro-ceries. However, we lacked the lo-gistics as well as the experience ofdealing with perishable goods. So

we decided to form an alliance withone of the leading supermarketshelping us with supply and provid-ing us with regular delivery. I leadthe negotiations with ‘Budgens’ su-permarket and we formed the firstagreement of its kind between an oilcompany and a supermarket. Thealliance was very successful and wesucceeded in doubling the sales andincreasing our profit margin. Ourmodel was so successful that othercompanies followed suit. The samemodel was also implemented in theBenelux. Alas, our network is notlarge enough to capitalise on this.However, the U.K. model remainsas a successful example of a fruitfulalliance.”

Another achievement, which hetakes pride in, was finalizing a sup-ply contract with a company thatprovides car wash equipment to allKPI affiliates. “That was among thefirst ‘multi supply contracts’ thatcovered all our affiliates. I considerit a very good experience on how to

manage a multitude of needs in vari-ous markets that was covered witha common objective. I tried to ac-commodate the needs of all affili-ates by defining the common fac-tors, and building on them. Then youlook at the differences and you mini-mize them by making sure that thereis a common contributing factor to-wards eliminating differences,” heexplains.

In addition to finding commonfactors to further the work Al Jassar,clearly an optimist, searches for thebright side in everything he workson. He enjoys working in a multinational work environment. “This issomething I maintain that it is notonly important to be bilingual, youhave to be multicultural, which I tryto mould myself into.”

He also believes in bringing outthe best in people. “I know that it ismore conducive to the work to breakthe ice and make people more re-laxed. I find this to be effective in

It is not onlyimportant to be bilingual,

you have to bemulticultural

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tapping into staff’s potentials,” heobserves.

Unique Thinking Method

As part of his responsibility as astrategy maker and problem solver,Al-Jassar is aware of the dangers offalling into the traps of solvingsymptoms and not the problem it-self. “It is easy to fall into the trap,however, one thing I always do withmy team is ask when we are facedwith a problem: ‘Is this the problemor is this just the symptom of theproblem?’ Once we define it wehave two ways of handling it eitherby getting to the root of the prob-lem and solving it or resorting to amore severe solution by dissolvingit. I always try to go deeper into theproblem and I believe it is impor-tant to think about and evaluatematters before making a decision.”

What he strives to add to KPI isa way of thinking that makes share-holders more involved in the pro-

cess of decision making whichyields effective results. “It is easierto give one your recommendationsand what you think should be done.Nevertheless, it is better to getpeople involved in the whole pro-cess so they understand why thoserecommendations were made. So farI have been able to affect decisionmaking through objective debate inmy current role,” he elaborates.

Influencing peopleand learning from others:

His approach to work stems fromcore values he imbibed from seniorKPI veterans. Admittedly, his workin KPI was not, “A smooth ride allalong. I had my share of difficulttimes. I remember during one diffi-cult period, my boss at the time toldme something that had a big impact.He said ‘Consider going throughhard times as part of developingyour experience.’ When I looked atit from his perspective it was easier

for me to deal with the situation.”

His new position has severaladded responsibilities, which he istrying to balance.” I now handleHuman Resources in addition to mytasks, and it’s something I enjoy andI am learning new things . Strategyis a job that you create and initiate;on the other hand HR is a job thatcalls upon you. With both Strategyand HR I have the opportunity tosecure a strategic dimension intoHuman Resources, which the mostimportant input into the business.After all, the success of anorganisation, is all about the peoplein it.”

As for his future plans, Al Jassarsays he’s taking things one thing ata time, and amidst his busy sched-ule is trying to avail family time. “Itis important to allocate quality timefor your family and maintain a work/life balance.”

One thing I always do withmy team is ask when we arefaced with a problem: ‘Is thisthe problem or is this just the

symptom of the problem?

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Kuwait Aviation Fuelling Company(KAFCO) was established on 1st July,1963. With 38 years of service to theairline industry, it can be deemed a suc-cess story. Considered to be one of thetop international companies in its field,KAFCO’s business is based on the saleand marketing of locally produced jetfuel. Its customers are Kuwait AirwaysCorporation, other international airlinesand Kuwait Air Force.

In an interview with KPC World,Mustafa Bader Al-Own, KAFCODeputy General Manager discussed thecompany’s operations and current andfuture projects.

Recently completed projects in-clude:

KAFCO

38 Years

of Success

By Haya Al Randi

- Full internal and external mainte-nance on tank No. 9. This included in-spection of valves, and installation of acathode protection system and calibration.

-Control panel project: HoneywellKuwait were contracted to replace theold control panel for reservoir and sup-ply operations. The HoneywellPlantscape System was installed. Thisfully automated system is the most ad-vanced system currently available.

- Cathode protection system main-tenance and upgrading project: Ten slantcouplings were installed for the groundsupply unit, which operates through avalve located in the cargo area at Ku-wait International Airport. Separatorvalves which control fuel flow and out-let covers, which facilitate maintenanceworks, were also installed. This has theduel effect of enhancing safety and in-creasing efficiency of fuel operations.Instead of shutting the entire valve setline in the cargo area during mainte-nance, only the separator valve in theground outlet needs to be closed. Theseworks were carried out in coordinationwith the Civil Aviation Authority.

- New control panels in the emer-gency system: A 2.5 km cable was laidfrom KAFCO’s control centre to the air-port cargo area. It is covered with pro-

tective ducts and has 11 control panels.

- Automated pass system for thecompany’s main gate: KAFCO intro-duced an electronic control systemutilising magnetic cards to identifyauthorised personnel. This increased

Mustafa Bader Al-Own

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security and safety at the depot and inairport areas. More lights and fenceshave also been installed around the de-pot and communication system.

- ISO 9001 : KAFCO employedPENSPEN, a consultancy company, toupgrade its services to achieve ISO 9001certification. Areas such as ensuringcompatibility with international stan-dards of customer service, and improv-ing technical and administrative stan-

dards were part of this process.

Al Own also explained that the com-puter section is about to complete thefourth stage of the computer systemsdevelopment plan in order to complywith the Oracle Systems Project. Thissection created and designed theCompany’s website, which keeps cus-tomers updated with current fuel prices.Standard procedures such as anti-virusprotection and automatic backup sys-tems are all place.

Future Projects“KAFCO has approved the initial

proposals prepared by special consult-ants for the design and construction ofthe new depot as part of the new airportproject.” Al Own confirmed. He thenoutlined plans for increase in sale turn-over.

1. Maintaining existing customerbase by providing new high quality ser-vices and reasonable pricing for fuel.

2. Attracting new users to utiliseKuwait Airport’s refuelling servicessuch as chartered flights, cargo flightsand planes making technical stops.

3. A committee comprised of repre-sentatives from KAFCO, Department ofCivil Aviation and Kuwait Airways hasbeen formed to market the Airport andits services. Airlines which no longerfly to Kuwait have been targeted, withsome resuming flights here.

Up until 1975, KAFCO received its

fuel supplies from Al Ahmadi andShuaiba refineries. The fuel was thenstored in the Company’s reservoir tanksat the airport which have a capacity of4.5 million litres. After this date, fuelwas pumped through a 37 Km pipelinefrom the refineries to the reservoir tanks.

The steady increase in the numberof large carriers such as ‘Jumbos’ thatrequire huge amount of fuel, led theCompany to further develop and expandits storage and fuelling systems. A net-work of interconnected underground dpipes emanating from the reservoir fueltanks covered all loading areas. Thisexpansion increased the potential forfuel storage to in excess of 27 millionlitres, equivalent to roughly a fortnight’sconsumption. KAFCO supplies fuel toaround 1200 aircraft per month at Ku-wait International Airport.

The pumps and equipment in the res-

ervoir are all electronically controlled.This allows employees to monitor andcontrol any operation by pressing oneof the keys on the control panel.

KAFCO has actively sought to em-ploy Kuwaiti staff and now they makeup 88% of the total workforce.

In July 1979, the reservoir was fittedwith automatic fire fighting equipmentmeeting the latest standards. Employeesundertook full training and familiarisation

courses on the new system.

KAFCO’s contracts fall intothree categories:

a. Companies supplied according tocontracts and paying bi-weekly.

b. Companies paying for fuel bycredit.

c. Companies paying for fuel by cash.

Ten contracts were signed in 2002with the following:

Ministry of Interior, Al Futtoh Invest-ment, Air Malta, Royal Brunei, Thai Air-ways, Kuwait International Aircraft Leas-ing Company, Shell, LTE.

KAFCO’s main customers are : Ku-wait Airways Corporation, British Air-ways, Air India, Lufthansa, and Egypt Air.

It supplies the following fuels:

1. Jet A-1 fuel. This is a type of kero-

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sene, which has undergone thoroughtesting during production to ensure com-pliance with international standards.

2. JP-8 fuel for military aircraft. Thisis kerosene with the following additives;C1 and FSLL in accordance with MIL-DTL - 83133 E specifications. KAFCOdelivers this fuel direct to the airbase.

3. AG AS-100 fuel. It is not widelyused and is supplied upon special re-quest.

SAFETY AND SECURITY

“KAFCO, working in collaborationwith DNV, an international consultancycompany specialising in health, safetyand environmental issues, has carried out

a full review of all its safety procedures.These now conform to internationalstandards. In addition, KAFCO has alsocontracted with another consultancy torevise and amend applied safety regula-tions” Al Own stated.

He continued,” with respect to ourfacilities both fixed and mobile, we arecarrying out a complete survey and in-spection of all our equipment and willbe drawing up an emergency responseplan.” Al Own also explained that theCompany has a permanent safety com-mittee charged with implementation ofsafety regulations and standards. Thiscommittee also provides reports to se-nior management from time to time.The safety section of the Loss Preven-tion Department aided by a specialist

consultancy company has updated itssystems and procedures. This processwas monitored and supervised by theSafety Committee. The safety sectioncarries out safety training programmesfor company staff. It also supervisedthe internal inspections carried out byseveral airlines and other jet fuel userswho visited the headquarters in order tocheck safety standards. The parties in-volved in these inspections includedKLM, British Airways, Kuwait Airways

Corporation, Gulf Air, and the US AirForce. They expressed their satisfactionwith the procedures put in place by thequality section with respect to passen-ger and aircraft safety.

NATIONAL MANPOWER

“Regarding our Kuwaitizationpolicy, the Company has placed particu-lar emphasis on this issue, especially inthe fuelling operation sector. Job appli-cants are informed that the work is tech-nical and requires a high degree of ac-curacy and constant attention. They willbe handling an explosive substance, jetfuel, which in turn is used by aircraftwhich carry hundreds of people. Addedto this, working conditions are relativelyharsh, with irregular working hours and24 hour shifts. We are dealing with in-ternational airlines who are constantlymonitoring our level of service.”

“Of our staff of 66, 58 are Kuwaitis.

Thus, the percentage of national workforce is 88%. Kuwaitis hold the major-ity of positions in all departments, notjust in the fuelling sector.”

Al Own summarised the lessonslearnt during the process ofKuwaitization as :

1. Efficiency based selection andequal opportunities.

2. Applicants should be activelyseeking employment.

3. Payment for trainees.4. Work conditions to be explained

to trainees or new employees beforecommencement of employment.

5. Job training to continue until em-ployees can work without constant su-pervision.

6. Motivate hardworking employeesand penalize negligent employees.

7. Draw up specific training plansaccording to job requirements, so thatthe employee completes his training andfinds there is a job to be carried outrather than being redundant.

INTERNATIONAL CERTIFI-CATES

Al Own concluded the interview byexpressing KAFCO’s pride in the cer-tificates and letters of appreciation thatit has received from international au-thorities and companies. Among these,is a letter from the US Air Force com-mending the Company on its actionswhen a US military aircraft made anemergency landing, and KAFCO emp-tied the fuel from its tanks thus avoid-ing an explosion and ensuring the safetyof the crew. Another letter is fromLufthansa citing the effective actiontaken by a KAFCO employee when afault occurred in the fuel tank valvessituated in the aircraft’s wings. Thereare many more acknowledgement let-ters from airlines following their inspec-tion visits, expressing their confidencein KAFCO’s compliance with interna-tional safety procedures.

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KPC is currently finalizing a draftcontract with Arab Petroleum PipelinesCompany in Egypt (SUMID). The con-tract covers the provision of differentmethods of transporting crude oil tak-ing into consideration market rates fortransportation, and building upon previ-ous cooperation between both parties.

The new draft contract raises a num-ber of issues, especially as it is not thefirst one between both parties. KPC hasused SUMID pipelines before, and thenstopped. Old links are being resumed,but based on new standards and condi-tions. A delegation from KPC’s Inter-national Marketing Sector reachedagreement with SUMID during a visitto Egypt in June this year. The draftcontract is now before the Corporation’s

The International Marketing

sector will soon present a project

on establishing a professional

technical institution to specify

new and developed standards for

tankers and petroleum products.

In line with KPC’s emphasis

Future Plans

Long Term Security

Environment,

Safety Measures

rine transport costs are high. This as-pect will be greater if the Corporationuses the pipeline option combined withcrossing through the Suez Canal. Theagreement entitles the Corporation to apriority transport privilege and the ad-vantage of using the storage capacity ofSUMID for extended periods. We canalso talk about an advantage or indirecteffect on the State of Kuwait as a whole.Kuwait owns 15% of the shares ofSUMID Pipelines Company. As a re-sult, a portion of the company’s revenueresulting from the contract with KPCshall be due and payable to the State ofKuwait.

Regarding Kuwait’s ownership ofshares in SUMID, was there any politi-cal pressure that motivated the Corpo-ration to enter into this agreement?

Never. There was no official direc-tive to the Corporation to enter into thisagreement. The agreement with SUMID

Board of Directors for final approvalbefore it can be finalized. The KPC del-egation was led by Khaled Al BaderExecutive Assistant Managing Directorfor Supply, and Yousef Al Qabandi,Manager Marine Department, Ahmed AlQattan and Fahad Al Shatti.

KPC World Magazine met Mr.Yousef Al Qabandi who explained theterms of the agreement, and its advan-tages and effects on the Corporation’sbusiness, in the following interview.

Why was the new agreement withSUMID made, and what are its advan-tages and effects on the Corporation’sbusiness with respect to oil transporta-tion?

The most important advantage of thenew agreement with SUMID as per thepresent draft contract is that it gives anew option for the Corporation with re-spect to the process and methods oftransporting oil to Europe and the Ameri-can market. This is in addition to thepresently available options, which are totransport through the Suez Canal or viathe Cape of Good Hope around Africa.Transporting the Corporation’s oilthrough SUMID pipelines from the RedSea to the Mediterranean Sea saves a lotof time necessary for marine transporta-tion. Theoretically, we can estimate atime saving of 25%. Using pipelinesreduces the depreciation of theCorporation’s oil tankers, which extendstheir usability or service life.

The new contract increases the eco-nomical value of exported oil as it savestransport costs when international ma-

KPC DRAFTS AGREEMENT TO

TRANSPORT OIL THROUGH SUMID

Yousef Al Qabandi

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on the development of safety and se-

curity and environment services, the

Marine Department is making a pre-

liminary study based on tankers and

products in the international mar-

ket. It aims to establish a long-term

plan, which will develop standards

for security and safety and the envi-

ronment in marine petroleum facili-

ties in Kuwait. In addition, it aims

to set out measures to protect the en-

vironment wherever the Corpora-

tion operates, locally and interna-

tionally. These will conform to the

highest international standards and

will also enhance KPC’s reputation

and fulfil its commitments and meet

the goals of its environmental

policies.

The plan includes the short-

term plan already in operation,

which covers safety and security

on all tankers that dock in Ku-

wait, or that KPC may charter.

The new long-term plan is being

integrated with the existing one.

At present, the preliminary study

to establish this plan is being

finalised, to be ready to be sub-

mitted to KPC’s Upper Manage-

ment for approval. This process

is expected to be completed by the

beginning of 2003.

is simply a financial and commercial oneand has no relation with the State’s strat-egy or investments in the pipeline. Ispoke about this indirect effect of theagreement on Kuwait as an indirect re-sult, and not as a reason or motive. It isnoted that our usage of the pipelines alsoincreases state revenues as it reducescosts.

The Corporation used SUMID’spipelines prior to the Iraqi invasion, and

then for some time in the mid 1990s.Are the clauses in the present draftagreement similar or different fromthose of previous agreements?

The agreements are quite similar, butthe new one is more developed. I haveto say that the Corporation abandonedthe usage of these pipelines over the lasttwo years for two reasons: The first waspurely financial, as transport coststhrough these pipelines were high in

comparison to marine transport. Sec-ondly, there were difficulties and logis-tical problems that arose in our relationswith the company and in the applica-tion of the previous contract.

SUMID has recently developed itsfacilities and attended to the previousproblems. It has increased its storagecapacity and the number of marine an-chors, developed services and improvedcontracting conditions. The purpose ofthe KPC delegation’s recent visit to thecompany was to discuss the handlingof difficulties, to reach an understand-ing on the terms of the new contract andto discuss the price formula that fits theCorporation’s international market ex-pectations.

We understand that the pricingmechanism stipulated in the new agree-

The new contractincreases the

economical valueof exported oil as it

saves transport costs

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ment is changeable. How far can thischange go?

There is no fixed permanent price.The price formula changes according tointernational marine transport prices.There are stock exchange markets thatdetermine the market price of marinetransport and which issue monthly pricereports. Therefore, SUMID will changeits prices according to these reports to fitits customers. Its prices may not be morethan the international transport prices.Otherwise, no one will use its pipelines.Consequently, it should present a com-petitive formula.

What about relating the price to thetransported quantity?

Yes, it is an additional advantage tothe competitive prices. SUMID will giveus a discount should we exceed a speci-fied quantity.

Why is this contract limited to oneyear? Does this mean the agreement willbe a trial one?

That is correct. The Corporation willnot be bound to use the pipeline if it findsother options less costly. At the end ofthe year stipulated in the contract we willassess the experience, study the numberof ‘transport processes’, rate our usageof the pipeline and the prices we wereoffered. We will also study the logisti-cal issues to assess the company’s abil-ity to resolve previous problems. If theassessment is positive, we will renew thecontract annually.

During the same visit to Egypt, youhad meetings with the Suez Canal Au-thority. What are the new ideas for co-operation between the two authorities?

KPC is one of the most importantusers of the Suez Canal. 30% of Ku-wait oil and oil products sold to Euro-pean and American markets are exportedmainly through the Suez Canal. TheCorporation also owns a large fleet oftankers, and as a result, participates di-rectly and indirectly in transport trafficin the Canal. Furthermore, the newagreement with SUMID encourages usto use the Suez Canal more often.

The delegation suggested a numberof ideas to the Canal’s authority, whichis presided over by Lieutenant GeneralAhmed Ali Fadel. These included re-ducing tankers’ passage costs whencrossing with half a load on the basisthat the other half be transported throughSUMID pipelines. The authority prom-ised to study this matter as a separateissue to our agreement with SUMID.The Corporation’s delegation reviewedthe buildings and facilities in the Canaland expressed how impressed it waswith the development, especially theGuides and Captains Training Depart-ment. We also viewed their modern ap-plications in this field such as the “simu-lator” to give captains both practical andtheoretical training, backed up by theEgyptians’ lengthy experience of thesetechniques. The Canal’s authority ex-pressed its readiness to provide assis-tance and consultancy services for ma-rine captains and guides by training

them with their equipment and that ofaffiliates. There may be visits by seniorofficers from the Canal’s authority to theCorporation in the near future to discussthese and other ideas.

Facilitating VLCC (very largecrude carriers) Oil Tankers’

Passage Through Suez Canal

One of the advantages of theagreement is the facilitating of crudetanker traffic. Crude oil is usuallytransported in large tankers tomaximise financial benefits. Atanker’s return voyage takes aboutseventy days. VLCC tankers followthe Cape of Good Hope passage andcannot pass through the Suez Canalif they carry a full load, as their draftis too deep for the Suez Canal, whichas we know, is an artificial canal andit not deep despite efforts to widen itduring the past years. As a result,VLCC tankers cannot pass throughunless we reduce their loads to raisetheir buoyancy and consequently,their draft. However, if the load isreduced, the tanker’s voyage is noteconomically beneficial.

This is where the importance oftransport through pipelines becomesapparent. The VLCC tanker can un-load its load at the SUMID anchorin the Red Sea and pass through theSuez Canal empty or with half a load,and then receive the rest of its loadagain in the Mediterranean Sea, be-fore resuming its journey to Europe.This saves it from having to followthe passage around the Cape of GoodHope.

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The Core of International

Marketing, the Link

Between KPC, Affiliates

Planning Department

By Sheikha Al Tourah

Lina Esbeitah

It is not an understatement to de-scribe the Planning Department, at theInternational Marketing Sector, as thecore of its work and the link betweenKPC and its affiliates.

The essential element in the successof any project lies in thorough and in-depth planning. The Department, headedby its dynamic manager Lina Esbeitah,sets the market direction for the SalesDepartments, and works relentlessly to-wards ensuring the success of all Inter-national Marketing and affiliates’projects in line with KPC strategy andgoals.

Plan with a Mission

The Department has a clear and welldrawn out mission that defines its workand sets its barometers. “The PlanningDepartment is an integral part of the In-ternational Marketing and our goals isto contribute towards the achievementof KPC goals so as to meet the missionof KPC as a whole.” Begins Esbeitahand continues, “We aim towards theoptimum utilization of our production,manufacturing, and logistic resourcesthrough monitoring and updating oper-ating plans and programs which are flex-ible and cost effective. Anything we dohere is cost effective. If we do anyproject modification it is mainly to pro-vide us added value to the whole sys-tem which will create savings and addvalue as a whole.”

Esbeitah is a veteran in her field hav-ing worked for almost 19 years in theInternational Marketing. The experienceshe has gained is well employed in se-curing the success of her Department’smission. “We strive to provide techni-cal assistant to the management throughspecial studies, assist Sales Departmentsand helps KPC affiliates in their futureplans and to ensure that their plans anddevelopment programs are consistentwith the goals and objective of the mar-keting sector.”

Objectives and Tasks

The main objective of the Depart-

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ment is to support the mission KPC. TheDepartment shoulders vital tasks that areas follows:

1. Develop and follow up long andmedium term plans.

The Department is entrusted withsetting the short term (1 year) medium(5 years) and long term plans (15-20years)

2. Development of production andallocation balances of local and inter-national export.

3. Identify opportunities or marketstrengths both locally and overseas.

4. The participation in local and in-ternational projects, to either evaluate orcontribute in the evaluation process ofthe project.

5. The development of the KPC bud-get of KPC through the assembly of in-formation from all affiliates and developpricing scenarios in line with expecta-tions on crude oil prices in coordinationwith Market Research Department to seethe history and forecast the future.

Esbeitah explains, “We develop pric-ing mechanism for sale and purchase ofKuwaiti hydrocarbon with our suppli-ers and customers. The priority is to thelocal industry so we provide him withfull support to make their ventures asuccess.”

7. Gather input from KPC affiliatescompanies to facilitate formulation oftheir operating plans and projects to en-sure consistency with marketing objec-tives and plans.

Integral Role

The Planning Department as estab-lished earlier plays an integral rolewithin KPC and its affiliates. No affili-ate Company can embark on majormodifications in its systems or launch aproject without consulting them first.“We have to provide our views on anyproject that the oil sector or affiliates

provide. In addition, we assist them withany data they might need. There is con-stant support and cooperation. We asPlanning assist Sale departments in theassessment of our long term competi-tive advantage and reviewing pricingoptions supply economic marketingstrategy, the planning is a support de-partment to sales affiliates and every-body” she enthuses.

The Planning Departmentand the Sales Team

The Department closely monitorsthe market on the lookout for new op-portunities, and explores prospectivemarkets to direct Sales Departments.“We at the Marketing Sector follow thesaying ‘don’t keep all your eggs in thesame basket’ which means we do notconcentrate on one single market and arealways trying to find new demands forour products because if we don’t some-one else will move in.” Through theshort operating, and long-term plans theSales team is alerted of the changes inthe markets. “The Sales people may notbe always aware of the long termchanges in markets so we keep themnotified that way wouldn’t concentrateon certain markets that are bound tochange in few years and might saturate.That way they will be able to do certainneeded diversifications. Any red flagsituation will result in changes in themarket and demand might decrease sothis has to be highlighted to the salespeople from the long-term studies andsituation analysis we carry. There is aconstant exchange of inputs the salespeople don’t always have to take myanalysis and can contribute based onactual market information that they ob-tain from long term clients.”

The Planning Departmentand KPC Affiliates

This Department is part of any com-mittee or project team in oil sector as itshares close relations with all affiliates.

“There is a lot of cross flow of informa-tion and their plans become an input toour plan and vice versa” says Esbeitah.

There is a long-term agreement be-tween KPC, the Ministry of Oil andother affiliates in which KPC buys crudeoil from the Ministry and sells part of itas crude oil to its international clientsand to its affiliates at a set price. After-wards KPC buys petroleum productsfrom its affiliates, which it markets. Thequality of products produced has to beconsistent with market demands and thePlanning Department is the one that setsthe product specifications according tomarket analysis. Thus, the affiliates can-not make any product modifications orproduce new products without consult-ing them first. “If KOC for exampledecides to make any modifications onthe upstream they can not do it withouthaving input or views from the market-ing. Before they go ahead they have tohave a marketing input. At the end weare the ones who market crude oil.”

“KPC markets all oil products soKNPC for example can not go aheadwith producing a new product that I can-not market” points out the PlanningManager.

Through market survey and detailedstudies, the Department determines thekind and quality of oil products that willbe in demand both in the short and longterms.

“We liase with local companies tofind out their five year plans that areexpected to come to operation. I go tooverseas affiliates I check their planningcycle to ensure their respective plan isconsistent with oil market scenario andobjectives leading to optimum develop-ment and utilization of their existing andprojected capabilities.

The five-year plan identifies thekinds of products that are bound tochange, “So all changes have to beimplemented in house to meet future de-mands in quality and products. So fromthese plans I will end up with what I

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have to do in my system not only in pro-duction, refining and other areas but alsoin house in KPC marketing.”

Working as One

The Department comprises of differ-ent sections whose work is interrelatedand interconnected. However, certaindiscrepancies were formed to differen-tiate the work so that similar activitiesand functions are done by a single groupwith a lot of interaction between thesegroups.

Esbeitah places great importance theright working environment where team-work spirit prevails as the work itself.“I strive to create a work environmentwhich is friendly and enjoyable. We aredoing our best to create a team environ-ment.

The Department adopts a unique in-ternal system called the “CirculationFile”, which contains some of the mostimportant memos and it is circulated toall the staff. The objective is to updateall employees, “From a junior to a se-nior all employees would be aware ofwhat is happening in the Department.Not necessarily in detail but they wouldhave a general idea and know who ishandling what.”

The sections in the Department areas follows

Economic planning 1

This section is headed by AkbarYousef and its major task is the devel-opment of KPC strategy.

It is charged with the following:

* The Long term strategic plans (15-20 years).

* The five year strategy plan.

“We basically develop high imple-mentation and detailed plans that set thedirection for KPC marketing and act asa guideline for what we intend to achieve

in the long run. In it, we set a number oftargets and certain issues, which are as-sociated with any plan that you need toaddress dealing with external marketthreat. Through long term strategicplans we identify where we are andwhere we want to reach in the next five10 or 20 years” he says.

Hence, economic studies relating tolong-term aspects that cover the wholesupply chain upstream and downstreamare prepared to cover the longer-termguidelines. These studies help deter-mine future strategy bearing in mindexternal market outlook there are thingsthat are within out control

“We try to work out future importsthrough looking into local productioncapacity that gives an idea how future

world oil trade will be products willmove from where to where. There is astrong correlation between oil andeconomy given global world demand.In our studies, we explore new markets.We prepare an in-depth country-to-country analysis. There are potentialmarkets but we cannot reach them orthey don’t have the infrastructure to re-ceive your products you look into thisand it becomes an input into our strate-gic plan,” he explains.

Akbar Yousef

Waleed Al Bader

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However, before venturing into newmarkets the logistic capability to servethose markets, “We have to know howmuch production we have and howmuch Kuwait produce we work it outand we work out the scenario. Once weknow how much oil we will produce wewill have the refining plan,” concludesMr. Yousef.

Economic Planning 2

This section is headed by Waleed AlBader, who says their tasks are split intoactivities and assignments. The assign-ments are the long-term studies that takea longer time to finish. “Our most im-portant activity is the ‘Operating Plan’which involves a lot of effort and spansthe period of a year to a year an a half,”he explains.

The Operating Plan contains statis-tics of crude oil production levels, thepetroleum products produced by the re-fineries and the product surplus that needto be marketed.

“We obtain our data from varioussources: the Sales Departments, KNPCand KOC. Then we meet with the Salespeople to know their market directionand the markets they plan to venture intoand based on our outlook we determinethe feasibility. After we gather the data,we analyse them carefully then prepare

our plan. This plan gives the Salespeople a signal on the amount of prod-ucts and crude oil to market and it givesthem a clear direction throughout theyear. So unlike the five year strategicplan, the Operating Plan is more of anactual implementation one.”

Another activity is the economicstudies “We determine the prices of cer-tain petroleum products that are not fre-quently used by customers like specialfeedstock for refinery units. We nor-mally set the product prices accordingto market reports. However in the caseof these special products we are requiredto study the cost and then the Salespeople would add the profit margin andset their prices.”

Economic Planning 2 additionallyprepares various studies on the most costeffective products to be produced as wellas economical evaluations.”

Projects and Special Studies

It is headed by Mona Al Obaid andis part of any upstream and downstreamprojects by KPC affiliates. “We are con-stantly in contact with affiliates and wetake an active part in any of their projectswhich has a direct influence on the Mar-keting Sector.”

“Our participation is to mainly pro-vide them with market inputs and toensure that the goals of their projects are

compliant with markets needs and tomaintain KPC’s economic edge. Anynew project has to have an added valueto KPC and since these affiliates do nothave any direct contact with the marketand thus lack any input and that is whereour role comes.”

The Projects and Special Studiessection provides these affiliates with anytype of input they would require “fromcargo sizes to production specifica-tions,” Al - Obaid says.

Plans in the Pipeline

To meet escalating demand, continueto gain a major market share and attaincustomer satisfaction, the oil sector inKuwait is set to develop the existingsystem. Plans are in the pipeline to im-prove the infrastructure capabilities interms of export of crude, products andstorage tanks and tankers fleet. ThePlanning Department is part of KNPC’splans to build special units to produceLow Sulfur Diesel as per internationalspecifications. “The industry is evermoving and we have to move along withit or we will be left behind. We are partof a massive KNPC refinery-upgradingplan to develop existing units and installnew ones that covers the world needsuntil the year 2020. We are working to-wards big improvement of the qualityof our crude export which requires ad-ditional tanks to meet the requirements.”

The Planning Department is work-ing closely with KOTC to renew its fleetof tankers to be in line with global speci-fications and needs. “We hired a con-sultant so that the fleet we build won’tsit idle tomorrow because it does notmatch the international marine specifi-cations. We are studying market needsof vessels in the upcoming 20 years andthe types of vessels that would be indemand then. All these areas have to belooked by us so that the benefits andgains would cover the cost.”

Mona Al - Obaid

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In remembrance of the struggleof Kuwait’s first generation, KPCco-sponsored the 14th DivingVoyage, held under the patronageof the H.H the Amir of KuwaitSheikh Jaber Al Ahmad Al JaberAl Sabah.

Prior to the discovery of oil,pearl diving was the main sourceof income. Hundreds of divers lefton diving voyages that lastedmonths on end in the search of the

KPC

Supports

14th

Diving

Voyage

elusive pearls. They had to endureharsh weather and sea calamitiesin this quest.

The event is annually organizedby the Beach Sporting Club, andhas become ever since its incep-tion in 1986 a popular event inwhich a large number of partici-pants take part.

The diving voyage lasted for 10days. The dasha (beginning)started on the 31st July and con-cluded on the 9th of August.

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Kuwait Oil Company (KOC) hassigned a partnership contract withLandmark Corporation to provide theCompany with state-of-the-art tech-nology for oil and gas exploration de-velopment services with flexible pay-ment conditions dependent on usagelevels.

Fahad Salem Al Ajmi, the Execu-tive Assistant Managing Director forTechnical Services, explained thatLandmark is a subsidiary ofHalliburton, one of the major oil ser-vice companies. “It is well known forits programmes specialised in oil andgas exploration. Its programmes arein use throughout the globe. Further,international oil companies such asChevron, BP Amoco, and Texaco useits services.

“Moreover, this Company is re-

KOC Signs

Partnership Contract

with Landmark

Corporation

nowned in different areas of the worldincluding the Gulf, due to the spreadof its programme maintenance offices.This maintenance is undertaken byspecialised consultants,” he added.

Landmark’s programmes, Al-Ajmi explained, “ cover all phases ofoil and gas exploration with differentspecialization fields and sectors, as aresult, the whole operation benefits.The programmes undergo continuousresearch and development, regardlessof their current value to the major oilcompanies’ businesses. Landmark al-ways seeks the enhancement of itsprogrammes by developing explora-tion processes. These are amongst thefactors that encouraged us to use theirservices. Landmark has previouslysold some of its programmes to dif-ferent companies in the area such as

ADNOC, but its contract with KOCis an open technology access, whichis the first of its kind in the MiddleEast.”

As for the conditions of the con-tract, which lasts five years, Al-Ajmistated that these conditions, “Entitleus to use all the current and futureprogrammes provided by Landmarkfor oil exploration in the State of Ku-wait, especially in relation to geophys-ics, geology, shelter management, in-formation management, and the inter-pretation of seismic surveys and eco-nomic analysis. Further, one of theadvantages of the contract is that itmeets our current needs and satisfiesour future goals. The contract entitlesus to consultancy services and train-ing for Kuwaitis. There are alreadyexperts from Landmark in the Com-pany to help programme users gain themaximum benefit.”

Regarding the financial cost of thecontract, Al Ajmi revealed that thecost is calculated according to theextent to which KOC uses theprogrammes. “We consider this anadditional advantage in the contractthat helped lessen expenses for con-tract management”, he added.

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OIL SECTOR COMPLEX

Investing in the

National Workforce

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The oil sector complex, which is under construction at Shuwaikh area on the site of the demol-ished salt and chlorine factory, is allocated as headquarter of Kuwait Petroleum Corporation andMinistry of Oil. It is one of the high tech and architectural landmarks. The project reflects theCorporation progress on the human resource level.

At its first stage the Ministry of Public Works managed the oil sector complex project and inJune 1998, the Corporation took charge. It was a golden opportunity for the Corporation and youngKuwaiti graduates searching for employment. It also promoted Kuwaitization of the private sectorthrough the contractors that were awarded the complex execution tenders.

Thus, the Corporation managed to realize its advanced concept of making use of the nationalmanpower capabilities not only for the sake of employment but also for motivating them for fieldjobs and acquisition of quality competencies and skills.

Eng. Ahmed Al Ibraheem, Coordinator Corporate Projects, considers himself directly account-able to the Corporation for the success of this pioneering experience. “When complex project wastaken by Kuwait Petroleum Corporation the Corporate Projects Department presented a proposal tothe senior management to introduce a clause requesting all contractors to employ a number of Ku-waitis within the technical staff of each contractor. Consequently, Nader Sultan, Deputy Chairmanand Chief Executive Officer, supported and recommended this proposal and issued his directionsfor the execution thereof in view of its significance for the present and future operational and strate-gic planning of the State with respect to the priority of national manpower support. The clause wasactually drafted into a legal form to ensure valid and sound application.”

Al Ibraheem adds that, “This was the first stage of this project. The most significant element isthe follow up and control of the application process to achieve the objective, which is offeringnewly graduated engineers the opportunity to obtain field experience to professionally qualify themfor competition in the labour market.

Therefore, the Corporate Projects Department followed up the application of Kuwaitization planby requesting all contractors involved in the oil sector complex project which consisting of ten bidpacks to submit a training plan for all their employed Kuwaiti engineers. It also controlled thetraining plans through the production of monthly reports prepared by Kuwaiti engineers themselves,showing the extent of their benefit from training and how much they are involved in work. Inaddition, the project management staff affiliated with the Corporation hold regular meetings withthe Kuwait staff to identify any problems or obstacles affecting the extent of benefit and achieve-ment of the plan objectives”.

Al Ibraheem confirms that, “Now, there are about 19 Kuwaiti engineers of both genders workingwithin the technical staff of the project contractors. Most of them acquired distinguished practicaland professional experiences which are deemed as pride and evidence of the success of this experi-ence that fulfilled its objectives and, God willing, will yield benefit to our country in the future.”

There are about 19 Kuwaitiengineers working within thetechnical staff of the project

contractors. Most of themacquired distinguished

practical and professionalexperiences

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Eng. Shaima Al Bisher

Al Bisher is a graduate of Louisiana Univer-sity, USA and has been working for about oneyear with ALICO of UAE - Kuwait Branch. ThisCompany is carrying out retaining walls and glassworks. She says her present job is completelydifferent from her major as an architect. Herpresent job is a civil construction engineer. She

participates in the controlof site execution andbuilding and extensionmaterials. Shaima stressesthe fact that the impor-tance of her experiencegained from working inthe complex lies first inher working with special-ists in different fields andoccupations. Therefore,this would integrate with

her specialization as an architect. She would fullyunderstand the different stages of any building.“This was my intention from the very beginningi.e. to master the other aspects of engineering andnot to limit my knowledge to architectural draft-ing and design. This is better for my professionalfuture. I gained many benefits within a shorttime”, she says.

Regarding the official interest in building thiscomplex, both at the level of Kuwait PetroleumCorporation or the contractors, she confirms,“The contractors and supervisors manifest theirinterest and care for Kuwaiti engineers. AhmedAl Ibraheem is very interested in this matter. Wealways meet with him and provide him with amonthly report showing the rate of our progressin addition to any other comments he receives.He also holds special meetings for the assess-ment of our acquired experience and performanceof our work”.

Shaima points out that Eng. Al Ibraheemasked the contractor Al Mulla to delegate us tothe Company in Sharjah, UAE to inspect its fac-tories and attend guidance meetings there.”

Eng. Abdul Razaq Al Abdul Razaq

He is a graduate of Kuwait University, Me-chanic Engineering , and is working with BaderAl Mulla Group - Engineering Group since Oc-tober 2001. He says “I had worked with a Minis-try before then I decided to work with a private

company. Bader Al Mulla Company welcomedme to work at oil sector complex project for train-ing in each field of engi-neering works for certaintime. Then, I wouldchoose the engineeringspecialization I deemmost appropriate for myproficiency. Now, I amworking in the field ofHVAC engineering at theproject. Although mystudy is specialized in me-chanical engineering, I amalso interested in A.C engineering. It has a broadrange of opportunities in Kuwait. Bader Al MullaCompany is a fresh start for me.”

Al Abdul Razaq praised the cooperation ex-tended by the officials of Kuwait Petroleum Cor-poration to Kuwaiti engineers as they, “Willinglyhelp us with any problem in our work with thecontractor or others and even personal problems.They help us with all means and guide us in termsof our movement and tasks. I would like to ex-press my appreciation for all the contractors andtheir cooperation with Kuwaitis. Regarding BaderAl Mulla Company, they assigned a trainingprogramme of one year to double our efficiency,and our manager is very cooperative with us.”

Eng. Alaa Al Omar

She is a graduate of Kuwait University andhas been working for six months with BovisProjacs, the consultant of the project. She em-phasized that this project provided her with theopportunity to relate heracademic study in the uni-versity with fieldwork andadded that, “My plan in thebeginning was to masterplanning and design but Ifound out that this would beonly through field experi-ence as civil engineer. Thisis what really happened.”

Alaa is the only Kuwaitiworking with BovisProjacs, at the complex project. But she pointsout that this company employs 5 Kuwaiti uni-versity graduates, including four young women.They were assigned to the company’s other

Shaima Al Bisher

Abdul Razaq Al Abdul Razaq

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projects. She confirms that non-Kuwaitis work-ing on the complex site are cooperative with her.“They want us to acquire experience, particularlythe Arabs. This may be due to the fact that I dealwith them more than the foreigners,” she said.She points out that the officials at Kuwait Petro-leum Corporation “motivate us to learn and pro-vide a supporting atmosphere for this and follow

our progress.”

She confirms that thisexperience proved suc-cessful as Kuwaiti youthdemonstrated that they donot only want a job, “Butare looking for experienceand efficiency and self -development. This isgreatly attributed to theofficials.”

Eng. Khalifa Al Hameda

Al Hameda graduated from Miami Univer-sity, as an Architectural Engineer. He is workingwith the design consultant Salem Al Marzouk andSabah Abi Hanna. He summarizes the profits ofhis work at the complex saying, “I was an engi-neering student. Now I became an engineer. I candifferentiate between theory and practice, and Ican take precaution of any expected error onmaking the plan of any future projects. This can-not be available in offices however they are de-veloped, but only in such projects”.

Khaled Abdulla

Abdullah graduated as an assistant engineerat the Institute of Technology he has worked for

a year for Al KharafiCompany in the works ofarchitectural finishing. Herefers to Eng. Ahmed AlIbraheem’s assistance inhis career and experience,and his effort to guide andinstruct. He also ex-pressed his happiness as aKuwaiti for the concernedauthorities and contractorsencouraging the employ-ment of Kuwaitis.

Eng. Qutaiba Al

Ghaith

Al Ghaith is a site en-gineer for Al Ghanim In-ternational, the contractorof the attached buildingsworks, car parks and ex-ternal works (seventh andeighth bid packs). Qutaibaworks night shifts sincethe work hours were di-vided into morning andnight shifts. He worked before for Al GhanimElectronics and worked for a short period in com-mercial business for Sony since he graduated incommerce in addition to engineering from Wash-ington University. He moved to work for AlGhanim International to work in its current bidin the oil complex about a year and a half ago.

Quatiba says that he was the first Kuwaiti En-

r

Khalifa Al Hameda

Khaled Abdulla

Qutaiba Al Ghaith

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gineer in Al Ghanim. He praises the keenness ofKuwait Petroleum Corporation on Kuwaitizationin the oil complex project. Further, he suggests tothe government to determine Kuwait’s need of en-gineers for public and private sectors, “So as toknow how many Kuwaiti Engineers are availableand how many are to graduate in the years to come.Then the private sector will have to employ theKuwaitis.”

Anyone who speaks to the Kuwaiti staff work-ing for the project contractors feels their self-con-fidence. This confidence is attributable to one fac-tor; that is the experience they gained and still gain-ing from oil complex project. They would not havesuch experience unless the Corporation imposedon the contractors to give the chance to thosegraduates.

Following the interviews with the Kuwaiti en-gineers in the Oil Complex, KPC World met Eng.

Mohamed Hayati aboutthe different aspects ofthe experience of whichKuwait Petroleum Cor-poration and the sectorare very proud andprove the national con-cern of the officials ofthis sector, specially re-garding the concernabout Kuwaiti labourand opening doors be-fore the new graduates.Eng. Hayati confirmsthat, “The oil sector is apioneer in most of itsprojects for the applica-tion of Kuwaitization.As far as this projectspecifically is con-cerned, we have ten ma-jor tenders with Ku-waitis in all of them.Through following thesystem, we found that itis a success and it wasthe major concern ofKuwaiti employees andengineers, we regularlysupervise and monitortheir works.” he says.“Amongst the follow upmechanism, there areperiodical reports sub-

mitted by each trainee. In view of thesereports, if we felt that there is a failureby the contractor or any other observa-tion, we hurry to remedy it” he adds.

Hayati encourages the employmentof Kuwaitis in all oil projects and allprivate sectors since the practical exper-tise that they acquire is of great impor-tance.

In reply to the common complaintfor the private sector, that Kuwaitis areless productive than the work require-ments, he said, “What we discovered su-perseded our expectations. We felt thatthey are committed . They used to goto the site location under the heat of thesun and observe work progress. I can say and con-firm that amongst the Kuwaiti youth there are thosewho are reliable and can enter and impose them-selves upon the private sector strongly”.

Hayati emphasizes that enthusiasm, diligenceand competitiveness exist whether amongst Ku-waitis themselves or between them and other staffas a whole. He points out that experience in theconstructive field is achieved only after hard workand pains, but they managed in a short period togain a long experience.

As for the foreign employees’ cooperation inthe project and to what extent they encourageKuwaitization, Hayati points out that “The Cor-poration pointed out to the contractors the fact thatKuwaiti trainees must have special care and con-cern and continuous training. In their part, Ku-waitis are imposing themselves and are able toextract the information they need from those whocooperate and those who do not”.

All the new engineers, whom we met, requiredthat Kuwait Petroleum Corporation benefit fromtheir experience. Hayati explains that their idea isbased on that they have accompanied the oil com-plex project from its beginning. Accordingly theyknow everything about it if the corporation is go-ing to seek the assistance of maintenance team tothe building after its completion, the trainee engi-neers would have the priority and are much morecapable of managing it well. As for the possibilityto employ them in the Corporation, this is attrib-uted to the concerned divisions.

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Kuwait National Petroleum Com-pany (KNPC) has recently begun to uti-lize its newly installed KIMS system.KIMS is an abbreviation for Kuwait Na-tional Petroleum Company IntegratedManagement System. It is an innova-tive integrated system which incorporatessoftware technology and advanced elec-tronics.

KPC World in-terviewed KIMSProject Manager atKNPC, Dabbous AlDabbous. He statedthat the adoption ofthis system is, “Oneof the most impor-tant strategic initia-tives taken by Ku-wait National Pe-troleum Company’supper managementaiming at improv-ing the Company’s assets and equipmentand increasing their operational lifetimeas well as reducing operational costs andimproving maintenance management.”

Al Dabbous explained that, “Thesystem’s operation depends on two sys-tems using the latest applied softwaretechnology in the field, MAXIMO sys-tem and ORACLE system.”

Maximo is a comprehensive and in-tegrated electronic software programmethat manages maintenance and ware-houses as well as different business ac-tivities required for the continuity of pro-ductivity of any refinery or any indus-trial company. The programme electroni-cally links different departments and di-

KNPC Approves

“Maximo,Oracle”

Systems

Al Dabbous: Approvingthis system is one of the

most important initiatives ofthe Kuwait National

Petroleum Company seniormanagement and its

application will be gradual,starting at Mina AbdullaRefinery to realize the

maximum benefit. Dabbous Al Dabbous

visions concerned with maintenanceworks to exchange information benefi-cial for smooth and effectiveperformance.While, Oracle is a softwaresystem used to manage a company’s ac-counting and financial operations as wellas accounting expenses. It is electroni-cally connected to Maximo. Together

they form the KIMS system. Al Dabboussaid that the project is worth around KD9 million.

KPC World put a number of ques-tions to Al-Dabbous.

* Would you explain to us in de-tail, how the Maximo system can im-prove the assets of KNPC ?

Surely, there are a lot of benefits re-sulting from the application of KIMS tothe different levels of the Company’sbusiness.

First of all, it will increase produc-tivity, as it ensures precise control ofmaintenance works expenses, which inturn would improve the productivity of

the Company’s equipment. Further, itprovides a means to measure work per-formance and the Company’s assets.

This system enables the Company toachieve the required production levels inthe future, and at the same time reducescosts, which in turn raises efficiency andincreases profitability. This system low-ers the amount of capital investedthrough decreasing the stock volume.The application of KIMS facilitates thecentralisation of stock management in theCompany. This brings a comprehensivevision for stock management and helpsreduce the levels of stock spare parts andproduction and maintenance accessoriesespecially the slow moving, repeated andless used materials. This results in de-creasing the invested capital in the ware-

houses by approxi-mately 25% of thecurrent value. Fur-ther, it will lessenpurchase expenses by30% and the period ofpurchase by 50%. Inaddition, the systemcreates a completedatabase on the infor-mation, and capabil-ity of the Company’sassets. This will en-able us to obtain andmake use of these as-sets easily and

quickly when needed. Based upon thisdatabase, the right decisions would betaken in maintaining and managing thedifferent works, including maintenance,purchases and others, so as to improveperformance, measure its efficiency anddraw future plans to develop and increaseproductivity. This would lead to the de-crease in costs and prolongation of theassets’ lifetime.

Additionally, the integrated systemcurrently applied in the Company, lacksan actual method to evaluate the real per-formance efficiency for each item ofequipment and their actual maintenancecosts. Moreover, the new system willprovide this, and therefore, scheduledeffective maintenance programs will be

To increase productivity, Reduce Expenditure

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drawn up in accordance with the condi-tion and efficiency of the equipment. Thiswill lead to falling maintenance costs andprotection from unexpected breakdownof production units. This could save thecompany 10% from expected losses dueto a sudden halt.

The new system provides the instruc-tions, information, supplies and controltools required for safe working methodsinside all units, including in dangerousareas. This will lead to a definite reduc-tion in accidents and potential hazards,and avoid the sudden breakdowns thatmay halt production. It will also aid inlimiting environmental pollution. All thishelps in decreasing losses and increas-ing production by following the bestmaintenance methods as directed bythese modern systems.

Which working sectors benefitmore than others from the positive re-sults of this system?

We can say that the working sectorsthat benefit the most from this system arethe refineries, including operations, en-gineering and maintenance sectors aswell as the commercial and financial sec-tor and information services. The mostimportant factor is safety and ensuringsound and proper work performance toreduce human and material losses.

You said that KIMS is one of thebest systems of its type on the market:Where has it previously been applied?

Some of the international compa-nies that have utilized this system are:

ADNOC (UAE), Amoco (Sharja -UAE), Aramco (Saudi Oil Refinery), BP,Chevron (USA), Oman Refinery (Mus-cat - Sultanate of Oman), Exxon Mobil(USA), Texaco (USA) and Zadco (UAE).The application of the system in thesecompanies proved to be efficient and ef-fective.

Selection Mechanism

You carried studies and researchesbefore adopting Maximo and Oracle

as two integrated systems that formKIMS system for the integrated man-agement of Kuwait National Petro-leum Company. What were the phasesof this study?

We sought the assistance of an inter-national consultancy, Ernst & Young, tohelp KNPC select the appropriate sys-tems. KIMS and its operational softwarewere selected in two phases.

In the first phase, system strategy wasstudied. The needs and requirements ofupper management were identified andthe current system and its ability to re-spond to present and future needs wasevaluated.

Accordingly, the weak and negativepoints in the existing system were iden-tified with respect to the provision of datanecessary for management. A compari-son was made between two of the sys-tems applied in major international com-panies. We chose the one most appropri-ate to the company’s applications andneeds.

In the second phase the financial sys-tems most suited to the Company’s re-quirements were selected. During thisphase a list of the companies producingsuch systems was prepared. Then repre-sentatives of those companies were sum-moned to clarify and explain the best andthe most appropriate solutions they couldoffer. Maximo was chosen, since this

offered the most suitable options formaintenance systems applications, ma-terials and spare parts. The Oracle sys-tem was selected, as it is compatible withthe requirements of the financial and ac-counting system in the Kuwait NationalPetroleum Company project. A commit-tee was formed to discuss the problemsand hindrances of the systems’ actual ap-plication with the representatives of thetwo selected companies and to draw upappropriate strategies.

* What is meant by phasing the ap-plication of the new system in Kuwaitstarting from Mina Abdulla Refinery?

Due to the wide usage of this inte-grated system in the different divisions(which have in excess of 2200 employ-ees), the application of this system isimpossible in one phase. Therefore, it isbetter applied in phases to enable its us-ers to completely understand, and be welltrained for its optimum usage and ensureproper application. Therefore, the strat-egy was to first apply it in Mina AbdullaRefinery, then to apply it in Mina AlAhmadi Refinery, then Shuaiba Refinery,before applying it in the local marketingoffice and the head office. This reducesrisks and ensures proper application andmaximum exploitation of the system.

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The first Kuwaiti workers whojoined the oil industry in its early stageswitnessed its evolution into a success-ful, competitive, and modern industry.Those pioneering workers have muchto offer the new generation in terms ofinsight and experience.

As part of a special series of inter-views conducted with the first workersin Kuwait’s oil sector, KPC World’s firstinterview is with Mr. Hussain Ibrahim

FIRST GENERATIONKPC’S

HUSSAIN IBRAHIM AL JASSEM

REFLECTING ON AN EVENTFUL,

SUCCESSFUL CAREER

Al-Jassem who was an integral part ofthe development of Petrochemicals In-dustries Company (PIC) and who madea valuable contribution to the oil sectorin general. He left PIC in 1992 to pur-sue private business interests.

Al Jassem was awarded a degree inPetrochemicals and Petroleum Distilla-tion Engineering from Tulsa Universityin Oklahoma in 1969. Later, in 1977 heobtained a management training degreeand in 1984, a management degree fromCalifornia University. During his 1967summer vacation he worked at Al-Ahmadi Refinery. He recalls, “Afterthat, I worked as an engineer in KuwaitOil Company designing the asphalt ex-pansion. After graduating, I joinedShuaiba Refinery in August 1969. Theexperience was beneficial and encour-aged me to work hard to achieve suc-cess and overcome obstacles. At the

beginning of my career in the oil sector,there were a lot of hardships, specifi-cally in Shuaiba Refinery, since it wasnew and had then been operating foronly five years. It was entirely operatedby foreign companies; therefore, manyof the employees were expatriates, whilewe as Kuwaitis were fresh graduates andneeded assistance and training. I re-member my colleagues that started workat the same time that I did, Khaled BuHamra and Mahmoud Al Yahia. As forMr. Abdul Malek Al Gharabally, Mr.Malek Barakat and the late Izzaldin AlRefai were among the those who pro-ceeded us. Initially we worked as shiftoperators for 6 months. Then we movedto work as testers, then as engineers atthe refinery. I continued working at therefinery for a long time before movingto the Iron and Steel project, which wasnever completed due to certain circum-stances. I then started work at PIC inthe Planning Department and then ingeneral management”.

You were Deputy Chairman forPIC. Would you tell us about this ex-perience and its advantages and disad-vantages?

With effort and dedication, anyonecharged with the position can overcomeits challenges, which are mainly of two.The first was to market the Company’sproducts internationally in the light ofthe international monopoly of nitrog-enous fertilizers by Amsul and Nitrix inEurope and Japan at that time, sincePetrochemical Industries Company wasa new name in the international market.However, it succeeded with the effortsof its management, which was then leadby Abdul Baqi Al Nouri. PIC penetratedthe monopoly and sold its urea and am-monia products in Asia and Africa inhuge quantities at competitive prices.Further, the Company established theArab Union of Chemical Fertilizers Pro-ducers, which includes all the Arab pro-ducers. PIC headed the Union for fif-teen years. Moreover, the Company hadan eminent role in the International Fer-tilizers Association (IFA) and presidedover it for a whole term. As for the other

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challenges, they were all related to thelocal business circumstances such asbureaucracy of purchases and contract-ing, as well as labour and labour unionproblems. These challenges were over-come by objectively analyzing the rootof the problem to reach the appropriatesolutions.

What were your most significantachievements as the Deputy Chair-man? What experience did you gainfrom this responsibility?

It is difficult for anyone to evaluatewhat he has achieved and bestowedupon his company. Bestowal is to com-mit to your work jointly with all yourcolleagues whether in production, mar-keting or management. Accordingly, theevaluation and appreciation of my workis the right of my colleagues at the Com-pany and that of those I dealt with inother companies.

As for what I have gained from PIC,this is my technical and administrativeexperience. I learnt from Mr. AbdulBaqi Al Nouri, the Chairman and Man-aging Director, different managementmethods, work systems, the handling ofproblems, negotiating skills in sales andproduction to get an additional percent-age point in sales and correspondinglyto decrease the percentage of productioncosts. I also learnt from all my col-leagues in the oil sector. I consider PICan institution for industrial leaders.

In view of your knowledge and ex-perience, how do you see the positionof Petrochemical Industries Companyat the present? In addition, what do youpredict for its future?

I think the Company is now occu-pying an excellent position among in-ternational companies, which is veryhonourable. I hope it would take a lead-ing position on the international level.This can be achieved through adoptingthe most advanced technologies andgaining new markets. Kuwait Petro-leum Corporation (KPC) was known forits eminent international capabilities

from the 1980s until the beginning ofthe 1990s. It owned a large share inHoechst International Petroleum Com-pany and a large share in the Germanoil company Metal Gazale Schaft inaddition to its possession of Santa Fe,which has the best technologies for theproduction of ethylene and ammoniaand the petroleum desalination pro-cesses. KPC used to sell licenses forthese technologies to consumers throughthese companies. Therefore, I wish forKuwait Petroleum Corporation to ben-efit from international companies thathave advanced industrial technologiesfor the production of oil, gas and petro-chemicals, in order for Kuwait to restoreits internationally renowned position inthis vital sector. Undoubtedly, this ex-pansion would also provide more jobopportunities for Kuwaiti graduates.

What are your unfulfilled career as-pirations?

I had hoped to carry out the currentPIC projects such as the ethylene andaromatics projects. Planning for the eth-ylene project started in 1972 and wascarried out the beginning of 1990s. Thesame applies for the aromatics project,which was started in 1974 with WRGRACE a New York company. Unfor-tunately, the project did not get under-way until the present time.

As for the Company, I had hoped itwould apply advanced technologies anda new production method different fromthe present one. The present productionprocess is bulk production that producessimple products such as fertilizers andethylene, which any company can eas-ily produce. These products are alreadyproduced in Iran, Kingdom of SaudiArabia and Iraq and available in hugequantities on the markets. As a result, itis difficult for a small country such asKuwait to face market competition. Ihad wished to produce very advancedproducts that not every country can pro-duce in order to have Kuwait almost ex-clusively market advanced product.Marketing bulk production is focused ondeveloping countries and some indus-

trial countries, but advanced industrialproducts are focused on developedcountries such as in Europe, the US,Canada and Japan. The advanced pro-duction method requires efficient gradu-ates, engineers and technicians. Theproject needs a small number of non-technical labourers, several labs and re-search centres and a large amount ofcapital. The project requires many yearsof cooperation with international com-panies and in return, it produces smallbut expensive products.

I hope that KPC and PIC will revisetheir plan for middle petrochemicalsproduction and avoid products that arewidely available in international mar-kets.

Every position is faced with diffi-cult circumstances, how did you over-come the pressure?

Petroleum companies are subject toexternal and internal political pressure.The external pressure that we faced wasfrom contractors, purchasers, and sup-pliers, while the internal pressure wasfrom the labour force, which is multi-national and this can sometimes lead tocertain problems. Consequently, the ad-ministration should solve these prob-lems away from any emotional influencein an objective manner. In my opinion,perseverance, setting rules and applyingprovisions can solve any work problem.The solution is to comply with the prin-ciple, apply rules and provisions, and touse scientific methods in the industrialoperations.

Any final comments?

Thank you for this interview, and Iwish you continuing success especiallyas you are following a new and clearmedia policy, which will in the end servethe establishment’s interest. I hope KPCWorld will serve as an open forum thatvoices the opinions of the oil sector staff.

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Whenever the name of Dr. SabriyaAL-Saleh is mentioned amongst herfriends, they also speak of here ambi-tion, diligence and sense of adventure.Equipped with these attributes she hasexcelled both in her studies, and in herprofessional career. She was among thetop ten students when she took her Gen-eral Secondary Certificate, and then shestudied and graduated from the RoyalCollege of Surgeons in Dublin in 1995.In 2000, she obtained a doctorate in oph-

thalmology and ophthalmic surgery.However, before this, in 1997 she be-came a Professor of Medicine at theRoyal College of Surgeons and obtaineda fellowship. Since 1999, she has beenworking as an ophthalmologist and oph-thalmic surgeon at the Kuwait Oil Com-pany Hospital in Ahmadi.

Dr. Sabriya is the first Arab womandoctor to work on a humanitarian mis-sion in the Himalayas treating needy andpoor people at her own expense. KPCWorld met Dr. Sabriya to find out more

By Rawabi AL-Bannai

Dr. Sabriya AL Saleh

The first Arab Woman

to Head for the

Himalayas on a

Humanitarian Mission

Dr. Sabriya Al-Saleh:I very much enjoyedthe simple mountainlife during ten days

spent in the Himalayastreating the sick

about this experience, and her motiva-tion for becoming involved in this mis-sion.

How did the idea of joining thismission come about? Tell us aboutyour journey to the Himalayas?

Curiosity is a characteristic of allhuman beings whatever their age, orgender. I wanted to prove that womencould do arduous and important work.I insisted on making this journey, espe-cially as I aspire to be the best oph-thalmic surgeon in the world, and Godwilling, will achieve this. I heard aboutthe World Health Organisation projectto build a camp for doctors in theHimalayas from my professional col-leagues, and responded immediately tothe idea. A visiting Indian doctor fromthe United States of America told usabout the camp, and provided us withthe information about dates and condi-tions for taking part in it. He also ex-plained to us that the aim of such a campwas to serve the sick and needy, whowere unable to pay the costs of theirtreatment or to go to hospital. I knewthen that the opportunity had arisen forme to prove my abilities, so I joined theteam of volunteer doctors. I was theonly Arab woman doctor among them.

Where was the camp set up? Howwas the journey?

It was in the Indian area of Kulu onthe Himalayan mountain range which isabout 12,000 feet above sea level. It isin the north of India, very close to theborder with Kashmir. I began the jour-ney from New Delhi. We arrived in theHimalayas after a 12 hour car journey.We began our task the next day. Ourworking hours were from seven o’clockin the morning until seven o’clock atnight. We lived there in simple huts, butin spite of that and the bitterly coldweather, I very much enjoyed the simplemountain life, which was far removedfrom normal stress, tension and conflict.My trip lasted ten days. Frankly, thereis no comparison between the life I livedduring those ten days there and the four-KP

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teen years which I spent in Britain. Thedifference is like the difference betweenheaven and earth, as they say. I foundmountain life better and more useful tome in my working life.

What were the most significantachievements of your time in thecamp?

I benefited greatly and in many

ways. I learnt how to deal at close quar-ters with people of different levels andsocial groups. I saw all of them as myequals. I also gained valuable experi-ence in treating difficult illnesses, whichare widespread in parts of Asia.

How many patients did you treatduring this ten-day trip?

I examined 400 patients and did 35surgical operations in that period.

How do you feel after this excitingadventure?

I feel satisfied and happy because Iwas able to achieve something impor-tant for me personally and for my coun-try, by helping people who were in needof medical attention, and because, by thegrace of Almighty God, I was able torestore sight to a blind patient. This issomething which makes me proud of thework I did.

What have you done since?

Six months ago, I travelled to a place

called Chandigar in India to do opera-tions to remove cataracts by ultrasound.These are the most advanced operationsin this field. I was able to carry out thirtyoperations in two weeks, and all of themwere successful, thank God. I can saythat the experience gained in two weeksis equivalent to two years experience inwork and practice. After that, I workedfor a month in one of the hospitals inDublin.

We note that most of your time isallocated to work and travel. Whatis the position of your husband andchildren in your daily life?

I praise Allah for bringing my hus-band, Dr. Shahid Zubair, to my life. Heis a Member of the Royal College ofSurgeons. He is my right hand, if I maysay so, since he has firmly stood by myside, encouraged me with all myendeavours and brought me success withhis constant encouragement. We bothbelieve that success for one of us meanssuccess for the other, which conse-quently is reflected as success for thefamily. Accordingly, he helps me inbearing the responsibility for raising ourchildren. For example, when I travelledwith the family to the UK a while agoand joined one of the hospitals there, Iused to work from morning to the after-noon, so he took the responsibility fortaking care of the children and by tak-ing them on outings until I returned fromwork. Here in Kuwait, I devote all mytime after work to family, and I stay withthem from the moment I leave hospitaluntil midnight. This means I have little

time for social duties and visits to rela-tives. However, my family comes first.When you lead a busy life you have tolearn to manage your time effectively,which I feel I have mastered.

What wish do you have for hospi-tals in Kuwait?

I would like to mention that hospi-tals in Kuwait are fitted with the most

modern equipment needed for the mostdifficult operations. They have the mostup-to- date medicines and medical tech-niques and have no equals in the world.

I consider myself fortunate to beworking in Ahmadi Hospital which isone of the best in the country. When Iwas studying abroad I used to hear aboutAhmadi Hospital and its reputation forhaving sophisticated equipment, out-standing management and brilliant doc-tors.

In the light of my experience, I cansay that our country is full of capabili-ties and equipment that the most ad-vanced countries in the world lack.However, what I wish is for attention tobe given to Kuwaiti doctors and theirabilities. There are skilled Kuwaitis whoought to be given opportunities to im-prove their capabilities, so that they canbe more productive. There is little con-fidence in the competence of Kuwaitidoctors. This is unfortunate and needsto be rectified. Please allow me to ad-dress the officials in charge of the hos-pital, to pay more attention to Kuwaitidoctors and to enhance their abilities andpractical experience.

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In line with its Health, Safety andthe Environment strategy drawn upby Sheikh Ahmed Al Fahad AlAhmed Al Sabah, Minister of Infor-mation and Acting Minister of Oil,Chairman of KPC’s Board of Direc-tors, and as per directives fromSheikh Talal Al Khalid Al Sabah,EAMD Corporate Projects Govern-ment & Parliament Relations andMedia, KPC co-sponsored the an-nual “Beach Clean-Up” campaign.

The two-day event was organizedby Dive Carolina a local divingschool. The first day covered thebeach of Salmiya (a popular beachin Kuwait) with the participation ofmore than 160 school going chil-dren. While more than 92 divers tookpart in cleaning the Kuwaiti islandsKubbar, Um Al Maradim, andQarouh on the second day.

By sponsoring the event, KPCdemonstrated its commitment to en-forcing environmental education andraising the level of awareness. Onthe objective of the campaign, MarkHorn the event manager stressed theimportance of instilling a sense ofresponsibility towards the environ-ment at a very young age. “Latestresearches show that personalitytraits are shaped when we are at avery young age. Therefore, we real-ize that we as adults have a respon-sibility towards building a better fu-ture for our children by educatingthem on the danger of taking ourenvironment for granted. We wantto educate them to respect the envi-ronment and keep it clean.”

He said that the children werevery enthusiastic to participate, “ Wewanted to allow the largest numberof children to participate. However,we had to abide by a certain num-ber. All children were provided withprecautionary measures and in-structed on the types of waste theymight find.”

The second day achieved remark-able results. Participants split into agroup of two divers and anothergroup that remained on the beach tocollect scattered waste. Several Ku-waiti divers participated in the event.KPC World met a few of them and

Towards Pristine Kuwaiti Beaches

Environment

Protection...A KPC

Priority

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By Hanaa Al- Marzouq

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they had this to say:

Saud Al Qamlas- National Bankof Kuwait

“I was very keen to participate toextend a helping hand in preservingour environment. Unfortunately,most people take it for granted as wecan see from the piles of garbage thatwas thrown on the beaches. How-ever, I was pleased when I found thatthe area I was assigned was rela-tively clean. I would like to take thisopportunity to thank KPC for its sup-port and sponsorship of this impor-tant drive.”

Wafaa Al Harbi-Diving Trainer:“I avidly take part in all beach

clean-up campaigns. We mostly findempty cans or fishing nets. In addi-tion to preventive laws, I wish therewere moral deterrent to stop peoplefrom polluting the environment.”

Abdullah Al Roumi- youngestparticipant:

“I was very excited to take partin this campaign which was my first.After coming today I wish to takepart in as many as I can. We all haveto try our best to keep Kuwait clean.”

At the end of the day all volun-teers returned laden with bags ofgarbage which they will hand overto the authorities to analyse. Basedon the results, deterrent laws will beissued to limit the unhealthy phe-nomenon that threatens the safety ofour environment.

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Submit your releases, news items, ideas for articles, attendances at conferences and symposiums, reports on

visiting dignitaries and letters, to the Editor-in-Chiefof KPC World

P.O.Box: 26565 Safat - 13126 Kuwait

Tel.: (965) 2400960 - Fax: (965) 2407872

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