The Kuwaiti Digest is a quarterly magazine published by the

Kuwait Oil Company (K.S.C.) since 1973.

The Kuwaiti Digest invites newspaper, magazine and trade journal editors to reprint or otherwise make use of articles or illustrations appearing in this issue. Material should be credited and a copy mailed to the Kuwait Oil Company.

Editor-in-ChiefSaad Rashed Al-Azmi

Correspondence concerningThe Kuwaiti Digest should be addressed to:Editor-in-Chief, Kuwait Oil Company (K.S.C.)Information TeamP.O. Box 9758Ahmadi 61008, KuwaitTelephone: 965-2398-2747Facsimile: 965-2398-1076E-mail: kocinfo@kockw.comor visit the KOC homepage athttp://www.kockw.com

3KPC & KOC CEOs Conduct Site Visits

Contents

KPC & KOC CEOs Conduct Site VisitsAn Interview with Dr. Mohammad Al-KazimiAn Overview of the Harvard ManageMentor®

3D Seismic Survey for Kuwait Bay LaunchedThe Kuwait Environmental Remediation Program

Subaihiya: Kuwait’s Forgotten GardenThe Operations Process Simulator

Work Flow Technical ServicesManaging Your Superior

Contract Manpower Kuwaitisation Team Organizes Field TripsCoiled Tubing Enabled Fiber with Straddle Packer

KOC Hosts Eye Examination DayNutrition and Mental Health

Travel: Visit ArgentinaHi-Tech

Eid Al-AdhaKOC CEO Upholds Kuwait’s Unity

KOC Firefighters Return Victorious from International Competition

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12 183D Seismic Survey for Kuwait Bay Launched Subaihiya: Kuwait’s Forgotten Garden

By the time this issue of The Kuwaiti Digest has reached your hands, the weather in Kuwait will have begun to turn. This, I am sure, will come as a relief to many, especially since scientists from the National Oceanic and Atmospheric Administration have said that 2015 is set to become the hottest year on record. However, despite the record-breaking heat over the summer months, I am proud to say that KOC employees and engineers remained steadfast in their commitment to upholding their duties. From IT Specialists to Drilling Engineers in the field, I would like to extend my thanks and appreciation to every employee at KOC who makes the work we do possible.

Before I provide an overview of this issue, I would like to first commend the courage and wisdom of the State of Kuwait’s leadership under H.H. the Amir, Sheikh Sabah Al-Ahmad Al-Jaber Al-Sabah. As you know, Kuwait suffered a national tragedy this summer when a senseless act of violence claimed the lives of innocent individuals during Friday prayers. However, by the grace of Almighty Allah (SWT) and through the efforts of Kuwait’s senior officials, the unity of our country was not shaken. Instead, Kuwait has emerged stronger, more resilient, and more determined to reject violence and embrace peace and security.

As we shift our focus to KOC operations and the Company’s 2030 Strategy, it is my pleasure to say that we have made good progress in regard to meeting production goals and completing major projects. Our lead story provides a brief overview of a recent visit by KPC CEO Nizar Al-Adsani and

KOC CEO Hashem Hashem to facilities in the field and the soon-to-be-completed Small Boats Harbor project.

This issue also features a story about the Operations Process Simulator, a new project for GC-28 that utilizes the latest technology to create an immersive environment that is extremely beneficial for training purposes for KOC employees. Readers will also be interested to learn about the launch of a new 3D seismic survey for Kuwait Bay, which is an important component of the 2030 Strategy that will help to increase Kuwait’s offshore reserves.

As always, this edition of The Kuwaiti Digest also includes a number of technical write-ups and submissions. I encourage our readers to spend some time with these articles, as they provide a detailed picture of the important work that is being done here at KOC.

While we strive to turn the goals of our 2030 Strategy into reality, there is no reason for us to ignore the importance of remaining committed to the protection of the health and safety of KOC employees and contractors. At the same time, our environmental conservation and remediation efforts remain a priority, as is evidenced by two very informative articles in this issue.

In closing, I would like to say that our promise of exploring for and producing oil in the State of Kuwait remains strong, and that we are more committed than ever to our goal of delivering energy to the world in a more sustainable and environmentally-friendly manner.

Letter fromthe Editor

Saad Rashed Al-AzmiDeputy CEO

(Administration & Finance)

KPC & KOC CEOsConduct Site Visits

KPC CEO Nizar Al-Adsani and KOC CEO Hashem Sayed Hashem recently conducted Site Verification Visits to Company locations in Magwa. The KPC CEO and KOC CEO also visited the Small Boats Harbor at the North Pier in Abu Halifa.

The two were accompanied by KPC DMD Planning Wafa Al-Zaabi and KOC DCEO (WK) Hasan Bunain. A number of Managers and Team Leaders from KPC and KOC were also in attendance.

The visits by the KPC and KOC CEOs were part of a measure to enhance the safety and security of employees at various work sites in Kuwait’s oil and gas industry. In part, the visits ensured that HSE measures were being complied with at all levels of work. This, officials maintained, is one of KPC and KOC’s main priorities.

In addition to ensuring compliance with safety measures, the visits also served to show support for employees and contractors working at various worksites. Discussions were also had that addressed measures that can be taken to reduce incidents that may occur while working.

About Site Verification Visits

A review and analysis of previous incidents that have occurred at KOC indicate that a number of the incidents were the result of unsafe acts and

conditions at KOC project sites. In summary, these incidents can be grouped into the following categories:

People: This category includes human error, risk perception, training, competency and site supervision.

Plant: This category includes equipment integrity and effective and reliable operations/maintenance plans.

Process: This category includes compliance with KOC procedures and ensures that everyone involved understands and follows procedures.

The Site Verification Visit (SVV), as the name suggests, is an HSE tool that is used to conduct an inspection or verification of HSE compliance at any project or facility worksite. The very basics of SVV evolved from corporate responsibility tenets that ensure the following:

1. A safe and healthy environment for a company’s work force.

2. Management visibility at work sites and dialogue with contractors.

The aforementioned principles are upheld by involving the management’s commitment through

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unsafe acts and conditions leads to phenomenal results. These results, in turn, help create a better safety culture at work sites where workers are engaged. The visiting sites include both Green and Brown fields.

Objectives

The main objective of SVV is to enhance HSE culture while upholding a commitment to the demonstration of leadership at worksites. In addition, SVV serves to accomplish the following objectives:

• To achieve a higher degree of HSE performance by KOC employees and contractors through direct communication and interaction with the workforce.

• To create awareness among the workforce about the importance of safe work practices, compliance with KOC standards and procedures, and improving the Company’s HSE culture.

The processes above begin with a pre-arranged matrix and a monthly visit schedule that is created by HSE (CSD). According to the matrix, all CSD CAEs are assigned with quarterly and yearly targets to achieve. Similarly, all CSD NCAEs are assigned with quarterly and yearly targets. The site visits are conducted as a surprise visit without prior alert to ensure all work and site conditions represent the real conditions that exist at the site.

Benefits

The benefits associated with SVV include the following:

• Enhanced management visibility at work sites.

the direction of all staff (Circular Appointed Employees or CAEs) as well Non-Circular Appointed Employees (NCAEs) to conduct a practical target number of site visits to ensure HSE compliance at all project worksites.

The particular Construction/Process/Operational/Drilling site may or may not be under the responsibility of the CAE making the SVV. The possibility also exists that it may not even be under his Team, Group, or Directorate. However, for Non-Circular Appointed Employee Site Verification Visits, the visit is normally carried out as a supervisory outlook by Non–Circular Appointed Employees within the Team or Group controlling the worksite. The rationale for the versatile nature of SVV finds inspiration in the motto that states: “More sets of eyes observe better than one set.” In addition, perception differs from one person to another. For example, a civil engineer focuses more on civil construction activities whereas a process engineer will look more closely into process or operational activities. Meanwhile, a drilling engineer concentrates on the rig or drilling activities. In short, walking the talk through the application of more involvement, commitment, diversity and correcting

• Safe work practices implemented at worksite.

• Prevention of incidents (improvement of lagging indicators).

• Improved work environment (eliminate/minimize unsafe conditions).

• Improved health aspects of employees (workforce awareness on acute/chronic health effects).

• Sharing of best practices (from KOC and Contractors).

• Sharing of lessons learnt (to prevent future recurrences at all work sites).

• An effective and documented follow-up to close out the findings and recommendations (effective action tracking system).

• To set a benchmark for future HSE targets based on past statistics (an effective Leading Indicator).

About the Small Boats Harbor Project

The Small Boats Harbor Project is one of the major projects that falls under KOC’s Marine Facilities Upgrading Project. It includes, among other things, the development and expansion of the existing Mina Al-Ahmadi Port and the building of a new port at the site with onshore and offshore facilities such as breakwaters and other necessary works.

The new facilities will also include a simulation building for the purpose of training and enhancing the skills of marine personnel. A Port Traffic Control building is also being constructed.

AN INTERVIEW WITHDR. MOHAMMAD AL-KAZIMI

Dr. Mohammad Al-Kazimi, Senior Engineer Equipment Support and Reliability, was recently welcomed back to work at the Company after earning his Ph.D. in Petroleum Engineering from the Missouri University of Science & Technology in Rolla, Missouri. This milestone in his higher education and professional career was made possible through KOC’s Professional Development Program, which has the goal of enhancing the performance of employees as they strive toward success in their careers.

In order to learn more about his experiences in the United States and discover how he plans to use his newly acquired knowledge at KOC, The Kuwaiti Digest interviewed Dr. Al-Kazimi, a dedicated employee who has wasted no time in getting back to work at the Company since his return to Kuwait.

In 2009, KOC sent Al-Kazimi to the Missouri University of Science & Technology as part of the Company’s Professional Development Program. He recently returned with a Ph.D. in Petroleum Engineering, ready to apply his skills at the Company.

What made you decide to pursue a doctorate in Petroleum Engineering?

KOC recently a developed a vision that aimed to enhance the performance of its employees by offering opportunities to pursue their education. This vison was translated, on behalf of the Company, into scholarships that would provide employees with the opportunity to earn bachelor’s degrees or enroll in Ph.D. programs in various disciplines. I was blessed to be among the first batch of employees to turn the Company’s vison into reality.

What was it like when you first arrived to Missouri? Did it take time for you to adjust to your new life?

Rolla, Missouri is a very small college town. It’s in the middle of everywhere (that’s how we described it). Going back to

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America was not difficult for me because I was familiar with the pace of life there. I graduated from Toledo, Ohio in the late 1990s with both my bachelor’s and master’s degrees prior to joining KOC.

Did your family find it difficult to adjust to life in the United States?

It was not difficult at all. In fact, it only took a few months for my kids to adjust to the new culture and lifestyle; however, people in Rolla, Missouri are very friendly and they welcomed us as part of their community. People there are woven together through the spirit of diversity and inclusion, which I think offers a good portrait of such a wonderful town.

Your wife also received a doctorate while in the United States, and both of you obtained top honors in the Student Safety Innovation Challenge. Can you tell us about that?

That is an interesting story, and I’m so proud of her achievement in earning her Ph.D. in Engineering Management. My wife, Dr. Hanan Altabbakh, and I participated in the international competition of Safety Engineering and Risk Analysis Division (SERAD), a highly recognized division of the American Society of Mechanical Engineers (ASME). She won

first place internationally for her paper titled: Towards Quantifying the Safety Cognition in the Undergraduate. The paper examines safety training exposure and knowledge within young engineers and potential causes that prevent them from making appropriate decisions from a safety perspective.

On the other hand, my paper, Environmental and Infrastructure Risk Matrices of Underwater Explosion as Oil Spill Risk Mitigation Technique, won the 2nd place prize internationally. This, which is something we could not have predicted, also came as a surprise: We were the first and only couple in the competition’s history to ever win first and second place, respectively. We were both honored and recognized in Houston, Texas during the ASME’s International Conference.

Working toward a doctorate by yourself is difficult. Working toward a doctorate while raising a family is even more difficult. How did you manage your work/life balance?

Balancing between family and school was one of the most challenging tasks during the journey of pursuing my degree. As a graduate student, you are taking an extra step in academia when you contribute to the body of knowledge in your field. You need to attend advanced

classes with more sophisticated assignments, presentations, and exams that both require focus and time.

In addition, as a graduate student, it is essential to attend seminars, conferences, and regular meetings with your colleagues as well as your advisor. Not to mention research, which demands full attention, time and creativity. Therefore, with all that, you must have time and energy to nurture your kids and follow up with their schoolwork, after school activities, leisure time, and their basic needs.

The saying goes: “It takes two to tango!” This is very true in my case, because this balance could not have been done without my wife’s support. We accomplished such a balance by setting up daily schedules and prioritizing activities. It is a cycle where you evaluate and adjust your plan as you progress.

Can you tell us a bit about your studies?

Surely! The complexity of the processes and the nature of volatile petroleum products has made it necessary for the petroleum industry to utilize different tools and techniques to identify, evaluate, and mitigate potential risks that can negatively impact their process operations. The currently

A view of the Missouri University of Science & Technology campus.

applied types of qualitative risk assessment tools fall short in recognizing and classifying potential risks in the petroleum industry to show that risks are minimized to what the industry defines as low as reasonably practicable.

The aim of my study is to present new accident causation, risk ranking and assessment, and mitigation strategy selection methods, respectively. These methods provide decision makers and apprentice engineers with an assorted perception of possible risks, thus resulting in the exploration of the industry’s different recommended mitigation strategies to minimize the likelihood of potential failures and the consequences that accompany them.

What was the most challenging aspect of the Ph.D. program?

There were a few challenges throughout the course of my Ph.D. program. The biggest challenge was data collection. In fact, we have a few bottlenecks at our facilities, and this is natural in any process industry. They can actually serve as excellent case studies because of the overwhelming amount of information. Yet, confidentiality is the norm and it is very difficult to share this information for the sake of research.

You served as chair for a number of Councils and Committees at the Missouri University of Science & Technology. Can you tell us about that experience?

I was blessed to earn the votes of the graduate student body at Missouri University of Science & Technology when I ran for president of the Council of Graduate Students (CGS). Such a position comes with a lot of

challenges and responsibilities. CGS has the aim of developing the overlooked soft skills, and assuring that the utmost degree of collaboration between various academic and administrative departments exists. This was achieved by moving students from their comfort zone and delegating students to participate in committees as they convey the students’ voice in these meetings.

Later, I took on a larger challenge to be the first Kuwaiti student to be elected as a Board Member and Chair of the International Students Concerns Committee (ISCC) in the National Association of Graduate and Professional Students (NAGPS). It was an interesting challenge, as I had to work with different graduate students from different cultures, time zones, and manage their tasks and deliverables to achieve the organization’s goals.

These two positions enhanced my leadership, communications, conflict resolutions, and problem solving skills and I was able to evaluate my credentials and learn as I grew in each positon.

How will the knowledge you obtained work toward making KOC a better Company, and what are your plans for the future?

My focus is in Investigating New Accident Causation, Risk Assessment, and Mitigation Strategy Selection Tools. Having a safe workplace and enhancing the safety culture of our staff is one of the pillars of KOC’s business strategy, and it is also something that I am very interested in. A strong safety culture at KOC will boost our colleagues’ morale and earn the trust of our customers as well.

As a future plan, I would like to expand my research with the collaboration of other K-Companies in order to spread safety knowledge and build a safety culture at an early stage. I believe that this will be especially beneficial for younger generations because it provides us with an opportunity to embed a safety culture in their lives. This, in turn, will assure that safety becomes a part of their lifestyles.

About the Missouri University of Science & Technology:

The Missouri University of Science & Technology was founded in 1870 as the Missouri School of Mines and Metallurgy (MSM). Early in its history, the School of Mines was focused primarily on mining and metallurgy. The Missouri University of Science & Technology focuses on many science, technology, engineering and math degrees, including specialty engineering, computing and technology, and management systems.

The school has a particularly wide variety of engineering majors for undergraduates to choose from, including aerospace engineering, mining engineering, petroleum engineering and engineering management. The university also offers many engineering graduate degree programs. However, undergraduate students can also opt to study humanities or several liberal arts disciplines, such as philosophy and history.

The Missouri University of Science & Technology was ranked as the third top engineering school in the U.S. in 2014.

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Introduction

The need for continuous improvement and innovation in business practices has become a mantra in most successful organizations. It also resonates and reverberates through the different sections of Kuwait Oil Company.

The institutional learning, which is an important component of KOC’s business processes, has seen the assimilation of several innovative activities in the recent past. This process is continuing with the introduction of a new learning product and service from Harvard Business

Publishing, an institution whose credibility among business leaders, students and academia is beyond reproach.

Harvard Business Publishing, a subsidiary of Harvard Business School, recently launched a new product and service that caters to the growing need for on-demand learning. The program is known as Harvard ManageMentor®. It offers KOC and other successful organizations the opportunity to learn from the leadership and management development experts who shape and influence business thinking globally.

In response to the need for innovative business practices and the vision of KOC’s executive leadership, the Training and Career Development (T&CD) Group recently introduced the tailor-made version of Harvard ManageMentor® at KOC.

The Harvard ManageMentor®

The Harvard ManageMentor®

is a premier, on-demand web-based learning and performance support resource for leadership and management skills development. Fueled by the latest methodologies in thinking and proven practices

An Overview of theHarvard ManageMentor®

SUBMITTED BY THE TRAINING AND CAREER DEVELOPMENT GROUP

from Harvard Business Publishing’s world-class experts, this resource delivers actionable learning for modern day leaders. It will allow KOC to develop critical business knowledge, leadership and management competencies with a solution that is both flexible and scalable.

The learning process takes place through the effective use of solid applied theory, applied through case studies, supplemented by brief video clips, learner self-reflection and on-the-job application activities and tools.

The process also provides performance support resources consisting of ready-made templates, formats and other tools for on-the-job transfer of gained knowledge.

Potential learners are asked to select from 40 different modules that they believe can help enhance their leadership and managerial competencies. By accessing the learning content, video clips and case studies, they can master the contents at a time and place that best suits their individual work and personal circumstances. After completing a module, learners are expected to do a job transfer activity. If they are successful in the assessment, they can print the completion certificate of the particular module.

Should they wish to learn more about the content of each module, they can access scholarly articles or even communicate with the particular subject matter expert. This is a unique feature of the program and sets it apart from similar learning programs.

In addition, an online, real-time administrative desk provides a learner and learning process

management facility to allow for the effective and efficient management of the process.

Implementation at KOC

In anticipation of the impact this learning solution will have on the learning culture, KOC established a Steering Committee in the T&CD Group to implement the program.

Subsequently, the Training Competency Team selected a small number of employees from their high potential group of employees to study selected modules and provide their feedback on the learning experience to the Steering Committee. Their feedback formed the foundation of the launch campaign to implement the learning process at KOC.

Although the modules cater to a wide range of management and leadership competencies for different target groups, a few mandatory modules were identified. Each target group is expected to complete a predefined number of these core modules per quarter. After completing the core modules successfully, they can choose

to enroll in any of the non-core modules should they have a need to do so.

An extensive and elaborate media campaign also supported the introduction of this learning solution.

KOC is also considering a variety of limited interventions to keep the motivation for the use of Harvard ManageMentor®

alive.

Significance for the Company

Bashar Al-Khashti, Training Competency Team Leader, recently shared his views about e-Learning and the impact alternative methods of education and training can have for the Company.

“Training and learning experiences can be acquired in different forms. Of course, the most conventional form is to take people into a classroom and teach them there. However, today there are a great number of learning tools that are being utilized around the world that make use of e-Learning methods, and in fact, these alternative methods are

Bashar Al-Khashti, Training Competency Team Leader

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consistently demonstrating that distance learning is just as effective – and in some cases more effective – than learning in a classroom. For example, our experience with the Harvard ManageMentor® has provided us with the possibility to actually track and measure the progress that employees are making in their training, which is quite a valuable tool for us,” Al-Khashti said.

While Al-Khashti upheld the significance of the value that the Harvard ManageMentor® can provide in terms of knowledge sharing, he touched on a more important insight. “What we have experienced with the Harvard ManageMentor® is a solid service that provides top notch value. Nobody can reach the status of an institution like Harvard without backing up their brand with high quality service, and we are proud of this association. However, we need to remain strong in our effort to spread learning as a culture at KOC. People should be naturally inclined to seek new knowledge. My objective is to have people go through the proposed development plan that we have in our minds. We have a training plan for employees, and if we succeed in attracting people’s passions to go after these programs, we will know that it has been a major success. We want to spread this culture throughout KOC, and e-Learning opens a door filled with new opportunities.”

The Training Competency Team Leader went on to say that e-Learning, in addition to providing new and effective ways of acquiring knowledge and building skills, has the added benefit of being cost effective. For example, coordinating with bringing international lecturers or specialists to Kuwait for training sessions or courses can be a time consuming and expensive process. The lecturer or specialist may not be able to make the time to travel to Kuwait, making the whole ordeal impossible. However, with the rise of e-Learning and the ease of use modern technology creates, online lectures and training courses are becoming more and more common. International lecturers and specialists are much more inclined to take an hour or two out of their schedules to conduct an online, interactive presentation than travel halfway across the world. “When people get the feel of e-Learning, they’ll say, ‘Let us try that,’ and that’s where we can leverage on the available expertise available to us,” Al-Khashti said.

In his closing remarks, Al-Khashti maintained that he was proud of the association KOC has developed with an institution such as Harvard, and that he was also proud of the way KOC was able to mobilize its effort to provide state-of-art training opportunities for employees. In addition, he maintained that these

efforts could not have been realized without the support and encouragement of the Company’s senior leadership. The Company, he said, can be proud of translating the senior management’s vision and turning it into reality.

User Experiences and Feedback

The feedback from employees who were selected by the Training Competency Team to utilize the Harvard ManageMentor® has been overwhelmingly positive. On the whole, users reported that the high quality content of the program, which includes regularly updated topics, videos, tools and on-the-job activities, was very effective in the process of motivating them to learn and develop their leadership and management skills.

The following is an excerpt from the testimonial of Amer Jaragh, TPL Specialist from the Inspection & Corrosion (N&WK) Team:

“When I was introduced to Harvard ManageMentor® by our Training Competency team, I was thrilled to take part in an e-Learning experience from one of the most prestigious universities in the world. Using the program was like having the world’s leading managers and experts right behind you, coaching, assisting, suggesting and offering their ideas to you in a setting where you

could fine tune your message for upcoming presentations with greater confidence or set your goals to higher technical matters.

During the selection process, I chose the “Difficult Interactions” module because I felt that I needed to enhance my management skills in order to better handle the challenges associated with interacting with co-workers, subordinates, and superiors. The module was divided into six lessons that, depending on your understanding of the material, take about 20 minutes each. This is followed by an assessment that takes about 15 minutes that ensures you have understood the lessons. Then, the last step is to create your “On the Job Plan.” The module included downloadable tools such as spreadsheets and templates that you can utilize on your day-to-day job. It also includes an online forum for suggestions and feedback and high quality audio and video with business leaders who share their experiences.

The beauty of the e-Learning method is that it is accessible anywhere, anytime and at your demand. You can utilize it on your work computer, personal

laptop, tablet and even your smartphones. E-Learning provided me with great flexibility, as I completed the lessons during my breaks, before meetings, after meetings, and during the weekends, which is not possible with conventional classroom learning.

We face management challenges every day. Quick answers and effective advice can help us become the leaders we want to be by enriching our managerial skills in terms of decision-making, career management, goal setting and innovation and creativity.

I highly recommend immersing yourself in an intensive experience that will sharpen your approach to management and leadership, as it definitely has a positive impact on your daily work and serves the best interests of your career trajectory and the Company’s interests.”

Nouf Abdullatif Al-Azemi, Senior Biomedical Engineer from the Ahmadi Hospital Medical Group, also shared her experiences with the program. Nouf is a Boston University graduate with a double major in Biomedical Engineering and Biology and a minor in statistics. In her experience with the program, Nouf utilized a number of the available modules. The testimony that follows provides an overview of the “Persuading Others” module:

“The Harvard ManageMentor®

provides a totally different experience to conventional learning in the classroom. The program is tailored to your requirements based on your capability, schedule and availability. In other words, the beauty of this program is

the fact that you can access it at any time and from any device. You can pause the learning experience at any time and return to the same exact place that you were before. On the other hand, conventional classrooms are more detailed and feature live discussions, but they also require more time. Therefore, these two approaches are completely different, and I believe that one cannot replace the other. To summarize, I believe that conventional classrooms are a necessity for gaining detailed knowledge of any subject, but this computerized experience is an excellent way to grasp the general knowledge of any subject in a very short time.”

In regard to the usefulness and applicability of the program, Nouf noted the following:

“The experience was very useful for me, even with my busy schedule at work. I have noticed that it improved the way I usually conduct my regular routine at work, and I have noticed great progress with my negotiations skills after using this module. It also affected and improved my relationship with my colleagues and superiors.

I highly recommend this program for anyone who wants to improve his or her career and sharpens their skills and communication abilities. It provides a unique opportunity to gain the experience of subjects that are tailored to your work conditions and lifestyle. Needless to say, this program from Harvard has exceeded what I expected by providing excellent and up-to-date methodologies that demonstrate the latest tools for better learning experiences and better management at your workplace.”

Nouf Al-Azemi, Senior Biomedical Engineer

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3D Seismic Surveyfor Kuwait Bay Launched

A number of DCEOs and other officials from the Company recently celebrated the launch of KOC’s 3D Seismic Survey for Kuwait Bay. An event commemorating the launch of the survey was held at the camp in Jahra belonging to the Company’s partner in the project, BGP Inc., China National Petroleum Corporation.

DCEO Exploration and Gas Menahi Al-Enezi, DCEO South & East Kuwait Abdulla Al-Sumaiti, DCEO Planning & Commercial Jamal Jaafar and DCEO West Kuwait Hasan Bunain, in addition to BGP

official Jo Liang attended the ceremony that marks the launch of a project that will help provide a detailed survey of the Kuwait Bay.

In a speech he made on the occasion, Al-Enezi underlined the importance of the project for the Company’s 2030 Strategy and praised the vital role of the Exploration Group in working toward the prospect of increasing offshore reserves. In his statement, Al-Enezi also praised the role and capabilities of BGP and its ability to complete a project that covers an area from the north of the

Burgan Field in South Kuwait to the Bahra Field in the North.

Meanwhile, Exploration Group Manager Ahmad Al-Eidan maintained that the survey would provide detailed information on the fields in Kuwait Bay that fall within the project’s area of focus. Plans for the survey indicate that an area of about 2,600 square kilometers will be covered.

In a brief presentation delivered by BGP during the ceremony, various stages of the survey were highlighted. The survey is expected to be completed by June, 2017.

About 3D Seismic Surveys

Seismic surveys have become the primary tool utilized by oil and gas companies for exploration, with applicability for both onshore and offshore surveys. The evidence indicates that companies that use 3D seismic surveys have managed to lower finding costs. In addition, the surveys allow for the exploration of reserves not locatable by other means. This has revolutionized the way the oil and gas industry does business in the recent past.

Seismic surveys are conducted by creating seismic waves with an energy source on the surface of the ground along a predetermined line. The seismic wave travels into the earth, is reflected by subsurface formations, and returns to the surface where it is recorded by receivers called geophones. The seismic waves are created either by small explosive charges set off in shallow holes or by large vehicles equipped with heavy plates, which are known in the industry as “vibroseis trucks.” These types of trucks have been utilized extensively by KOC throughout many locations in Kuwait. By analyzing the time it takes for the seismic waves to reflect off of subsurface formations and return to the surface, a geophysicist can map subsurface formations and anomalies and predict where oil or gas may be trapped in sufficient quantities for exploration activities.

Seismic surveys can be conducted in almost any environment – in the ocean, in swamps, and in urban areas. 3D surveys are acquired by laying out energy source points and receiver points in a grid over the area to be surveyed. The receiver points – to record the

reflected vibrations from the source points – are laid down in parallel lines (receiver lines), and the source points are laid out in parallel lines that are approximately perpendicular to the receiver lines. The spacing of the source and receiver points is determined by the design and objectives of the survey. They may be several hundred feet apart, or as close as 200 feet.

3D surveys must be conducted over a large area in order to provide sufficient data for accurate interpretation of the subsurface geology. The surveys commonly cover 50 to 100 square miles or more. 3D surveys conducted at different times and covering different but adjacent areas can later be combined into a single data set for processing and analysis, provided there is sufficient overlap of the areas covered by the two surveys.

Data Processing

The data recorded from a seismic survey is originally in its “raw” or “unprocessed” form. Before it can be used, it must go through a series of

computerized processes. These processes – filtering, stacking, migrating and other computer analysis, make the data useable and require powerful computers and sophisticated computer programs. As computers have become more powerful and processing techniques more sophisticated, it has become common to re-process seismic data acquired in earlier years, creating new opportunities for exploration that could not originally be derived from the 3D data. Processing of data can be very expensive and time-consuming, depending on the size of the area surveyed and the amount of data acquired.

Data Interpretation

Finally, the resulting processed data must be interpreted by the geophysicist or geologist. All seismic data is subject to interpretation, and no two experts will interpret data identically. Geology is still a subjective science. Although dry holes have been greatly reduced by 3D seismic technology, they have not been eliminated. The proper interpretation of 3D data is a critical step in the process.

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THE KUWAIT ENVIRONMENTAL REMEDIATION PROGRAM

AN INTERVIEW WITH DR. SAMIRA OMAR,FORMER PROGRAM DIRECTOR (KERP)

To learn more about the Kuwait Environmental Remediation Program (KERP), The Kuwaiti Digest recently met with Dr. Samira Omar, Principal Research Scientist at the Kuwait Institute of Scientific Research (KISR). Dr. Omar, who has been employed by KISR since 1973, is a leader in the field of Research Science. The body of work she has completed and contributed to for the benefit of Kuwait’s environment over the years is vast to say the least, and she has worked tirelessly throughout her career to bring matters of environmental concerns to the forefront of Kuwait’s consciousness.

In addition to her championing the cause of environmental protection and preservation, Dr. Omar has worked diligently to advance the role of women in the field of natural sciences, as she currently holds the position of Vice President of the Organization for Women in Science for the Developing World (OWSD) Arab Region. Dr. Omar holds a Ph.D. in Wild Land Resource Sciences and

an M.S. in Range Management from the University of California, Berkeley. Her B.Sc. is in Botany and Chemistry from the University of Kuwait. She is the author of 27 books, 32 academic papers, and is a regular contributor and presenter to international conferences, symposia and workshops.

A Brief Introduction to KERP

In our conversation with Dr. Omar at KISR’s headquarters in Shuwaikh, The Kuwaiti Digest learned about the history behind KERP and the work that KISR has been doing to help remediate and protect Kuwait’s natural environment. Following the aftermath of Iraq’s devastating invasion in 1990/91, most of Kuwait’s natural resources were severely damaged. Much of Kuwait’s soil and water was contaminated by crude oil after retreating forces set fire to more than 700 oil wells throughout Kuwait. The oil lakes that this created has had a negative and lasting

impact on Kuwait’s subterranean water resources. Terrestrial resources, such as native plants and the animals that relied on them for food and shelter, were also severely affected by the movement of heavy military equipment over fragile desert areas that are sensitive to soil displacement.

The work that needed to be done to help the country recover from this environmental catastrophe was extensive, and today, almost 25 years after the fact, even more work needs to be done for Kuwait to fully recover from the act of devastation inflicted on the environment.

In the years following the liberation of Kuwait, a number of activities were conducted to assess the extent and magnitude of damage inflicted on Kuwait’s environment. From 2001 to 2007, KISR supervised the Monitoring & Assessment Program (M&A) conducted by the Public Authority for Assessment of Compensation Resulting from Iraqi Aggression (PAAC). The program was designed to provide a clear understanding of Kuwait’s present environmental situation and the extent of damage that was inflicted on the country’s natural resources. The study resulted in awarding The State of Kuwait with six environmental claims to remediate and restore environmental damages by the United Nations Compensation Commission (UNCC). To help restore the environment, the UNCC issued guidelines to describe a follow-up program that would monitor technical and financial progress of the planning and implementation of environmental remediation projects to ensure compliance with UNCC decisions, rules and procedures. It would also establish a local Focal Point for the management and oversight of the Kuwait Environmental Remediation Program (KERP).

In 2011, KISR and the Kuwait National Focal Point (KNFP) signed an agreement called “Management Support and Technical Supervision of the Kuwait Environmental Remediation Program (KERP).” According to Dr. Omar, the primary role of KNFP is to act as a liaison between Kuwait and UNCC. KNFP also reports to the Minister of Oil and follows up with stakeholders on technical and financial implementation of the remediation and restoration projects. The main objectives of the project agreed upon between KISR and KNFP included the following:

• Guiding KNFP in the implementation of KERP and preparing clear project plans, particularly the phasing plans of the two major claims, 1) Damage to Terrestrial Resources and 2) Remediation of areas damaged by oil lakes, oil contaminated piles, oil trenches and oil spills.

• Providing additional guidance to non-phased projects (Remediation of Damages to Groundwater, Remediation of Damage to Marine Resources, Remediation of Marine and Coastal Resources, Open Burning/Open Detonation Sites.

• To provide oversight in regard to the execution of the KERP projects in accordance with UNCC Decisions 258, 268 and 269, in addition to designing and implementing a long-term environmental monitoring program to ensure the restoration of an ecologically functioning ecosystem.

The implementation of KERP is carried out by several stakeholders, which include Kuwait Oil Company (KOC), Public Authority for Agriculture and Fish Resources (PAAFR) and the Ministry of Electricity and Water (MEW) in collaboration with

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Kuwait Environment Public Authority (EPA) and the Ministry of Defense (MOD).

According to Dr. Omar, the largest of KERP’s project falls under the domain of KOC and relates to the remediation of the oil lakes, tarcrete and other sources of contamination. KISR arranged project and phasing plans with KOC/PMC and granted their approval by the UNCC. KOC is currently responsible for the implementation of those plans. So far, KISR has accomplished the task of preparing the remediation plans for KOC.

KERP Challenges

An effective and thorough cleanup of a contaminated environment naturally presents a host of very difficult challenges, and Dr. Omar has maintained that one of the most challenging aspects of the remediation program involves cleaning up the oil lakes and heavily contaminated soil.

“The UN decided that landfills would be the solution for remediation of contaminated soil,” Dr. Omar said. “However, Kuwait is a small country, and the government had reservations regarding the landfilling approach and recommended alternative remediation technologies. In the North there is some 8.4 million cubic meters of contaminated soil that threaten the only strategic drinking water resource in the country, and much of the highly contaminated soil cannot be remediated in its present location. Therefore, highly contaminated soil is removed to the engineered landfill while residual oil contamination in the soil is remediated after excavation through means of bio-remediation.”

The UNCC has maintained that soil below a figure of 5,000 mg/kg residual Total Petroleum Hydrocarbons (TPH) is an acceptable remediation target. And while Dr. Omar concedes that there is no way for contaminated areas to absolutely return to their pristine state, she maintains that it is possible for the soil to at least recover to a much better state than it has been after the invasion. In addition, an element of the project for the rehabilitation of areas damaged by oil contamination involves the re-vegetation of plants that are native to the area. By promoting the restoration of Kuwait’s degraded lands in the desert, the country’s natural habitat will, in time, begin to recover naturally. In this regard, KOC has completed the construction of a landfill in the North, and it is currently in the process of transporting contaminated materials for proper disposal.

One of the most pressing concerns KERP faces is the issue of Unexploded Ordinances (UXOs) that have been remaining from the invasion. The UXOs include mines, ammunition and other explosive materials that present a very serious danger to those involved in the remediation process. Many of these materials are extremely difficult to locate, as their presence in areas, such as oil lakes, is very difficult to ascertain and identify. However, Dr. Omar believes that through the use of new technologies, KOC will become better equipped to safely transport contaminated soil by first finding and properly disposing of these unexploded ordinances.

Dr. Omar’s Work with KOC

In her effort to help Kuwait recover from the environmental damage that was inflicted on the country, Dr. Omar has worked closely with KOC on a variety of issues. In addition to her work on KERP, Dr. Omar is also working on a book about Kuwait’s natural history for the Company.

“I was lucky to be chosen to write a book about Kuwait’s natural history for KOC. In my talks with the Company, I also proposed including information about the work KOC is doing to restore the environment. I believe it is important for the world to see what KOC is doing in terms of remediating the soil. Everyone in the world wants to know what happened to Kuwait after this environmental disaster, and most people are unaware of the progress that has been made some 25 years after it occurred,” Dr. Omar said.

KOC agreed to publish the book, which carries a particular emphasis on the role the Company places in protected areas. “KOC hasn’t just remediated the contamination,” Dr. Omar said. “They have put a considerable amount of thought into preserving the flora and wildlife of Kuwait through protected areas, whether this is through the Abdaliya Nature Preserve in the North or the Subaihiya Oasis in the South. I am sure the Company’s senior leadership cares about the environment, and I encourage KOC to seek out the guidance of experts and technical scientists who can better help their conservation efforts. These efforts, of course, require monitoring systems and careful management in order to produce the results we would like to see for the conservation of our country’s environment.”

“I encourage KOC to become a body that is responsible for the longtime conservation and preservation of Kuwait’s natural resources. KOC is responsible for the energy sector, which uses

protection of Boubyan Island through the Mubarak Al-Kabeer Nature Reserve. Her work with KERP also established five protected areas that cover some 1,680 sq. km. of land. As the Principal Research Scientist at KISR, Dr. Omar works with various organizations in Kuwait to rehabilitate and protect natural areas in Kuwait, which includes a long list of other locations throughout the country.

Before our interview was concluded, Dr. Omar summarized the motivation behind her selfless struggle to protect and give voice to matters that deserve our careful consideration:

“My efforts in this cause are dedicated to Kuwait, for the environment, for women, and for the generations to come. It is my passion to work in science and to make it possible to conserve as many species as possible in my lifetime. That is my mission in life.”

As a champion of the environment and spokesperson for women in science everywhere, Dr. Omar has done a great deal to create awareness and advance the noble cause of environmental stewardship. She is recognized internationally as a leader in her field, and she holds a number of significant positions in various environmental organizations. These include the positions of IUCN Regional Councilor for West Asia, Elected Member of the Board of Directors for the Society for Ecological Restoration (SER) - Asia, Vice President of the Organization for Women in Science for the Developing World (OWSD) – Arab region. She is also a TWAS Fellow (the World Academy of Science for the Advancement of Science in the Developing World (TWAS) and recently was invited as member of the Board of Directors of The International Center for Agricultural Research in the Dry Areas (ICARDA).

oil, and it can expand its scope and establish long-term strategies to preserve this resource while also conserving whatever falls within the areas of the Company’s operations. This includes wildlife on the land and in the sea, vegetation, birds, mammals – all these living things deserve to be protected. KOC has the unique ability to protect genetic diversity because they have control of their land and they also have good regulations that govern its usage. Although the country is producing oil, it should be sustainable production for long-term continuation because it is an important resource for the people of Kuwait,” Dr. Omar said, adding, “At the same time our water resources and air quality must be maintained for the health of our people and wildlife. Our work must be based on sustainable development that takes these environmental issues into consideration.”

A Noble Pursuit

Dr. Samira Omar has dedicated her career to the protection and preservation of Kuwait’s natural areas. She has worked tirelessly over the years to help establish protected areas in Kuwait so that future generations may be blessed with the gift of environments that remain untouched and preserved in their natural state.

In her time at KISR, Dr. Omar has worked toward and succeeded in protecting large areas of Kuwait’s natural habitat. In 1975 she succeeded in the allocation of 20 sq. km in Kabd for the protection of a shrub species known as Arfaj (Rhanterium epapposum). This area was later expanded to 40 sq. km in 2003. In 1981, she served as Project Leader for the first nature reserve in Kuwait, then known as the National Park/Nature Reserve of Kuwait, which was to include some 250 sq. km. of land in North Kuwait. The invasion of 1990/91 interrupted work on the reserve, but after the war Dr. Omar continued her involvement with the project, which was renamed the Sabah Al-Ahmed Nature Reserve and expanded to 330 sq. km. Dr. Omar has also lent her time and experience to the

A view of the Subaihiya Oasis at dusk.

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SUBAIHIYA: KUWAIT’S FORGOTTEN GARDENEXCERPTS FROM THIS ARTICLE FIRST APPEAREDIN THE APRIL, 2001 ISSUE OF THE KUWAITI DIGEST

“O come and let us go to Subaihiya, where the trees are tall and the sparrows sing and where the desert feels happy.” The preceding quote is attributed to Ibrahim Abu Nab, a renowned international journalist and former KOC employee, when he visited the locally famous desert oasis in 1962. Then, bedouin tribes still farmed the land, drawing water from wells only ten feet below the surface and living in tents and simple houses that nestled beneath thick shady trees.

It seemed too good to be true - a place in Kuwait where trees grow tall and water is abundant. More than 50 years after Abu Nab visited the desert oasis, Subaihiya still remains one of Kuwait’s best-kept secrets.

Today, stretching along the horizon, thick forests of trees grow on the edges of the vast oil fields that are now Burgan. Fenced off from campers, hunters and grazing herds, the area, now used exclusively by KOC for oil production, is lush with vegetation during the winter months. But even in summer, there are abundant signs of life. Birds fill the trees, their songs mingling with the sound of the wind, and lizards, snakes, beetles and locusts thrive amidst the long grass and sandy soil. While there are no obvious signs of water, the abundance of trees is a good indication that there is still water to be found. Left alone, nature has taken over completely and the only sign that man

once inhabited this place is an old ruined building, said to have been a police post, and a scattering of empty and rusted water tanks.

But upon closer inspection, visitors to the area may stumble across the Subaihiya Oasis, a man-made oasis constructed by KOC that has a stated goal of preserving the environment and protecting wildlife in the area. From an environmental standpoint, KOC teams were responsible for creating environmental conditions at the location that are suitable for the growth of desert plants and wildlife, with special focus on making the location an attractive area for migratory birds. In addition, an artificial lake was created that supports fish life.

To promote the historical significance of the site, KOC also constructed an informative exhibition that details the importance of Subaihiya in Kuwait’s history, which this article will address.

Aside from the man-made Subaihiya Oasis and a number of wells scattered throughout the area that KOC operates, Subaihiya is mostly devoid of human activity. But despite a virtual lack of human presence, there is no denying that Subaihiya is an area that is steeped in history that dates back some 1,500 years, to a time when ancient caravan routes stretched from Basra in the north to Oman in the south, when the main town in the country was Khazimah near present-day Jahra.

Subaihiya, with its permanent supply of sweet water, was a main resting place and base for many tribes and traders who wandered Kuwait’s harsh desert terrain. A place where it is said you only had to dig ten feet to reach sweet water, it must have been a prize worth fighting for, and indeed, several wars have been recorded in the area. In 529 BC, bloody fighting broke out between Al-Monzer Bin-Ma’a Al-Sama’a

and Al-Hareth Al-Kindi, and as recently as the 1920s, tribesmen living in Subaihiya fought in the Ikhwan rebellion.

In the 1960s, all that remained in Subaihiya was a small village where a flourishing crop of radishes and several deep-water wells competed with the surrounding and newly burgeoning oil industry. It would only be a matter of years until development and progress would see the place abandoned altogether. But once upon a time, it is said that this area of Kuwait was home to more than 15,000 people.

Traditional routes of travel through Kuwait always passed through Subaihiya because of the water wells. However, the area mainly attained prominence sometime over the past 400 years. Then, the capital of Kuwait was Al-Qurain in the south, and with the many surrounding villages such as Malaa, Warra, Burgan and Subaihiya, the area became

an important trading center. It is not certain from where Subaihiya received its name. While some believe it comes from the Arabic “subah,” meaning morning, others say that it was named after the Al-Musabiyah tribe who were sent to look after the area.

Most Kuwaiti historians agree that many tribes have lived in Subaihiya, but it is believed that the first were the Musabiyah tribe. This tribe were the first to farm the land here and they found that it was naturally abundant. Later, the Awazim tribe came to live in the area. They were very successful farmers and the Al-Azmi tribe, who lived in the area before the government closed it to the public, also established a number of very large farms in Subaihiya.

By the time the government closed the area in the mid-1960s, the population of Kuwait was around 50% city-dwellers and 50% nomadic.

Many Kuwaitis farmed in the Subaihiya area before the discovery of oil.

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As part of the government’s relocation project for Kuwaiti nationals, those living in Subaihiya were moved to new houses in the newly constructed town of Sabahiya, although until the early 1980s Subaihiya was still a popular place for camping and hunting among Kuwaiti families. While Subaihiya provided the means necessary for the livelihoods of many to be possible, the discovery of oil coupled with a series of devastating sandstorms made the decision to leave Subaihiya easy for most.

After oil was discovered in the area, people left their farms and went to work in the oilfields or in the government. Life had become very difficult for those who continued to live in Subaihiya, and when they saw how the government was providing jobs and new houses for every Kuwaiti, they opted to abandon their lives as farmers and instead work in government offices. Life in Kuwait, especially during the brutal summers, was extremely difficult without the modern conveniences of electricity and running water. Free housing was a Godsend for many,

and Subaihiya soon became abandoned.

Today, the Subaihiya of old is a fading memory. Trying to find people who used to live there is another story in itself. Ask any Kuwaiti about Subaihiya and they will stop and think, as if trying to remember a place that is at once familiar and unknown, often confusing it with other similar sounding place names. A common response is as follows: “Subiya? Sulaibiya? Sabahiya? Ah, you mean Subaihiya! Yes, we used to go camping and hunting there when I was very small. No one is allowed there now, but my grandfather knew this place very well. There were many trees there!”

It is easy to imagine that this area was once heavily populated, and not only because of the abundance of trees. With the surrounding land softly undulating and the historic Mt. Warra nearby, the land’s geography is different than much of Kuwait’s flat and barren desert terrain. Water would have been in abundance, collecting in the many depressions in the land, and the location, near to the sea yet far enough inland to graze animals,

was ideal for the simple yet extremely harsh lifestyle of the early Bedouin tribes. When Abu Nab visited Subaihiya, the old ways of farming and drawing water that had been used for centuries were rapidly being replaced with more modern techniques, and signs of an easier life to come were surfacing. A passage from Abu Nab’s memoirs reads:

“There are motor pumps, a lot of them, in the village beside the old primitive means of pumping water from the ground. Drinking water is provided free by the government and is brought in by road in tankers. Many people have radio sets and a few others have their own cars and pickups. Subaihiya gets some monetary assistance from the government and it probably won’t be long before the assistance becomes methodical in the form of social and educational services.”

Although this ancient land has not been spared from the inevitable change that comes with development and progress, it is ironic that this very development - the discovery of oil and ensuing modernization of Kuwait - is what has preserved Subaihiya’s bounty.

An aerial view of the Subaihiya area from the 1950s.

Subaihiya Today

The Subaihiya Oasis was completed over a period of nine months and is located near GC-4. Work started in May of 2014, and the official inauguration occurred in May of the following year. KPC CEO Nizar Al-Adsani and KOC CEO Hashem Hashem, in addition to other senior officials and visiting delegations were in attendance.

After the invasion of 1990/91 and the resulting damage that was inflicted on the environment, KOC decided to turn a new page in the history of its environmental efforts. With the help of the Drilling Team, two wells were drilled that supply water to the man-made lake at the Subaihiya Oasis. This water also supplies the surrounding trees and bushes with water.

Around 20,000 fruit-bearing and wild trees and bushes were planted at the oasis. This includes a large number of palm trees of the best quality (Berhi, Ekhlas, Majdool). The Oasis is home to an area of approximately 2.5 sq. km.

The Subaihiya Oasis consists of an artificial lake with fish and ducks surrounded by several buildings and utilities. The main building is on a hill overlooking the lake and consists of a meeting room that is fit for 50 people. It also consists of a gallery at the entrance with old photos that narrate

the history of Subaihiya, Kuwait and KOC. On the left side of the building, there is a Diwaniya with the necessary utilities to serve it. A mosque is built on the hill to serve the visitors of the Oasis, in addition to walkways around the lake. Green areas of grass were planted on an area of 33,250 sq. m. Four shaded gazeboes were built along walkways inside the lake. A 10x20 sq. m. tent was established for VIPs and has a capacity for 60 people for gatherings, banquets and special occasions. In addition, an adjacent building that was built alongside it includes restrooms, a kitchen and a lobby.

Clean energy is used at the Oasis. Solar panels were installed that produce 45 Kilowatts of energy for the facility. These solar panels feed the main building’s electrical consumption. Windmills were also installed to produce 15 kilowatts of energy that feed water pumps that are used to water the plants at the Oasis. The state energy line is also utilized to operate air conditioning.

The project was cost-effective because KOC did not seek the help of outsourced architects or consultancy offices. KOC recycled approximately 300 tons of iron to build the gazeboes, bridges and towers. Also, 200 cubic meters of leftover steel was used to build the bases of various buildings, gazeboes and water towers.

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THE OPERATIONSPROCESS SIMULATORKOC faces an ever-increasing level of technical challenges that affect personnel throughout Company facilities, which includes keeping personnel abreast of HSE and operational conformance procedures. These procedures include conforming to facility-specific operational tasks and enhancing the quality of operations, which is a pre-requisite before introducing operators into any operating facilities as part of administrative staff rotations. More importantly, fresh operational trainees must be made aware of and trained to properly handle the tasks that are required of them at technical facilities throughout KOC.

In order to meet these challenges, KOC intends to train operating personnel extensively in an

offline environment by using a comprehensively engineered simulated system. Along with other external interfaces, the simulated system should contain a look and feel that is identical to the control systems in the real plant. In addition, the simulator will have the added benefit of being used for the assessment of an operator’s performance.

The Operations Process Simulator

The Operations Process Simulator (OPS) for Gathering Center 28 (GC-28) is a high fidelity simulator that includes 3D visualization, which creates an immersive environment that is extremely beneficial for training purposes. The OPS includes a system called the Omar Sadeq, Manager Operations Group (WK)

EYESIM Immersive Training System (EYESIM ITS). The EYESIM ITS was specifically designed to train Field Operators so that they may be better suited to handle any situation that may arise in all areas of their scope of work.

The concept behind the OPS and EYESIM ITS is to provide a realistic process environment that includes a wide range of training scenarios for operators to train with and later be assessed on. The structure of the OPS was built based on a classroom design and is meant to serve as a typical replica of a KOC control room. The 3D visualization that the OPS utilizes is one of the most advanced, state of the art

models that is utilized in the oil and gas industry. It is also the first piece of technology of its kind to be used in Kuwait that assists operators in their training through a dynamic process model.

In addition to training for new operators, there is also a constant need to keep existing operators current with the latest and best operating practices. The OPS system helps greatly in this cause by providing the necessary training and conformance to integrity and ISO quality systems that ensure optimal plant operations that minimize all types of possible incidents that can occur to individuals who have not had extensive, immersive training

with OPS. Moreover, cases of plant modifications and process troubleshooting can benefit greatly from the proposed simulator.

Omar Sadeq, Manager Operations Group (WK), was one of the primary supervisors that oversaw the Operations Process Simulator project. Sadeq has been involved with the project at all stages, from inception to the actual training and development of the model and its implementation.

“The program aims to provide employees with the necessary training that is required for them to feel confident working in the facility. This simulator allows employees to train in a realistic environment that covers a very wide range of scenarios. This is extremely beneficial and necessary because it prepares them for any event that might actually occur in a real-world situation. The simulator helps to provide employees with the knowledge, experience and confidence to tackle any possible incident. Because they

A view from inside the Operations Process Simulator.

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are armed with this valuable knowledge and experience, this training will allow them to save the facility in the case of any possible scenario. Our aim has been to provide the resources to our employees so that they can confidently make decisions that ensure safe and efficient operations at KOC facilities,” he said.

Objectives and Scope

KOC’s high fidelity Operation Process Simulator has been customized for GC-28 with hardware and software that has been designed for GC-28 in particular that allows the Company to train employees in a variety of ways. The OPS is also expandable in the sense that it can train operating personnel designated for other facilities through the connectivity of all respective facilities to the Company. This has recently been made possible through KOC’s MIS Project.

The primary objective of OPS is to allow operational staff (Control Room Operators, Shift Supervisors, Field Operators,

Operations and Process Engineers) to gain practical experience on how to operate GC-28 in various situations. Also, the OPS system allows operational staff (Control Room Operators, Panel Operators, Process Engineers, etc.) to gain practical experience on how to operate complex process units in various scenarios, including:

• A normal start-up and shutdown of the process unit.

• Critical machinery start-up and shutdown.

• Normal operations at different throughputs.

• Plant upsets and equipment malfunctions.

• Emergency shutdowns of various levels (Due to power failures, etc.).

• Recovery from various malfunctions and unforeseen situations.

The OPS system is process-specific for GC-28 and uses a replica of the operator stations from the control system that is used in the Central Control Room of GC-28. The displays, tag names, faceplates and detailed displays, alarm handling features and operation maneuvers on the operator stations on OPS are identical to

Eman Hamza, Team Leader Human Resources (WK)

KOC employees take part in an OPS awareness session.

those from the DCS for GC-28. To ensure complete and effective training for operators, the OPS contains process-specific offline training materials that trainees can access and gain necessary knowledge from for the operation of GC-28.

The design, installation and support of the OPS system falls under these general guidelines:

1. Process plant is modeled to match the exact features of the real plant.

2. The OPS is a real-time, dynamic representation of the process plant.

3. The OPS replicates the look and feel of the actual process control (DCS displays, field displays, local panel display, activity logs, replica DCS Keyboard, etc.)

Technical information about the Operations Process Simulator was provided to The Kuwaiti Digest by Fatma Al-Otaibi, Team Leader Information Solutions (Exploration & Production). Senior Systems Analyst Saleh Al-Mutairi and Systems Analyst Naser Al-Mototeh were also on hand to discuss characteristics of the Operations Process Simulator.

In their discussion, Al-Otaibi, Al-Mutairi and Al-Mototeh described some of the unique

attributes of the simulator. They maintained that the 3D aspects of the system create an immersive world where trainees and employees can move and control a virtual character through the Gathering Center with a joystick. The Operations Process Simulator provides users with a number of scenarios and problems that could possibly occur in the real world. To increase the sense of realism that is provided, the simulator reflects actual aspects and dimensions of GC-28. This includes a replica of the existing pipelines, devices and equipment that is found at the actual facility.

Training

After the OPS was installed, Human Resources took the initiative to conduct training courses on the simulator for the benefit of employees and trainees.

Team Leader Human Resources (WK) Eman Hamza, as well as instructors Ahmad Dashti and Yacoub Al-Shatti, who performed training sessions for the Operations Process Simulator, recently discussed the progress that has been made in regard to training employees on the simulator’s use.

Hamza, Dashti and Al-Shatti confirmed that a series of awareness sessions were

recently conducted for Teams affiliated with the project from North, West, South and East of Kuwait. In addition, employees from Gas Operations were also present during the sessions.

During the awareness sessions, presentations were delivered about the Operations Process Simulator that provided trainees with a full picture of the work that is conducted at GC-28. More importantly, those in attendance were provided with information about how the simulator can create an immersive environment that replicates the feel of the actual controls of the facilities. The presenters maintained that this aspect of realism is important for the trainees because it better prepares them to deal with any issues that may occur during real-world operations.

In a survey of their experiences with the Operation Process Simulator, employees and trainees maintained that the unique, hands-on experience they gained from the system was extremely beneficial. Those who were provided with training through the Operations Process Simulator concluded that the experience improved their confidence, capabilities and ability to handle different operational scenarios.

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Introduction

E-Business, an industry abbreviation that is short for “electronic business,” refers to business that is conducted or facilitated in some way over the Internet. However, e-Business not only refers to the act of buying or selling; instead, it also covers the areas of customer service and collaboration with business partners. E-Business also refers to the processes and tools that allow an organization to use Internet-based technologies and infrastructures, both internally and externally, to conduct day-to-day business process operations of any kind, in addition to services or commerce that must be conducted over the Internet.

History

Well Surveillance Group Manager Saeed Al-Shaheen

recently led the drive to implement the Work Flow Technical Services initiative after meeting with Snr. Hasan Al-Bahrani, a Senior Well Surveillance Petroleum Engineer from the Well Services Technical Team. Al-Bahrani realized the importance that e-Business can hold for the Company after completing his MBA Master’s Degree, and was keen to share this information with the Group Manager. In his capacity as Manager, Al-Shaheen has embraced opportunities to utilize new technologies and innovative procedures to create better efficiency and value for the Company.

In his meeting with Al-Bahrani, the Well Surveillance Group Manager was presented with an e-Business case study for one services (PNC). The cost and time saved as a result of the case was recognized by the

Manager, who then assigned Al-Bahrani with the task of fully implementing the project for all Technical Services (Coil Tubing/Slick line/Well Testing/Well Head Preventive Maintenance and Logging). The principle behind the project was to create and implement an automated workflow business process, which can otherwise be viewed as a representation

WORK FLOW TECHNICAL SERVICESAN INITIATIVE FROM THE WELL SURVEILLANCE GROUP

Well Surveillance Group ManagerSaeed Al-Shaheen

of the real work described in a document, service or product that is being transferred from one step to another.

The project was divided into four phases and began with Data Collection & Analysis, Development, Training, and finally ending with Implementation & Control.

The Data Collection Phase

The Data Collection Phase has been completed, with all information, tasks, and accountability required to perform any Technical Service Request (TSR). The objective of this phase is to have a standard Work Flow chart and input for each task that starts with an overview of the minimum required input from the customer to request a service. This is followed by information that displays what is required from Well Surveillance to perform the necessary tasks with its business partners, and it ends finally when a smart, automatically generated ticket and dispatch invoice is sent to the Well Surveillance business partner. The ticket/invoice is a challenging aspect of the process for any team. The challenge stems from the validation of input and contract conditions (business roles) to satisfying the requestor of the services.

Another challenging aspect of this phase is the process that is required to create a contract-based IT database for all Well Surveillance contractors. The process of reorganizing an average of 5,000 items per contractor took Al-Bahrani more than six months to accomplish, as all items needed to be efficiently reorganized in the database. For example, one contract category - coil tubing - is a contract that has

five existing contractors. The resulting database contains more than 25,000 items.

The Development Phase

The Development Phase of the project is where IT developed a system to handle and validate all data entry from each task to another, based on a running Contract Business Role and technical engineering requirements. The challenging part in this stage was to understand all of the IT business processes by IT, which was managed by Senior Well Surveillance Petroleum Engineer Hasan Al-Bahrani, who was fully dedicated to translating the business roles. He also tested and validated the results by running more than 50,000 pieces of input data and correcting them as necessary.

The IT Unit under the Well Surveillance Group has also developed a unique, customized workflow engine to satisfy business needs. This saved the cost of outsourcing development by more than $2 million. This figure was acquired when IBM was proposed to develop the same engine. The result of this phase is a desktop, Windows-based application that can be run anytime and anywhere from

the office or in the field. The application was named Work Flow Technical Service.

Training Phase

As the application is used by everyone from Well Surveillance customers, contractors and Well Surveillance employees, more than 10 workshops were completed to create awareness about the process. About 20 more workshops have been planned this year for all users. In addition, an initiative from Well Surveillance was proposed that would create a manual document and a presentation video that can be accessed online for a step-by-step guide on how to use the system.

Well Surveillance expects to

Menwar Al ShammariTeam Leader Well Services

Technical Team (NK)

Falah Al-OmairTeam Leader Well Services

Technical Team (S&EK/WK)

Hasan Al-BahraniSenior Well Surveillance

Petroleum Engineer

27 TheKuwaitiDigest

reach more than 1,000 users by the end of this year. This includes individuals from Well Surveillance, all contractors, and all assets requestors. Naturally, this will present a challenging learning effort for all of them. Well Surveillance plans to manage this challenge by creating a task force team for both the Training and Implementation phases.

Implementation Strategy

In order to overcome employee resistance to change, the system was launched through a smart strategy that considered area and contract factors. This also assisted the smooth transition of changing the previous Well Surveillance web application to the new and updated one. The system was tested in West Kuwait with coil tubing contracts, and significant results were obtained that positively reduced cost and time. In short, the new system proved to be cost effective, faster and more efficient.

The time and cost optimization benefits did not only extend to the Well Surveillance Group. It was also measured for our Service Request Customers and Well Surveillance business partners. The application also provided an updated auto-generated well schematic report after each rig-less

operation. The report was manually completed by Fields Development using Excel, which lead to many incidents reported in the history with a root cause related to schematics. Furthermore, ticket invoice process payments were compared to the old and new process, and reduction from a 30-day average to a maximum 10-day average was registered for service executions to e-Beam payments. The project was implemented in West Kuwait and South & East Kuwait. Implementation for North Kuwait will begin in October.

Conclusion

The project has proven to have a large and positive impact on the Well Surveillance Group’s performance by reducing response times for assigned tasks and reducing tasks assigned. In addition, faster decision-making within the process has been registered. For example, there has been a 50% improvement in the time it takes to go from request to completion. Additionally, there has been no ticket or invoice mistakes since the project’s launch. Added standard workflow procedures resulted in a 90% accuracy rate for planning budget costs per well and service type, resulting in enhanced best practices and quality control. Overall, this will assist in the effort to increase and

1. SERVICE INPUT SHEET REQUEST

6. VALIDATE EQUIPMENT COMPATIBILITY

7. COMPLETES SITE VISIT FORM

8. SITE VISIT VALIDATION

9. CHECK JOB PREREQUISITES LIST

4. CHECK CONTRACTOR AVAILABILITY AND

SERVICE BOOKING

3. FILL-IN REQUIRED INPUT FORM

5. REVIEW BOOKED SERVICE

2. REVIEW SERVICE INPUT SHEET

AL REQUIRED INPUTS

ACCEPT ASSIGNED

JOBS

APPROVED PREREQ. RESULTS

sustain oil production as per KOC strategy.

It should be noted that the project could not have been completed without the close support and guidance of Well Surveillance Group Manager Saeed Al-Shaheen. He was instrumental in bringing this project to light and supported the effort through his patience, motivation, and immense knowledge along with his guidance.

In a statement he made, Senior Well Surveillance Petroleum Engineer Hasan Al-Bahrani said that he could not have asked for a better mentor and advisor. He maintained that he was grateful for the Manager’s support and that he appreciated the hard work that everyone involved with the project put forth. “I couldn’t imagine a better mentor and advisor and

for that I am grateful,” Al-Bahrani said, adding that he was especially grateful for the support he received from his Well Surveillance colleagues and family.

The Well Surveillance Group hopes that the benefits of this new system can be extended and applied to other Groups that are looking to automate a number of processes. As the Well Surveillance Group has learned, the system is extremely beneficial in the sense that it creates efficiency and saves overall costs. By automating systems in an efficient and effective manner, KOC employees are provided with more time to concentrate on their core workloads, which creates a situation where the benefits can be shared by all.

10. PREPARE SERVICE PROPOSAL

15. REVIEW HSE CHECKLIST

16. COMPLETE JOB EXECUTION REPORT

17. APPROVE EXECUTION FORM & DETERMINE IF

ACCIDENT EXISTS

18. PROCESS TICKET

19. APPROVE TICKET

20. CONFIRM TICKET COPY RECEIVED

21. COMPLETE E-BEAMS PROCESS

22. CLOSE WORKFLOW

13. DETERMINE OJTS/HSE CHECKLIST

12. VALIDATE PLANNED DATE AND GENERATE SOF

AGREEMENT

14. COMPLETE HSE CHECKLIST

11. VALIDATE SERVICE PROPOSAL AND

DETERMINE PLANNED DATE

PROPOSAL APPROVED APPROVED

APPROVED

ALL EXCEPT LOG SERVICE

PLAN DATE APPROVED

APPROVED

29 TheKuwaitiDigest

MANAGINGYOUR SUPERIORSUBMITTED BY FRANS VAN HEERDEN, CONSULTANT, TRAINING & CAREER DEVELOPMENT GROUP

Introduction

Managing a superior in a formal relationship in the workplace is a new phenomenon in the field of organizational behavior. In the era of command and control, subordinates were seen as people who were expected to do their work and nothing more. This is no longer the case.

As the world of work becomes more challenging and complex, relationships between superiors and subordinates demand a fresh approach. Although mechanisms such as laws, policies and codes were introduced to steer such relationships, their quality seems to have deteriorated.

In addition, society at large has generally become inept in dealing with authority. Over time, the vestures of authority have been attacked and were liberalized. The patriarchal role of the parent in previous generations has taken on a new and more liberalized form. The workplace was affected by these changes and this urged behavioral scientists to investigate the complicated relationship between superior and subordinate as it unfolds in the workplace.

Consequently, a relevant body of knowledge emerged and was shared in the form of formal and informal learning opportunities.

Sound and healthy relationships are difficult to define, partly because of

the wide variety of factors at play. Each

situation may have an important influence

on the dynamics that characterize the relationship.

Furthermore, people are complex in nature.

This article seeks to provide a limited understanding of the superior-subordinate relationship as manifested in the formal work environment. Defective or challenging relationships of this nature are identified in a limited way and suggestions have been provided on how to deal with these relationships.

The nature of superior-subordinate relationships in a formal setting

By virtue of the position of power attached to someone in a superior position, it follows that the process of influencing the behavior of someone without such power becomes the crucible of the interpersonal dynamics that will unfold during their interaction.

Managing the relationship demands a conscious effort by both parties to achieve mutual goals that are in the best interest of the organization and the individuals and involves actively pursuing a healthy and productive relationship based on mutual respect and understanding.

Sound relationships

Sound and healthy relationships are difficult to define, partly because of the wide variety of factors at play. Each situation may have an important influence on the dynamics that characterize the relationship. Furthermore, people are complex in nature.

It is a misnomer to think that superiors, by virtue of their position, power or status are any different to other human beings. Like subordinates, superiors have needs, wants, insecurities, frustrations, ambitions and hopes. This is the common ground of the interacting

parties which in itself can serve as a starting point for a sound relationship.

The value of ideas on how to establish sound superior-subordinate relationships

Interaction between the parties on issues directly related to the task at hand can be the foundation of a healthy relationship. The subordinate with a genuine interest in the superior’s short and medium-term objectives for the business unit may further strengthen the relationship. Understanding how the contribution of the subordinate will be measured and even rewarded is another element that can enrich the relationship.

If the subordinate is aware of and sensitive to the superior’s preferred work style, it may help to enhance their formal work relationship and help to establish a healthy relationship. The subordinate should also take note of how the superior manages conflict because misreading cues in this regard can be detrimental to the

relationship.

Self-knowledge

A subordinate’s level of self-awareness and the emotional quotient (EQ) are both critical in establishing sound and productive relationships.

Considering the subordinate’s disposition towards authority will significantly influence the quality of the relationship with a superior. An inborn resistance to authority or a view that authority is synonymous with manipulative behaviors inhibits a sound superior-subordinate relationship.

A position of over-dependence on authority will, however, not contribute positively to a healthy relationship. If the superior finds that the subordinate is a yea-sayer, it is likely that the superior’s ambition and need for achievement may cause disinterest in working towards a sound relationship. Subordinates who demonstrate over-dependence is no challenge to ambitious individuals and they may lose interest

31 TheKuwaitiDigest

in the relationship. Over-dependence has a tendency to incapacitate decision-making and therefore stifles the process of goal attainment. This seldom contributes to a healthy superior-subordinate relationship.

Maintaining the relationship during crises

Work environments are seldom without crises and they are

often the acid test for the strength of the relationship. The subordinate could apply the following tactics to keep a sound relationship intact or even bolster it during a crisis:

• Describe the problem to the superior in clear and exact terms. The secret is not to omit or withhold any information, nor to lie or skew any information.

• Share whatever actions were taken to date and explain the reason for such actions.

• Suggest further action to be considered to demonstrate

As the world of work becomes

more challenging and complex, relationships

between superiors and subordinates

demand a fresh approach.

continued involvement and commitment towards finding a solution.

Partnership

To consider the relationship between a superior and a subordinate as a partnership is a contradiction in terms since a partnership involves equals and an equal distribution of power to influence. This is not the case in any superior-subordinate relationship. Certain conditions and characteristics of a partnership can, however, be used to define the relationship between superiors and subordinates. One such example is the prevalence of interpersonal trust and demonstrated and acknowledged expertise by the subordinate.

The following are some key requirements to establish and maintain trust between the superior and subordinate:

• Sincerity in all interpersonal actions.

• Ability to follow through on all activities, decisions and solutions.

• Truthfulness and honesty.

• Ability to keep the big picture of the organization in sharp focus.

Recognizing challenging superiors

The term “challenging” is used to describe people who require a conscious thought process when interacting with them and implies that a spontaneous interaction with them is limited.

Challenging superiors display certain behavior. Although the list below is not exhaustive, these behaviors are broad indicators of challenging superiors who are known to:

• Constantly change their minds.

If the subordinate is aware of and sensitive to the

superior’s preferred work style, it may help to enhance

their formal work relationship and

help to establish a healthy relationship.

About the Author

Frans van Heerden has a background in Organization Development interventions and is responsible for management development and other related activities, such as organization culture, team building and learning. Frans van Heerden has a keen interest in organization renewal and business turnaround. He has lectured on business strategy internationally.

• Be seldom available for business purposes.

• Micromanage every aspect of the spectrum or responsibilities.

• Have a tendency to abuse subordinates.

• Be inclined to manipulate reports.

• Have a strong tendency to be deceitful and dishonest.

Challenging superiors can be classified into seven broad categories, namely those who are:

• Absent• Self-absorbed• Incompetent • Obsessively goal driven • Micromanagers• Conflict averse • Prone to have favorites

Dealing with challenging superiors

To provide a coping mechanism or management process to deal with each of these distinctive categories is not possible within the scope of this article. Only two randomly selected categories will therefore be discussed.

Subordinates should do the following when dealing with superiors who have favorites among their subordinates:

• Never confront nor complain to a superior about such behavior since it will only elicit their internal defense mechanisms and upset them.

• Be friendlier than normal towards the superior; demonstrate a sincere and genuine interest in his or her past-time activities,

hobbies and other activities not related to work.

• Increase their visibility to the superior. An active identification of opportunities to be with and around the superior can help to take some of his attention away from the favorites.

The promotion of people beyond their level of competence happens regularly in the world of work. When a subordinate has to deal with an incompetent superior, the following activities may help:

• Find ways to educate the superior in a non-threating and skillful manner.

• Make a conscious effort to support the superior in all aspects of his or managerial tasks and motivate other members of the subordinate team to do likewise.

• The subordinate should pair his or her strengths with the weaknesses of the superior.

Closing

S u p e r i o r - s u b o r d i n a t e relationships are as much part the job as the myriad of tasks that need to be done in any organization. It is complicated by the dynamics of power in the relationship. Dealing with challenging superiors requires extra effort. Interpersonal sensitivity, sound self-awareness and integrity are some personal attributes that can help to manage complex relationships between a superior and a subordinate.

33 TheKuwaitiDigest

The Contract Manpower Kuwaitisation Team recently organized nine field trips for candidates interested in drilling positions in the field. These field trips represent the first time the Company has taken the step to organize field trips to the field for potential Kuwaiti employees. The first batch under the field trip mechanism included 305 candidates. Approximately 40 candidates took part in each field trip.

Each trip included a visit to worksites in the fields, where candidates spent the night. In addition, the candidates paid visits to an employee camp to see how workers live while working in the field. The field trips were meant to provide a clear picture of work in the field to the candidates so that they could determine whether to accept the job or not.

The field trips began with a presentation on HSE and an overview of KOC careers and the future they can provide. The candidates then visited sites in either Raudhatain or Sabriya in North Kuwait.

Contract Manpower Kuwaitisation Team Organizes Field Trips

Upon arrival at the locations, the candidates listened to a detailed explanation of all aspects of the work conducted there before moving to the Company’s camp. At the camp, the candidates were able to view all the facilities in order to become better acquainted with the place that would become their home while in the field.

The trips were organized so that candidates could be made aware of all the aspects of life in the field, which includes a schedule of one week of work followed by one week off. Company officials realize that this line of work may not suit everyone, which is why the field trips are important for all involved, as it creates a clear picture of the actual work required and the lifestyle that accompanies it.

Following the field trips, the candidates were asked to decide whether they would like to accept the job or not so that proper proceedings could commence.

The trips were organized so that candidates could be made aware of all the aspects of life in the field, which includes a schedule of one week of work

followed by one week off.

TRIPS TO WORK SITES ORGANIZED FOR POTENTIAL EMPLOYEES

Potential employees are provided with information detailing life in the field.

Coiled Tubing Enabled Fiber with Straddle Packer Optimizes Operation Time & Increases ProductionSubmitted by the Well Surveillance Group (Well Surveillance Support & Engineering Team)

KOC develops unique solution that is successfully utilized for the first time worldwide

KOC’s 2030 Strategy calls for an increase in oil production to about four million barrels of oil per day. As such, the Company must work harder than ever to adopt new and emerging technologies to ensure the groundwork is laid for such goals to be realized. In order to accomplish this, part of the Company’s objective is to remain at the forefront of the oil and gas industry by adopting new and developing technologies related to geophysics and oil exploration and production.

Inflow Control Devices (ICDs) balance flow rates across the completion for the entire length of the interval. They dramatically reduce the effect of water and gas breakthrough and optimize production rates across the full wellbore face. Other factors can negatively affect the flow rate balance of the ICD, such as removing the filter cake from the formation face or through plugged ICD ports while production by wax, ashpatene or sand deposition. Production distribution from the whole intervals can lead to missing part of the oil potential because water, with its mobility features,

finds the way for production over oil. This and other water related issues like scale and corrosion increases the cost per barrel.

Uniform production contribution assurance, led by ICD completion, is controlled through the ICD design in terms of the number of ICD ports, size and shape in order to overcome the heterogeneity of the permeability, and avoid producing from water zones with an indication of plugged ports or formation damage. Trials have been made through coiled tubing or bull heading to pump a treatment that can dissolve or treat the identified damage of the plugged ports, but unfortunately, the results were not satisfactory. It was noticed that diversion of the treatment was not achieved as the treatment received the easiest path to flow through where the unplugged ports are.

In West and North Kuwait fields, where some wells utilize ICD completion, a problem of dropped production was identified due to the plugged non-contributing compartment. At this point, the KOC

Inflow Control Device completion in horizontal well.

35 TheKuwaitiDigest

Coiled Tubing Straddle Packer Bottom Hole Assembly.

Well Surveillance group took the initiative and decided to find a way for better placement across the plugged intervals. Through the tubing Straddle Packer, with the feature of isolating each ICD port and the capability of injecting fluid only to the plugged ports or breaking the filter cake on the formation face behind the ports, a placement technique was conducted before full studies were implemented.

The challenges associated with the application of the Straddle Packer included: 1) Prior identification of the plugged ports, which add extra cost to the intervention. 2) The ICD ports lie within a mere two feet of the ICD joint. Depth correlation assurance to avoid the straddle against the blank joint or the swellable packer is mandatory. The enabled fiber optic coiled tubing offered a solution to those challenges. The fiber optic cable provided

the capability of running a distributed temperature survey in the dummy run. Pumping a non-reacting fluid like diesel to measure the temperature profile of the pay zone before and after the cool down effect of the diesel was also conducted. By then, the identification of the plugged and un-plugged ports could be identified. Additionally, the enabled fiber optic coiled tubing is supported with real time measuring of the casing collar locator along with pressure and temperature gauges that assures the straddling section will be real monitored in real-time.

Conclusion

A Fiber Optic Coiled Tubing Straddle Packer cost optimization and innovative approach was applied at KOC. The initiative was led by the Well Surveillance Engineering Team, and it represented the first time an application of the combined solution was ever

conducted worldwide. Six wells were selected in Managish and North Kuwait fields that faced the problem of plugged ports of the ICD completion. Through damage analysis, it was identified that three wells had plugged ports because of ashpatene deposition while other wells facing the filter cake on the formation phase were not well removed. A distributed temperature survey was conducted for all wells in the dummy run to identify the target zones, followed by a straddle packer run with the capability of multiple sets. Three wells showed improved oil production with more than a 150% oil increase and drop in water cut, while two other wells faced a slight water cut increase. The campaign resulted in the five wells providing a 40% increase in oil production and capability to pay back the whole cost in 17 days.

The Maintenance Team (EK II) recently organized an Eye Examination Day in cooperation with Ahmadi Hospital. The campaign was organized with the intention of acting as a preventative measure for individuals to check their eyes before the advent of any conditions or diseases that affect the eyes or vision. This is especially relevant for those in the oil industry, as employees who work in the field are often exposed to a variety of chemicals, in addition to harsh weather conditions. It is recommended that employees who work in the field conduct eye examinations on a regular basis.

Officials involved with the campaign maintained that the initiative was very much appreciated by visitors. More than 50 individuals received eye examinations during the campaign.

In appreciation of their efforts, Dr. Intisar Al-Hindal and Dr. Al-Sanusi from Ahmadi Hospital were presented with tokens of appreciation by Abdullah Hadi Al-Ajmi, Team Leader Maintenance Team (EK-II) and Senior Engineer Mohammad Al-Sarraf.

Officials maintained that this Eye Examination Day was the first that has been organized specifically for employees who work in the field. The event also served as a display of the commitment of the Operations Group (EK) to the health of its employees.

The Importance of Eye Examinations

The gift of vision is one of the most important senses that humans have. Healthy, clear vision

is made possible through a complex process of gathering, focusing, and translating light into images. However, as we progress through life and get older, our eyes and the sensitive mechanisms that they are composed of become susceptible to damage and disease. This is especially true for individuals working in high-risk jobs, such as rig operators or drillers in the oil fields. However, if individuals remain conscious of any changes in vision, they are more likely to prevent the onset of preventable eye diseases.

Eye examinations are not a painful process. During an eye exam, your doctor will usually conduct a basic eye examination that consists of an external check of your eyes, the eyelids and the surrounding areas. Parts of the eye, such as the conjunctiva, sclera, cornea and iris, will also be inspected for signs of disease.

Most eye examinations include testing vision, assessing the reflexes of your pupils, checking general eye muscles, peripheral vision testing, examining the front of the eye using an upright microscope, eye pressure tests and examining the back of the eye.

As we get older, age-related eye conditions are more likely arise. Look out for common eye symptoms such as changes in your vision or pain, flashes or floaters, distorted lines, and dry eyes that itch and burn. In order to take the best care of your eye health, ask your doctor what the ideal interval between check-ups are.

KOC Hosts Eye Examination Day

37 TheKuwaitiDigest

Health

NUTRITION AND MENTAL HEALTH

Recent evidence suggests that good nutrition is essential for our mental health and that a number of mental health conditions may be influenced by dietary factors. One of the most obvious, yet under-recognized factors in the development of major trends in mental health is the role of nutrition. The body of evidence linking diet and mental health is growing at a rapid pace. As well as its impact on short and long-term mental health, the evidence indicates that food plays an important contributing role in the development, management and prevention of specific mental health problems such as depression, schizophrenia, ADHD, and Alzheimer’s disease.

Nearly two thirds of those who do not report daily mental health problems eat fresh fruit or fruit juice every day, compared with less than half of those who do report daily mental health problems. This pattern is similar for fresh vegetables and salad. Those who report some level of mental health problem also eat fewer healthy foods (fresh fruit and vegetables, organic foods and meals made from scratch) and more unhealthy foods (chips and crisps, chocolate, ready meals and takeaways).

A balanced mood and feelings of wellbeing can be protected by ensuring that our diet provides adequate amounts of complex carbohydrates, essential fats, amino acids, vitamins and minerals and water. While a healthy diet can help recovery, it should sit alongside other treatments recommended by your doctor.

Food consumption

What we are eating now is very different from that of our recent ancestors. Food production and manufacturing techniques, coupled with changing lifestyles and increasing access to processed foods, mean that our intake of fresh, nutritious, local produce is much lower. At the same time as our intake of fat, sugar, alcohol and additives is much higher. It has been estimated that the average person in industrialized countries will eat more than 4 kg of additives every year.

Over the last 60 years, there has been a significant decline in vegetable consumption. Throughout the world, a smaller and smaller percentage of individuals are eating at least five portions of fruit and vegetables per day.

Regular Meals

Eat regular meals throughout the day to maintain blood sugar levels. Make sure you eat at least three meals each day. Missing meals, especially breakfast, leads to low blood sugar, which causes foul moods, irritability and fatigue. If you feel hungry between meals, you may need to include a healthy snack such as fruit, nuts and cereals in your diet.

Refined foods

Eat fewer high sugar foods and more wholegrain cereals, nuts, beans, lentils, fruit and vegetables. Sugary foods are absorbed quickly into the

bloodstream. This may cause an initial ‘high’ or surge of energy that soon wears off as the body increases its insulin production, leaving you feeling tired and low.

Wholegrain cereals, fruit and vegetables are more filling and, because the sugar in these foods is absorbed more slowly, don’t cause mood swings. These foods are more nutritious as they contain thiamin (B1), a vitamin that has been associated with control of mood, and folate and zinc (supplements of these nutrients have been shown to improve the mood of people with depression in a number of studies). Avoid sugar and sugary drinks, cakes, sweets and puddings. These are loaded with calories but have little nutritional value and may trigger mood swings because of their sugar content.

Protein

Include protein at every meal to ensure a continuous supply of the amino acid tryptophan to the brain. We all need to eat enough protein to maintain our skin, organ, muscle and immune function, but recent research suggests that one particular component of protein, the amino acid tryptophan, can influence mood. You can ensure your brain gets a regular supply of tryptophan by including at least one good-sized portion of protein at each meal.

Variety

Eat a wide variety of foods to keep your diet interesting and obtain all the micronutrients you need. The more varied your diet, the more likely you are to obtain all the nutrients you need. If you have bread at one meal, try cereal or potatoes, rice or sweet potatoes at the others. Make sure you include at least two portions of different fruits and/or vegetables and a protein food at each meal.

Include some red meat and fish, as they are good sources of vitamin B12, another nutrient that seems to be associated with mood. If you are vegetarian or have a limited budget, include fortified soy mince and yeast extract to increase your intake of this vitamin.

Maintain a healthy weight

Both excessive weight loss or weight gain can make your mood worse and should be avoided. Weight loss and lack of good nutrition will deprive the brain of glucose and the other nutrients that control mood – you may need the advice of a dietitian to help you overcome this problem.

Putting on weight unintentionally or feeling out of control of your eating can increase your depression and can lead to unbalanced dieting, which leaves you further out of control. If you are overweight, follow the advice on healthy eating but be extra careful to limit your fat and sugar intake. Use less fat in cooking, avoid sugary drinks, and increase your exercise levels.

Maintain adequate fluid intake

Not drinking enough fluid has significant implications for mental health. The early effects of even mild dehydration can affect our feelings and behavior. An adult loses approximately 2.5 liters of water daily through the lungs as water vapor, through the skin as perspiration and through the kidneys as urine. If you don’t drink enough fluids to replace this loss then you will get symptoms of dehydration, including irritability, loss of concentration and reduced mental functioning.

Coffee, colas, some energy drinks and tea all contain caffeine, which some people use to boost energy levels. However, in large quantities caffeine can increase blood pressure, anxiety, depressive symptoms and sleep problems. Caffeine also has a diuretic effect in the body – it encourages the production of urine and therefore leads to dehydration. For this reason you should not rely solely on caffeine-based fluids. Drink plenty of water throughout the day.

Depression and diet

A number of cross-country and population-based studies have linked the intake of certain nutrients with the reported prevalence of different types of depression. Complex carbohydrates as well as certain food components such as folic acid, omega-3 fatty acids, selenium and tryptophan are thought to decrease the symptoms of depression.

Those with low intakes of folic acid have been found to be significantly more likely to be diagnosed with depression than those with higher intakes. Similar conclusions have been drawn from studies looking at the association of depression with low levels of zinc and vitamins B1, B2 and C. In other studies standard treatments have been supplemented with these micronutrients resulting in greater relief of symptoms in people with depression and bi-polar affective disorder, in some cases by as much as 50%.

This advice was written by Dr. Lynn Harbottle for the Mental Health Foundation.

Health39 The

KuwaitiDigest

TravelTravel

VISIT ARGENTINABy the time Kuwaiti Digest readers come across this article, some will be thinking about their winter plans. Winter wonderland travels to Europe and tropical escapes to Southeast Asia seem like common destinations around this time. Or, as we here at The Kuwaiti Digest emphasize every year, staying in Kuwait for the winter months can also be your best bet. The weather is better, the air is crisper, and you can’t help but want to be outside and enjoy the welcome change from a long, hot summer. But for those of you who just can’t wait to get away, why not consider a destination in South America? Specifically, Argentina. A place where there truly is something for every kind of traveler. Whether it’s the breathtaking beauty of the nation’s glacial lakes, vast grasslands or majestic mountain ranges, there truly is something for everyone. And that is to say nothing of the cosmopolitan attributes of this country that is nestled south of the equator. From the breathtaking Iguazu Falls, bustling cosmopolitan cities like Buenos Aires, Cordoba and Mendoza, and yes, Bariloche, the largest ski center in Latin America, Argentina truly has it all.

Argentinians are as diverse as their beautiful country, where they are as passionate about football as they are about the intricate art of Tango. Moreover, if steak is your thing, look no further. Argentinians love their steak, as you will soon find out if you happen to visit their country. Spanish is their official language, but do not fear: A large majority of Argentinians speaks English and in some areas, Arabic is spoken as well due to a significant population of Argentinians with Syrian or Lebanese backgrounds.

When to visit

Given Argentina’s size, it is unlikely that one trip will see you covering all areas of this large country. What visitors can try to do, however, is visit each area at the optimal time of year. Roughly falling from September to November, the Argentine spring is perfect just about everywhere, although in the far south icy gales may blow. Summer (Dec–Feb) is the only time to climb the highest Andean peaks, such as Aconcagua, and also the most reliable time of year to head for Tierra del Fuego, though it can snow there any time of year. Buenos Aires is liable to be very hot and sticky in December and January, and you should certainly avoid the lowland parts of the North at this time of year, as temperatures can be scorching and roads flooded by heavy storms. Autumn (March and April) is a great time to visit Mendoza and San Juan provinces for the harvests, and Patagonia and Tierra del Fuego to witness the eye-catching red and orange hues of the beech groves. The winter months of June, July and August are obviously the time to head for the Andean ski resorts, but blizzards can cut off towns in Patagonia and many places close from March through October, so it’s not a good time to tour the southern region. Temperatures in the north of the country should be pleasant at this time of year, though Buenos Aires can come across as somewhat bleak in July and August, despite a plethora of indoors attractions. A final point to bear in mind: the national holiday seasons are roughly January, Easter and July, when transport and accommodation can get booked up and rates are hiked, sometimes almost doubling.

Things to do

For those who seek adventure, your options are only limited by your imagination. From 4WD to ATV excursions and off-roading extreme sports to river rafting and hang-gliding, Argentina has you covered on land, air and water.

If the arts are more your scene, Buenos Aires is the city you seek. This thriving capital city is dripping with culture, including, music, dance, and historical and modern architecture. Many day walking and biking tours are available in order to gain the best understanding and experience of Buenos Aires. Shop local stores and markets during one of their many festivals throughout the year. Lastly, as the sun sets, enjoy rich cultural foods and experience their hypnotic tango melodies.

Argentina has many attractions that could claim the title of natural wonders of the world: the prodigious waterfalls of Iguazu, the spectacular Glaciar Perito Moreno, unforgettable whale-watching off Península Valdés; or the handsome lakes

and mountains around Bariloche, and of course, Patagonia in general. Yet many of the country’s most rewarding destinations are also its least known, such as the Esteros del Iberá, a huge reserve of lily-carpeted lagoons offering close-up encounters with cormorants and caimans; or Antofagasta de la Sierra, a remote village set amid frozen lakes mottled pink with flamingoes; or Laguna Diamante, a high-altitude mirror of sapphire water reflecting a wondrous volcano. In any case, climate and distance will rule out any attempt to see every corner; it’s more sensible and rewarding to concentrate on one or two sections of the country.

Unless you’re visiting Argentina as part of a South American tour, Buenos Aires is likely to be your point of entry, as it has the country’s only bona fide international airport, Ezeiza. It is one of the world’s top urban experiences, with an intriguing blend of European architecture and flair that includes houses painted in the colors of legendary football team Boca Juniors. The city’s museums are eclectic enough to suit all interests – Latin American art, colonial silverware, dinosaurs and ethnography are just four subjects on offer – and you can round off a day’s sightseeing with a tango show or a meal at one of the dozens of fabulous restaurants.

41 TheKuwaitiDigest

TravelHi-Tech

ReWalk Robotics is a state-of-the-art medical device company that designs commercial exoskeleton for patients with paraplegia or paralysis of the legs from spinal cord injuries. The battery-powered exoskeleton uses ‘patented motion sensing technology’ to allow the user to operate the system by a wristband allowing them to stand, walk, sit and climb stairs.

ReWalk presently offers two systems: ReWalk Rehabilitation and ReWalk Personal. The ReWalk Rehabilitation is intended for the clinical rehabilitation centers to provide therapy and training exercises, whereas the ReWalk Personal is custom designed for an individual for personal everyday use.

In 2014 they received US FDA approval to finally be put on the market, and are now available in the US and Germany.

Luxury automotive brand Lexus has partnered with world leading experts in super conductive technology to create one of the most advanced hoverboards ever developed. Mark Templin, Executive Vice President at Lexus International recently said, "At Lexus, we constantly challenge ourselves and our partners to push the boundaries of what is possible. That determination, combined with our passion and expertise for design and innovation, is what led us to take on the hoverboard project. It’s the perfect example of the amazing things that can be achieved when you combine technology, design and imagination.” The Lexus Hoverboard operates using magnetic levitation to achieve amazing frictionless movement. Liquid nitrogen cooled superconductors and permanent magnets combine to allow Lexus to create the seemingly-impossible. Wrapped in a design that is uniquely Lexus, the hoverboard features the iconic Lexus spindle grille signature shape and uses materials found in the luxury car brand, from the high tech to natural bamboo. Quantum levitation is the science behind this space-age hoverboard. This involves the use of superconductors and permanent magnets to lock the hoverboard at various distances and angles away from the ground – keeping in mind that the ground has to have a metal veneer to work. In addition, liquid nitrogen is used to keep the superconductor functioning at a comfortable -196.1 degrees Celsius.

REWALK ROBOTICS HELPING PARALYZED PEOPLE WALK AGAIN

LEXUS DEVELOPS WORKING

HOVERBOARD

TravelHi-Tech

3D PRINTED SMART BOTTLE CAPS

Researchers at the University of California, Berkeley, along with the National Chiao Tung University in Taiwan, have recently been working on tiny 3D printed electronic components. Using 3D printers, researchers have fitted liquid bottle caps with electronic sensors that can continually evaluate liquids, essentially creating “smart caps” that can tell the consumer if the liquid inside (milk, juice, etc.) has passed its point of consumption. The electronic sensors embedded into the “smart caps” can then be wirelessly transmitted to an interactive refrigerator screen or to a mobile app. This concept can be used for all types of food containers. It also has the potential to revolutionize the way we store food and inevitably prevent the accidental consumption of spoiled foods that can lead to pain and dehydration.

WIFI REFLECTOR

CHIP

NASA and the University of California, Los Angeles are currently working on a more efficient Wi-Fi chip. This Wi-Fi reflector chip will need less energy for power, which researchers say will result in faster transfer speeds. NASA scientist Adrian Tang and UCLA professor Mau-Chung Frank Chang are the brains behind the new Wi-Fi chip that may one day make its way into our mobile or wearable devices. Wi-Fi chips work by sending signals to the nearest router and the router then returns new signals back, a process that essentially uses up your device’s battery. The reflector chip will work differently by only reflecting a continuous signal that will be sent by a specialized router, eliminating the need to generate its own signal. The researchers found that this process did not impede data transfer rates and that they were in fact able to transfer data at rates of 40 MB/s, which is faster than most home Wi-Fi networks. In a statement to NASA's Jet Propulsion Laboratory, Tang explains: "The idea is if the wearable device only needs to reflect the Wi-Fi signal from a router or cell tower, instead of generate it, the power consumption can go way down." This will allow the battery life of the device to last longer.

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The Significance of Eid Al-Adha

Observant Muslims celebrate Eid Al-Adha to honor the Prophet Ibrahim, who was willing to sacrifice his own son as an act of ultimate submission to Allah (SWT). According to Islamic tradition, one of Ibrahim’s toughest trials was to face a command from Allah (SWT) to sacrifice his only son. Upon hearing this command,

Ibrahim ignored the advice of the devil (who tried to tempt him not to abide), and bravely prepared to submit to Allah’s (SWT) will. Right at the moment when Ibrahim was ready to sacrifice his son, Allah revealed to him, through his angel Jibrai’l, that his “sacrifice” was already fulfilled. By showing his love and devotion to Allah above all else, the Prophet Ibrahim had unknowingly spared his son’s life.

The Holy Qur'an describes the Prophet Ibrahim as follows:

"Surely Ibrahim was an example, obedient to Allah, by nature upright, and he was not of the polytheists. He was grateful for Our bounties. We chose him and guided him unto a right path. We gave him good in this world, and in the next he will most surely be among the righteous." (Qur'an 16:120-121)

In the Hadith, the days of Eid

Muslims in Kuwait and throughout the Muslim world recently celebrated Eid Al-Adha, which began on the 24th of September in 2015 and lasted for three days. Eid Al-Adha, which translates into English as the “Festival of Sacrifice,” is commemorated by Muslims everywhere following the end of Hajj, the annual pilgrimage to Mecca. Eid Al-Adha, often referred to as the “Greater

Eid,” is the second Eid holiday of the Islamic calendar, with the first being Eid Al-Fitr.

Eid Al-Adha

Al-Adha are given special significance as “days of remembrance.” The days of Tashriq are from the Fajr prayer of the 9th of Dhu Al-Hijjah up to the Asr prayer of the 13th of Dhu al-Hijjah (5 days and 4 nights). This equals 23 prayers: Five on the 9th -12th, which equals 20, and three on the 13th.

Why is an animal sacrificed during Eid Al-Adha?

Sacrificing an animal (usually a sheep or goat) in the name of Allah (SWT) is a way to commemorate the Prophet Ibrahim’s trials and Allah’s (SWT) mercy. It is a sacred act that brings Muslims together as a community.

The majority of the meat from a sacrifice is given away to others. Typically, one-third is given to friends and the community, one-third is eaten by family and relatives, and one-third is donated to the poor. The act symbolizes one’s willingness to give up things that are valuable to them as a way of pleasing Allah (SWT) and following his commands. It also strengthens family and societal bonds, and places an importance on giving to the poor.

The act shows a willingness to make sacrifices in one’s life in order to stay on a righteous path. A true Muslim is willing to follow Allah’s (SWT) commands completely and obediently. According to Muslims, strength of heart, purity in faith, and willing obedience is what Allah (SWT) desires from adherents, and Eid Al-Adha is an occasion on which Muslims can express and celebrate these characteristics as a unified community.

Prayers on Eid Al-Adha begin with a Sunnah prayer of two rakats. This is then followed by a sermon. The celebrations for Eid Al-Adha begin after the pilgrims who are performing Hajj descend from Mount Arafat which is east of Mecca in Saudi Arabia.

Eid Al-Adha in Kuwait

Muslims in Kuwait generally celebrate Eid by going to the Mosque for prayers dressed in their best clothes. It is a time for all to thank Allah (SWT) for the blessings they have received over the past year. It is also a time when Muslims gather together to visit family and friends and offer presents or money to younger relatives and children.

During Eid, Muslims are also required to provide a set amount of money to charity to be used to help those less fortunate buy new clothes and food so they too can celebrate.

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In a recent address delivered to Company employees, KOC CEO Hashem Hashem maintained that the recent terrorist attack that struck Kuwait had no other purpose but to sow the seeds of discord among the nation’s populace. In his communique, Hashem upheld his firm belief that the recent attack against Kuwait would never be able to disrupt the peace and harmony that exists among all of Kuwait’s citizens, regardless of their religious denominations or ethnic origins.

The CEO also asserted that this hideous crime against Kuwait, which claimed the lives of 26 innocent individuals and wounded 227 others, would be met with solidarity among all Kuwaiti citizens who reject senseless acts of violence and condemn, in the strongest terms, any act that seeks to fracture or divide Kuwaitis in any way.

Senior leaders throughout Kuwait, whether they come from government, religious or business backgrounds, have all shared the KOC CEO’s sentiment. All have emphasized the need to firmly uphold the national values of Kuwait, which include the firm belief that all Kuwaitis have the right and responsibility to live peacefully alongside each other, regardless of their backgrounds.

While the act of terror that was perpetrated against worshippers at the Imam Sadeq Mosque in the Sawaber area of Kuwait City has failed in its purpose to create division in Kuwait, security officials have asked that all citizens and residents remain vigilant. Any activity that seeks to undermine the security and stability of Kuwait will not be tolerated and should be reported to authorities in order to preserve peace in the State of Kuwait. KOC CEO Hashem Hashem and other senior officials from KOC have also issued similar

KOC CEO Upholds Kuwait’s Unitydirectives that call on employees and contractors to remain vigilant and aware of security directives issued by Kuwaiti authorities. All have been requested to remain aware and cooperate with authorities on matters of security.

Consolation Event at Kuwait’s Grand Mosque

Shortly following the terror attack, a consolation event was held at the country’s largest institution of worship, the Grand Mosque in Kuwait City. KOC CEO Hashem Hashem and other senior officials from the Company attended the event.

The CEO, his Deputies and other senior officials from the Company offered their condolences to the martyrs of the attack, and in a statement that he issued, Hashem said that it was the wish of all Kuwaitis for the families of the victims to find peace in their lives after this baseless act of violence had been perpetrated. He also wished for quick recoveries for those injured in the attack, and he maintained that all of Kuwait’s citizens would be praying for Almighty Allah (SWT) to protect and preserve the peace and safety of Kuwait and her citizens.

In a statement he made, the KOC CEO also reiterated his absolute trust in the wisdom of the Kuwaiti leadership under the rule of H.H. the Amir Sheikh Sabah Al-Ahmad Al-Jaber Al-Sabah and H.H. the Crown Prince. He also upheld his belief in the ability of the Kuwaiti Government and its authorities to continue effectively managing security affairs in cooperation with all the people of Kuwait, who only wish for safety, security and peace in all forms.

KOC Firefighters Return Victorious from International Competition

KOC recently organized an honorary reception at Kuwait International Airport to welcome Abdulrahman Al-Failakawi and Mohammad Al-Qallaf from the KOC Fire Team, who recently registered an international accomplishment by obtaining the fifth place position in the Doubles category at the Firefighter Combat Challenge that took place in the US state of Virginia. More than 50 teams from around the world participated in the challenge.

During the competition, Al-Failakawi obtained the eighth overall position, whereas Al-Qallaf finished 17th among 100 firefighters from around the world. The two also obtained the fifth place position in the very challenging Doubles category.

DCEO (Corporate Services) Ismail Abdulla was at the forefront of the KOC delegation that welcomed the returning champions to Kuwait. He was joined by Fire Manager Ali Al-Bairami, other KOC officials, and members of the champions’ families.

In a statement he made on the occasion, DCEO Ismail Abdulla expressed his pride in the achievement of KOC employees in this competition, noting that it was the first time the Company has participated in it. He also maintained that the Company, headed by CEO Hashem Hashem, spares no effort to support its employees in order to raise the name of Kuwait and KOC at international forums and events. He maintained that the

management was in continuous contact with team members during the competition in order to encourage them to win this international competition.

In a statement he made, Fire Manager Ali Al-Bairami said that this special reception was a form of appreciation to the efforts of KOC champions who represented Kuwait in this competition, where more than 34 countries participated. The two competitors from KOC were able to overcome great obstacles and win competitions where 100 other highly trained firefighters participated. He expressed his deep joy in this achievement that was obtained in the Fire Team’s very first international participation.

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About the Fire Combat Challenge

The Fire Combat Challenge is a competition comprised of a demanding set of physical challenges that firefighters throughout the world participate in and try to complete with the fastest time. The primary purpose for the Firefighter Combat Challenge is to promote physical fitness, an essential part of structural firefighting. All firefighters, both currently employed or retired, who are members of any first responder organizations (EMS or Fire-Rescue) are eligible to compete in the challenge.

Events

Stair Climb with High Rise Pack

This Challenge consists of a 42 lb. hose that must be carried up six flights of stairs. This activity replicates a five story building where water is needed at the top. The firefighter must carry the hose up the stairs and place it in a container box on the top story of the stairwell. Once the 42 lb. hose is in the box, the firefighter may proceed with the second event.

Hose Hoist

The second event is the Hose Hoist. Using a hand-over-hand motion, the competitor must pull up 19 kg hose roll and place it into the box on the top of the 5-story tower.

Forcible Entry

The third event is the forcible entry challenge. This event simulates a firefighter breaking down a door or wall to enter a burning building.

Hose Advance

The fourth event is the hose advance. This simulates a firefighter running from a fire engine towards a close fire. The competitor sprints 140 feet and picks up a hose, sprints five more feet with the hose, then drags it an additional 75 feet. Once at the 75 ft. line and through the swinging doors, the competitor must then open the hose nozzle, releasing water onto a small target.

Victim Rescue

The fifth and final event is the victim rescue. This event simulates a firefighter removing a victim from a fire as quickly as possible to save the victim from injury. A 77 kg mannequin must be picked up from the ground, grabbed from behind, and dragged backwards 100 ft.

Abdulrahman Al-Failakawi and Mohammed Al-Qallaf represented KOC and Kuwait during the event.

1958KOC Fireman

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