Vision 2030 -

Serving the regional oil & gas sectorsince 1997

99

Vision 2030 -the implications forSaudi Arabia’senergy sector

The SPE’s Annual Technical Conference &Exhibition (ATCE), comes to Dubai for the firsttime in September, with the theme “E&P 2.0 -Transforming & Shaping the Future”. KhalidZainalabedin, ATCE programme committeechair, and leading participants, share theirthoughts on some of the main themes.see p34

KPC - full steam ahead

MENA LNG demand onthe rise

The latest developmentsin compressor technology

Middle East projects inthe low oil price landscape

Managing power safely inoil and gas

Defusing the talent timebomb

Protecting people,processes and criticalinfrastructure

UK £10, USA $16.50

VOLUME 19 | ISSUE 6 2016

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Issue 6 2016 oilreview.me 3

THE AUTUMN IS shaping up to be a busy time as far as oil and gas showsin the Middle East are concerned. The SPE’s Annual Technical Conference &Exhibition (ATCE) comes to the Middle East for the first time in September,with the theme of “E&P 2.0 - Transforming & Shaping the Future.” It willprovide a valuable forum to discuss industry challenges and technologicaldevelopments in the continuing low oil price scenario. Also in September,Bahrain hosts Middle East Petrotech, which will focus on the fast-growingrefining and petrochemicals industry and how government, industry andacademia can work together to advance the industry. See our eventpreviews (p34 and p44 respectively) for further information. This issue alsoincludes a major feature on compressors (p28), and an interview with KPC(p12) as well as articles on Saudi Arabia’s Vision 2030 (p18), recruitment andretention (p42) and achieving capital efficiency in projects (p16).

Editor’s note

Calendar4 Executives’ calendar and event

newsEvent news and a look at the 2nd AnnualHealth, Safety & Security Forum

Oil & Gas News8 Developments

A round-up of the latest news fromaround the region

Analysis12 Moving ahead to boost production

KPC‘s plans and operations

14 MENA demand for LNG set to growThe findings of a new report fromAPICORP Energy Research

16 Middle East projects in the low oilprice landscapeHow the current landscape providesopportunities to achieve cost savings andcapital efficiencies

18 Saudi Arabia’s Vision 2030The implications of Saudi Arabia’s Vision2030 strategy for the Kingdom’s energysector

24 Future trends in the demand forrefined productsAn examination of some significanttrends emerging in the refined productsmarket

Technology28 Banishing leaks from reciprocating

compressor packingsA revolutionary new technologyeliminates a significant source of gasleakage

28 Compressor developmentsSome advances in compressortechnology

Front cover image courtesy of Fluor

Event Preview34 The SPE’s Annual Technical

Conference & Exhibition (ATCE)Khalid Zainalabedin, ATCE programmecommittee chair, and leading participantsshare their views on the event’s mainthemes

IT39 Column analysis: the inside story

The importance of advanced simulationtools for engineers to help visualisation ofan entire column’s behaviour

Recruitment & Retention42 Defusing the talent time bomb

The need for all organisations to have theright resources in place to develop thenext generation of skilled professionals

Event Preview44 Middle East Petrotech 2016

Bakheet Al-Rashidi, Petrotech chairman,discusses how the event will advance theregion’s downstream industry

HSE46 Managing power safely in oil and

gasStrategies for effective powermanagement in oil and gas

48 Protecting people, processes andcritical infrastructureHow network video can play a valuablerole in securing critical infrastructurefacilities, as well as supporting HSEprocesses

Innovations50 Industry developments

A round-up of the latest productadvancements in oil and gas

Arabic58 News / Analysis

Contents

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Serving the world of business

Editor: Louise Waters - [email protected]

Editorial and Design team: Bob Adams, Prashant AP, Hiriyti Bairu, Sejal Bhat, Miriam Brtkova, Andrew Croft,Ranganath GS, Georgia Lewis, Rhonita Patnaik, Zsa Tebbit,Nicky Valsamakis, Vani Venugopal and Ben Watts

Publisher: Nick Fordham

Publishing Director: Pallavi Pandey

Group Magazine Manager: Graham Brown +971 4 448 9260 [email protected]

Magazine Sales Manager: Tanmay Mishra (91) 80 65684483 [email protected]

International Representatives

UAE Rakesh Puthuvath +971 4 448 9260 [email protected]

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USA Michael Tomashefsky (1) 203 226 2882 (1) 203 226 7447 [email protected]

Head Office: Alain Charles Publishing LtdUniversity House, 11-13 Lower Grosvenor Place, LondonSW1W 0EX, United Kingdom +44 (0) 20 7834 7676 +44 (0) 20 7973 0076

Middle East Regional Office:Alain Charles Middle East FZ-LLCOffice 215, Loft 2A, P.O. Box 502207, Dubai Media City, UAE +971 4 448 9260, +971 4 448 9261

Production: Priyanka A, Kavya J, Nelly Mendes and Sophia Pinto - [email protected]

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Chairman: Derek Fordham

Printed by: Buxton Press

Printed in: August 2016

© Oil Review Middle East ISSN: 1464-9314

S01 ORME 6 2016 - Start_Layout 1 19/08/2016 14:50

BUILDING ON THE success of the inaugural HSEForum in September 2015, the 2nd Annual Health,Safety & Security Forum 2016 will bring togetherHSE and security professionals, policy makers,regulators and solutions providers to shareknowledge and experiences on provenmethodologies and best practices in the drive forbetter health and safety performance.Taking place in Dubai on 23-24 October, this

timely event will provide a B2B platform forparticipants, with stimulating keynotepresentations from leading government andindustry experts, panel discussions, roundtablesessions and interactive drills and trials. Kicking off the agenda, Eng Raed Mohammed

Al-Marzouqi, head of Occupational Health &Safety at Dubai Municipality, will give a keynote

presentation on the control of unsafe conditionsin industries in Dubai. Delegates will hear fromDubai Civil Defence on the new UAE fire safetycodes, and from Ahmed El Hadidi, chair IOSHUAE on the importance of leadership inpromoting effective health and safetyperformance. Other topics covered includedeveloping EHS practitioners into effectivebusiness executives, the need for smarterprotection solutions in real time, constructionsolutions for fire proofing buildings, the safetyculture for oil and gas, and evacuation planning.A highlight of the event will be a mock court

trial, which will offer valuable insights into theworking of justice systems after a seriousworkplace accident, to be followed by a panelsession led by IOSH and Dubai Municipality.

Another innovative feature will be a thought-provoking mock evacuation firedrill, inrecognition of the importance of preparingemployees in case of emergency and calculatingincident response time. Organised by Health, Safety & Security Review

Middle East magazine, and endorsed by DubaiMunicipality, the Health, Safety & Security Forum 2016 will showcase the latestdevelopments and innovations, and will help tobridge the gap between the increasing demandsfor health and well-being and the reality ofworkplace conditions.

For more information see the website atwww.hse-forum.com, or email:[email protected].

Dubai Municipality to play key role in Health, Safety & Security Forum

Executives’ Calendar 2016AUGUST

29-1 Sept ONS STAVENGER www.ons.no/2016

SEPTEMBER

6-8 SPE Intelligent Energy International ABERDEEN www.intelligentenergyevent.com

6-8 NACE Egypt Corrosion Conference CAIRO www.egyptcorrosion.nace.org

20-27 8th Annual Process Safety Conference ABU DHABI www.oilandgasprocesssafety.com

20 Opportunity Arabia Conference LONDON www.the-mea.co.uk/events

26-28 Middle East Petrotech BAHRAIN www.mepetrotech.com

26-29 SPE Annual Technical Conference & Exhibition DUBAI www.spe.org.events

OCTOBER

1-3 Petroleum Conference - Iran TEHRAN www.petroconfex.com

4-5 Well Intervention Forum ABU DHABI www.interventionmena.offset

9-13 World Energy Congress ISTANBUL www.wec2016istanbul.org.tr

17-19 Saudi Arabia Int’l Oil & Gas Exhibition (SAOGE) DAMMAM www.saoge.org

18-19 Oil & Money LONDON www.oilandmoney.com

23-24 2nd Middle East Health & Safety Forum DUBAI www.hse-forum.com

30-31 Gulf Safety Forum DOHA www.europetro.com/en/gsf2016

NOVEMBER

7-10 ADIPEC ABU DHABI www.adipec.com

20-23 SABIC Technical Meeting JUBAIL www.exhibitionofstm12.com

21-23 Plastics & Petrochem Arabia DAMMAM www.plaschem-4p-arabia.com

27-29 GPCA Forum DUBAI www.gpca.org.ae/events

29-1 Dec Valve World Expo DUSSELDORF www.valveworldexpo.com

DECEMBER

5-7 Kurdistan-Iraq Oil & Gas (KIOG) LONDON www.cwckiog.com

Readers should verify dates and location with sponsoring organisations, as this information is sometimes subject to change.

Calendar 2016

4 oilreview.me Issue 6 2016

S02 ORME 6 2016 - Calendar, Event News A & B_Layout 1 19/08/2016 07:55


http://www.jotun.com/

THE SPE ANNUAL Technical Conference & Exhibition (ATCE) 2016to take place in Dubai from 26-28 September, is looking to be oneof the most exciting and globally diverse in history.The local SPE of the Northern Emirates is hosting their first ever

Global Golf Tournament to kick off the ATCE on Sunday 25September, at the famous Emirates Golf Club, which featuresseveral courses in the heart of Dubai and is home to the annualDesert Classic. This event is set to be a great attraction foramateur enthusiasts attending the ATCE. The full service facilitywill have rental clubs available, for which it is advised to call inadvance. The non-golfer coming to socialise can also takeadvantage of the facility, with full service restaurants and lounges. Along with its partners at SPE and the ATCE Committee, SPE

Northern Emirates provides ample opportunities for anyone whowould like to promote their brand, new technology or just socialiseduring the golf event, offering sponsorship opportunities and priceplans. The event will also provide a good opportunity forcompanies looking to make their mark on the ATCE, whethernewcomers to Dubai or those who have been here for a while.The SPE Northern Emirates has been hosting annual golf events

for the past few years and is also home to the monthly DubaiOilfield Golfing Society (DOGS). The SPE Northern Emirates, alongwith its student chapters, hosts many monthly technical and socialevents, and looks forward to having guests representing so manychapters from around the world in Dubai. For further information email [email protected].

ATCE Golf Day Dubai

ADIPEC 2016, WHICH willtake place at the Abu DhabiNational Exhibition Centrefrom 7-10 November, willonce again bring industryleaders together to discussthe future of the global oiland gas sector. The GCC’sstrategic response to futurechanges in the market willbe an important point ofdiscussion at the event.Badria Ali Abdul Rahman, deputy CEO (North Kuwait) at the Kuwait Oil

Company (KOC), recently noted that the market has been challenging for theindustry, with global oversupply and a constrained economic outlook inseveral key markets impacting on prices.“The petroleum industry in the GCC states carries a significant

responsibility for national development, and we need to be as efficient aspossible, as innovative as possible, and maximise the utility we derive fromour natural resources,” said Abdul Raheem, who is responsible for theconventional and heavy oilfields of the North Kuwait asset.“ADIPEC is an important forum for us to achieve this, both as a discussion

of industry issues and best practice, and through displays of new methodsand technology.”For further information see the website at www.adipec.com.

ADIPEC 2016 to discuss GCCresponse to oil market changes

The KOC stand at last year’s ADIPEC


Events

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S03 ORME 6 2016 - Oil, gas News A & News B_Layout 1 19/08/2016 07:58

http://sagapce.com/

IRAN HAS ANNOUNCED that it expects new oilprojects to bring in an investment of aboutUS$25bn within the next two years.Ali Kardor, managing director of National

Iranian Oil Company (NIOC), said that that thenew generation of oil contracts is the onlysolution for the development of Iran’s oil industry,according to Iran Daily. Kardor emphasised that Iran’s oil projects will

be attractive to global investors and a dozendeals have already been signed with foreigncompanies to study the country’s oil reservoirs. The same deals, he added, will help the NIOC

to identify the development targets in which thecompanies may be interested the most. Early August, the new format of oil and gas

contracts known as Iran Petroleum Contract(IPC) was approved in a Cabinet meeting chairedby Iran President Hassan Rouhani.Now, the Parliament needs to give the go

ahead to the new contract – revised in responseto criticism that the terms gave too much away toforeign firms – before the Oil Ministry and NIOCcan formalise the IPC. NIOC hopes to launch the

IPC, an improved version of the former buy-backmodel that offers more flexible terms, within thenext six months.Iran had introduced the IPC in November 2015

to replace buy-back agreements. It is expectedto offer more flexible terms on oil pricefluctuations and investment risks to make thesector more financially attractive.

The IPC Regulation provides that eachcontractor must form a joint venture betweenone or more IOCs and an Iranian entity.According to the regulation, the purpose of thisjoint venture is to facilitate technology transfer. According to Kardor, the NIOC has identified

about 34 companies that can team up withIranian companies over the exploration anddevelopment of Iran’s upcoming projects. Kardor further stressed that Iran has

prioritised at least 12 reservoirs to be developedthrough the new format of contracts in the firstphase of project awards that will be carried outwithin the next few months. The projects willhave different stages of exploration, developmentand production and the contractors will be paidwith a share of the output, he added.In June, Iran’s petroleum minister Bijan

Zangeneh said that the first deals through the newformat of contracts will be awarded by October. Zangeneh further emphasised that Iran

expects the upcoming awards to help increaseits crude production by 600,000 to 700,000 bpdover the next five years.

CRUDE OIL PRICES dropped to around US$45 per barrel in August2016 as ‘a global supply overhang weighed’ and demand growthweakened. The decrease from a mid-June peak above US$52 perbarrel has put the ‘glut’ back into the headlines even thoughInternational Energy Agency’s (IEA) latest Oil Market Report (OMR)balances show no oversupply during the second half of the year.According to the report, global oil demand growth is expected to

slow from 1.4mn bpd in 2016 to 1.2mn bpd in 2017, as underlyingsupport from low oil prices wanes. The 2017 forecast – though stillabove-trend – is 100,000 bpd below the projected expectations dueto a dimmer macroeconomic outlook. The 2016 outlook is unchangedfrom last month’s report, the OMR stated.On the other hand, the global oil supply rose by nearly 800,000

bpd in July, as both OPEC and non-OPEC production increased.The OPEC crude oil output rose by 150,000 bpd in July to

33.39mn bpd – holding at an eight-year high – as Saudi Arabiaproduced at the highest ever and Iraq pumped harder. Productionfrom Saudi Arabia reached a record 10.62mn bpd – up 120,000 bpdmonth-on-month (m-o-m) as Riyadh supplied more crude to domesticpower plants to satisfy summer cooling requirements and increasedexports to world markets. In a bid to stay competitive in the region, Saudi Aramco cut the

monthly formula price for Arab Light for September loadings to Asiaby US$1.3 per barrel.Shipping data indicate that Saudi Arabia crude exports have held

well above seven million bpd so far this year. The latest official datafrom the Joint Organisations Data Initiative (JODI) show crude oilexports running at 7.53mn bpd from January through May, versus7.48mn bpd during the same period a year ago.Kuwait and the UAE pumped at their highest ever and pushed

crude supply from the group’s 14 members to 680,000 bpd above ayear ago. The OPEC’s ‘effective’ spare capacity was 1.91mn bpd, with Saudi

Arabia accounting for 83 per cent. As low-cost producers in the MiddleEast boost output, Iran and Iraq have emerged as the world’s biggestsources of supply growth. Iran – relieved of sanctions since January –

has ramped up by 560,000 bpd so far this year. Iraqi output climbed80,000 bpd m-o-m after southern oil fields ramped up to boost exportsand meet higher domestic demand and has added 500,000 bpdcompared to the first seven months of 2015, according to the report.Qatari output was seen to be stable at 660,000 bpd. Kuwait

intends to follow Saudi Arabia’s lead and privatise parts of its oilsector in a bid to ease the strain of lower oil prices. Khalifa Hamada,Kuwait’s finance ministry undersecretary, said that a portion ofKuwait Petroleum Corporation (KPC) would be offered to the public. However, output in Libya slipped by 20,000 bpd to 300,000 bpd in

July due to temporary export disruptions at the Marsa el-Harigaterminal. August could see higher flows after a deal was struckbetween Libya’s UN-backed government and the Petroleum FacilitiesGuard (PFG) to reopen three eastern terminals.The strategic ports of Ras Lanuf and Es Sider, closed since

December 2014, could ship nearly 600,000 bpd between them, butreturning to full capacity will take time. Repeated attacks by Islamistmilitants have damaged infrastructure. Zueitina, the third port due tobe reopened, can handle about 150,000 bpd.

Oil prices drop, global oil demand to wane in 2017, new IEA report reveals

New oil deals to generate US$25bn in revenues, says Iran’s NIOC

The OPEC crude oil output rose by 150,000 bpd inJuly to 33.39mn bpd. (Photo: torsakarin/Fotolia)

Oil & Gas News

Based on the IPC, foreign companies will team up withIranian partners for production of oil and gas from a listof targets that will be announced within the nextmonths. (Photo: George Spade/ Fotolia)



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IRAQ STARTED OPERATING a new naturalgas processing plant for oilfields in itssouth eastern region to use flared gas forgenerating electricity, the Oil Ministry saidin a statement.The plant located in Misan province, on

the border with Iran, will process gasassociated with crude pumped at the Fakkaand Bazargan fields. All Misan fields, to bebrought on stream in the future, will beconnected to the plant.OPEC’s second largest oil producer, Iraq

flares about 70 per cent of its gas output,according to Basrah Gas Company, whichwas set up in partnership with Shell andMitsubishi.

Basrah Gas Company, this year, alsostarted exporting cargoes of gascondensates and LPG processed fromfields in the Basra.According to Bloomberg, Iran will start

exporting gas to Iraq in September 2016.Shipments will start at seven million

cu/m a day to supply a power plant inBaghdad, Hamid Reza Araghi, director ofthe National Iranian Gas Company, said. Asecond route to Basra will be opened in2017, with shipments eventually reaching70mn cu/m a day.Iraq currently produces around 880mn

cu/m of natural gas per year, according toreports.

LIBYA HAS STARTED maintenance workat Es Sider port, nation’s largest oilexport terminal, as part of plans toincrease output from North Africa’sbiggest holder of crude reserves. Exports should resume by September

once official orders are received toreopen the port, Galal Mohamed, headof operations at Waha Oil Company, said.Es Sider, operated by Waha Oil

Company, has been closed sinceDecember 2014 when armed groupsattacked the port. The state National Oil Corporation has

engineers and other workers at the portto evaluate damages and decide whento resume exports, NOC’s Ibrahim al-Awami added.“We haven’t received official orders to

reopen the port and resume exports, butthere were intensive meetings withNational Oil Corporation officals recently,”Mohamed noted. Six of the port’s 19 storage tanks are

damaged from fighting over the last twoyears, he revealed.Libya is seeking to boost crude

production after rival leaders agreed inJuly to unify the state NOC under a singlemanagement. The bulk of the country’s oilinfrastructure is either damaged orstraddles disputed territory as armedfactions fought for control of producingfields. The nation pumped 300,000 bpd ofoil in July, compared with as much as1.78mn a day in 2008, three years beforea revolt led to the overthrow of theregime of Muammar Gaddafi, accordingto data compiled by Bloomberg.Waha Oil Company will be able to

produce 75,000 bpd in the first sixmonths after resuming operations. Wahafields stopped producing in 2014 afterthe Es Sider oil port operations werehalted. Es Sider has an export capacityof 340,000 bpd.Libya’s unity government announced

on 28 July an agreement to pay salariesto Petroleum Facilities Guard membersin exchange for reopening the ports ofEs Sider, Ras Lanuf and Zueitina.The NOC said that the resumption of

exports from the ports and the releaseof budget money to the company wouldhelp boost production by more than900,000 barrels a day by the end of theyear. “NOC is working to overcomedifficulties and technical problems in theentire oil fields,” it said in a statement onits website.

Libya begins repair work at largest oil port

New natural gas processing plant opens in Iraq


Oil & Gas News

SAUDI ARABIA IS likely to boost its crude oil supplies in August to a new record level,overtaking Russia, the world’s top oil producer, as it gets ready for tough talks next month fora global output freeze pact.In June this year, Saudi Arabia pumped 10.55mn bpd, and lifted production to 10.67mn

bpd in July, the highest in its history.Now the sources expect the

OPEC heavyweight to raise its crudesupplies to another record this monthas demand inside and outside theKingdom look healthy.One source from outside OPEC

said that output could rise further toas high as 10.8mn bpd to 10.9mnbpd.Reuters report has stated that

industry sources say the Kingdom,already the world’s largest oilexporter, started to raise productionfrom June, after holding it steady forthe first half of the year, to meetrising seasonal domestic demand aswell as higher export requirements.Higher production could give it

more leverage during talks inSeptember when both OPEC and non-OPEC producers are expected to revive a freeze dealto support oil prices, the sources added.Saudi Arabia appears to want higher prices, but agreeing a level to freeze supplies will be

the main obstacle to a deal.Some analysts, however, said using hard negotiating tactics could backfire on Riyadh.“It would therefore be a very hard sell for Saudi Arabia to have other countries join a

collective action plan, while it is the main source of supply increase ” outside of Iran postsanctions,” according to Olivier Jakob at Petromatrix.Last week, Saudi Arabia energy minister Khalid al-Falih sought to clarify why the Kingdom

hiked its production in July in an oversupplied market. In a statement, Falih explained the risewas due to rising seasonal domestic demand and customers asking for more oil worldwide.Oil prices dropped to US$27 per barrel in January from as high as US$115 in mid-2014,

hitting the budgets of oil exporters worldwide, including Saudi Arabia, and resulting in arecord fiscal deficit for Riyadh.A previous attempt to freeze output at January levels to support prices collapsed last April

after Saudi Arabia said it wanted all producers, including Iran, to join the initiative. But sincethe appointment of Falih in April, Saudi Arabia has taken a softer tone towards Iran at OPEC.OPEC sources say the group will probably revive talks on freezing output when it meets

non-OPEC nations next month in Algeria as Riyadh appears to want higher prices.

‘Saudi Arabia’s August oil output may hit a newhigh, to overtake Russia’

The Kingdom started to raise production from June, after holding itsteady for the first half of the year, to meet rising seasonaldomestic demand as well as higher export requirements. (Photo:Sashkin/Fotolia)


S04 ORME 6 2016 - Analysis 1_Layout 1 19/08/2016 08:01

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What are the key projects KPC isplanning and progressing?Kuwait Oil Company (KOC), a subsidiary ofKPC, is handling the exploration andproduction of crude oil and gas withinKuwait, and has initiated huge projects toaugment light oil (Light Oil blending facility,and three Jurassic Oil processing facilities)and heavy oil production capability (LowerFars blending facility), in addition to four newgathering centres, in order to increaseKuwait’s crude oil and gas productiontowards the aspired production target of3.5mn bpd by 2021.

What is the status of the new oilrefinery and Clean Fuel project?The new refinery project (Al-Zour Refinery)consists of three mini-refineries, which willcommission in July, September andNovember 2019. As for the Clean FuelProject (CFP), it is expected to commissionby October 2018. (The Clean Fuel projectinvolves the upgrading and integration of theMina Al Ahmadi and Mina Abdulla refineres,increasing combined capacity from 736,000bpd to 800,000 bpd).

To what extent has the low oil priceaffected KPC’s development plans,and have you adopted any particularmeasures to address this?Despite the prevailing low oil prices and thechallenging market environment, KPC hasand will go onward with the plannedprojects as mentioned above to enhance itsupstream and downstream capabilities, andto ensure it meets its clients’ needs in theoptimum manner. Hence KPC always aimsto maintain its presence in the market, andwill expand in the near future to offerimproved product slates to the market.

Nevertheless, KPC has taken seriousmeasures to control its expenditure, in linewith most of the NOCs and IOCs, to absorbthe negative effect of the current marketsituation, while maintaining KPC standardsand the welfare of its employees.

How are you looking to encouragefurther international collaboration in Kuwait’s oil and gas sector?KPC and its subsidiaries always try toengage international expertise andspecialised entities across oil sectorstudies/projects, in order to ensure theadoption of the latest technologies acrossour operations.

Furthermore, the majority of oil sectormega projects have been developed withthe participation of elite internationalcompanies who are selected through acomprehensive selection process.

How is KPC attracting and developing the next generation of oil and gas leaders?One of KPC’s most important values is thatour employees are our most valuable

assets, hence KPC capitalises on andinvests in its employees by enrolling themin training courses internally or abroad in distinguished international training firms.

Also, KPC management has alwayspromoted a competitive workingenvironment and encouraged on the jobtraining across KPC and offers attachmentprogrammes with major oil companies, aswell as engaging future leaders in thedecision-making process.

How is KPC encouraging moreinvolvement of women in Kuwait'soil and gas industry?KPC has always invested in talentedemployees, irrespective of their gender.KPC and its subsidiaries give all talentedemployees the chance to compete and toreach the highest grades and ranks. Thereare many distinguished examples such as Hosnia Hashem (V-P Operations atKUFPEC), and Sara Akbar (former manager in KOC and KUFPEC), along withmany others.

I believe that KPC has succeeded increating a healthy work environment thatnourishes talent and facilitates competitionwith gender equality. n

The marketing departmentn of KPC;Ghadeer Al-Qadfaan is standing far left

Ghadeer Al-Qadfaan, manager marketing planning at Kuwait PetroleumCorporation (KPC), discusses the NOC’s plans and operations.

Moving ahead to

boost production

KPC has takenserious measures to controlits expenditure, in line withmost of the NOCs and IOCs”


Kuwait



https://www.alderley.com/


LNG

THE LATEST APICORP Energy Research report states thatMENA will invest around US$10.3bn in LNG-importingfacilities over the medium term to cater for growing demand,and will increasingly charter floating storage and

regasification units (FSRUs) as a temporary and lower-cost solution.Despite its dominant role in terms of hydrocarbons reserves, the

MENA region will become the world’s second-largest gas-importingregion after South Korea and Japan, believes the International EnergyAgency (IEA). Consumption of natural gas in the Middle East, the

agency forecasts, will rise from 480bn cu/m in 2015 to 738bn cu/m in2040. Yet despite its strong gas reserves base, production has largely failed to keep pace with historical demand growth and isunlikely to do so in the coming years. Furthermore, regional pipeline import options are limited. The MENA region is facing alooming domestic supply crunch for natural gas, which will mostly bemet by LNG imports.

Imports by consumer countries in the region in 2015 amounted tojust 10.5bn cu/m of LNG, of which 40 per cent was sourced fromQatar. But by the end of 2017, MENA countries will account for 6.5per cent of global LNG demand – a sharp rise from around one percent in 2013. Egypt and Jordan received their first LNG shipments in2015; Kuwait, the GCC’s first LNG importer, and Bahrain are lookingto construct permanent import terminals; and Abu Dhabi has optedto import LNG via a FSRU. Regional LNG importers are seeking to tieup term supply deals, making the most of structural oversupply tolock in favourable pricing and flexibility, at a time when budgets areunder pressure. It will all make the MENA region a growing demand-side force in the global LNG sector.

While low LNG prices present opportunities, there are alsochallenges, the report says, such as the cost of finance. In the caseof Egypt, for example, LNG suppliers are wary of agreeing long-termcontracts given the state’s poor payment history. Capital constraintsand uncertainties in the LNG market mean that many are opting forFSRUs as a temporary measure, taking advance of low prices beforeconsidering more expensive long-term options. But longer term,confronting the gas challenge requires a pragmatic approach todomestic prices for gas (and power), allowing them to risesufficiently to incentivise the development of the region’s ownsubstantial gas resources.

The MENA region is leading global LNG demand growth in 2016 – a trend that is set to continue asdomestic gas output falls short of surging regional demand for power and industry, according to arecent report from APICORP Energy Research.

MENA demand for LNG

set to grow

25

2016 2017 2018 2019 2020 2021

20

15

bcma

10

5

0

MENA planned regasification additions 2016-21 (bcma)

Source: APICORP Research


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RELIABILITY INOIL WELL CEMENTS

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THE LOW OIL price environment hasresulted in challenging times fordoing business across the entireMiddle East. Our clients are focused

on per-unit costs, such as dollars per barrel,and are therefore cautious about deployingcapital through new projects. Therefore, onlyprojects with a lower capital spend and highrate of return are moving forward. But this isalso an opportunity to be innovative andidentify ways to make oil and gas projectsmore cost efficient.

That’s something that Fluor has beenworking on for several years now. Aware ofthe fact that EPC contractors had to bemore competitive, we changed our

execution model to provide clients withmore cost and schedule certainty, and thisnew approach has had great resonance withour clients in the Middle East.

Another important aspect that we tookinto account was the fact that every projectis unique, with different needs andchallenges. Therefore, our project solutionalso needed to be unique and fit-for-purpose while achieving our clients’investment goals.

Reducing costsFluor looked at ways to reduce costs acrossthe entire life cycle of a project. We devisedan integrated engineering, procurement,fabrication and construction (EPFC) approachthat could deliver numerous benefits.Benefits that translated into lower unitcosts, enabling clients to move forward on

Only projects with a lower capital spend and high rate ofreturn are moving forward. (Photo: Fluor)

Richard Meserole, Fluor’s vice president of international construction, shares his thoughts onhow the current landscape also provides opportunities to achieve cost savings and capitalefficiencies for clients.

Middle East projects in the low

oil price landscape

By engaging strategicglobal sourcing expertiseearly on in a project,significant procurementsavings can be delivered toclients.”


EPC


projects that would otherwise not beeconomic. By controlling a project’s deliverythrough its entire life cycle, phases areseamless and integrated, eliminatinghandoffs and unnecessary costs. Examplesof how integrated project solutions achievesavings at each phase include the following:• In engineering, leveraging Fluor’s

patented 3rd Gen Modular ExecutionSM

approach, reduced plot spacerequirements through modularisation, inturn reducing materials and on-sitelabour. Use of 3rd Gen ModularExecution on one oil and gas projecthelped reduce the plot plan requirementsby 40 per cent compared with atraditional design approach.

• Commercial strategies reduce costs – byengaging strategic global sourcingexpertise early on in a project, significantprocurement savings can be delivered toclients by monitoring global supply anddemand trends, market intelligence,optimising currency exchange, usingglobal sourcing approaches and logisticsstrategies. More than US$100mn wassaved on a refinery mega project throughsourcing equipment, piping and electricalitems.

• Construction-driven execution –construction and operations teams areengaged on projects from day one,creating designs that are focused onefficient construction. This develops aconstruction-driven mindset for the entireproject team and improves productivityand safety in the field. One result of thisintegration is that better build designs aredeveloped. For example, our integratedscaffolding solution designs scaffoldinginto 3D models to save constructionhours and improve safety.

• Innovation – Fluor is leveraging innovationin every facet of the company to improveproject delivery. Over the past years,many tools have been developed, both byFluor and with our suppliers, that allow

us to deliver projects more efficiently.Fluor is also participating in manyindustry working groups, including theEuropean Construction Institute, toassess what other opportunities can be

leveraged across the constructionindustry to improve efficiencies.

With this type of delivery control andintegration between phases, projects canachieve the capital efficiency and deliverycertainty that are so needed in thisenvironment. This new execution approach,coupled with our 60-year history in theMiddle East, and a proven track record ofincreasing local content wherever we workin the world, will help us meet our goal ofproviding integrated, capital-efficient projectslocally, while maximising supply chainefficiencies. n

With this type ofdelivery control andintegration, projects canachieve capital efficiencyand delivery certainty.”

Fluor’s goal is to provide integrated, capital-efficient projects locally while maximising supply chain efficiencies.(Photo: Fluor)


EPC


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AKEY GOAL OF Saudi Arabia’sambitious new strategy, known asVision 2030, is to build a well-diversified economy which is less

dependent on oil revenues. A number of keyelements are highlighted which are designedto achieve this, such as support for SMEs,privatisation of government services andimproving education. Another key element ismaximising the country’s investmentcapabilities, which involves restructuring thePublic Investment Fund (PIF) and transferringownership of Saudi Aramco to the PIF, withthe aim of creating the largest sovereignwealth fund in the world.

Through these and other initiatives, SaudiArabia aims to achieve some very ambitiousgoals, including moving the economy fromthe 19th largest in the world into the top 15;increasing the private sector’s contributionfrom 40 per cent to 65 per cent of GDP;raising the share of non-oil exports in non-oilGDP from 16 per cent to 50 per cent;increasing non-oil government revenue fromSAR 163bn to SAR 1 trillion; growing PIFassets from SAR 600bn to more than SAR 7trillion; and increasing foreign direct

investment from 3.8 per cent of GDP to 5.7per cent.

The National Transformation Programme(NTP) approved in early June, provides moreinformation on the implications of Vision2030 for the energy sector.

While such broad visions are hardly new,there is much optimism that this time theplan will be implemented – at least partially,and thus it is no surprise that Vision 2030has captured the interest of the energymarkets. The replacement of veteran oilminister Ali Al-Naimi by Khalid Al-Falih, thecreation of the enlarged Ministry of Energy,Industry and Mineral Resources, and plansto publicly list a minority stake in SaudiAramco, have been interpreted by someanalysts as clear signs of a drastic shift inenergy policy.

While the recent announcements andorganisational changes are substantial, andthe overall objectives of Vision 2030 are veryambitious, the impact on oil policy and theenergy sector is likely to be more subtlethan current expectations, not least becausethe last few years have already seen deeptransformations in the Saudi energy sector.

The Kingdom has launched initiatives togenerate more value added, throughinvesting in downstream assets andintegrating refineries with petrochemicals,increasing the role of gas in the energy mix,deploying renewables into the power sector,improving efficiency in energy use and,more recently, increasing domestic energyprices. On the oil policy front, the currentpolicy of leaving it to ‘prices’ to rebalancethe market in the absence of a collectiveagreement on cutting output remains verymuch in place.

The central role of the oil sectorand oil revenuesThe Saudi economy, and the Kingdom’spolitical stability, still rely heavily ongovernment spending that is fuelled by oilrevenues; Al-Falih in a recent interview,emphasised the critical role of oil revenuesin building other economic sectors in theKingdom. Despite the size of its fiscalbuffers, low oil prices have been painful forthe Kingdom. Saudi Arabia has been drawingdown on its foreign reserves, increasing itsborrowing, exploring ways to increase taxes,reducing government spending, cuttingenergy subsidies and scaling back spendingon capital projects. These adjustments aretaking their toll on the economy; recent datashow that the economy expanded at itsslowest rate in three years during the firstquarter of this year, and consumers havebeen hit by higher energy prices andgrowing inflation.

Oil policyThe replacement of Ali Al-Naimi as oilminister represents a change of personnel

Bassam Fattouh and Amrita Sen assess the implications of SaudiArabia’s Vision 2030 for the Kingdom’s energy sector.

Vision 2030 and Saudi Arabia’s

energy future

The impact on oilpolicy and the energy sectoris likely to be more subtlethan current expections.”


Saudi Arabia

Performance Indicator Baseline 2020 Target Unit

Petroleum production capacity 12.5 12.5 mb/d

Dry gas production capacity 12 17.8 bcf/d

Refining capacity 2.9 3.3 mb/d

Share of pharmaceutical sector in non-oil GDP 0.98 1.97 Percentage (%)

Efficient utliation of fuel in electricity 33 40 Percentage (%)

power generation

Number of job opportunities in the mining sector 65 90 Thousand jobs

Decrease in water and electricity subsidies 0 200 SAR Billion

Generation from renewable energy 0 3,450 Megawatts (MW)

Share of renewable energy in total 0 4 Percentage (%)

Job opportunities for citizens in atomic 500 7,774 Jobs

and renewable sectors

Local content contribution within the 25 35 Percentage (%)

renewable sectors

Source: Vision 2030 Kingdom of Saudi Arabia; Energy Aspects

2020 energy sector targets in the NTP


but not of policy. The current output policyis based on a fundamental principle: SaudiArabia will not act unilaterally to rebalancethe market. In the absence of a collectiveagreement among producers, Saudi Arabiahas opted for a market share strategy. Theincrease in the Kingdom’s refining capacitymeans that Saudi Arabia is not onlycompeting in crude but also in theproducts markets. But history suggeststhat Saudi Arabia’s oil policy is flexible andcould change depending on a change inother producers’ behaviour and/or changesin market conditions.

There have been suggestions that inthe ‘new global oil order’, Saudi Arabia hasno incentive to keep its official policy ofmaintaining spare capacity and this rolewill increasingly be played by US shaleproducers. But there may be a strong casefor Saudi Arabia to play a more proactiverole on the upside. One of the lessons forSaudi Arabia policy makers from the latestcycle is that a high oil price environmentwill accelerate supply and demandresponses, especially as environmentalconcerns intensify. It is in the Kingdom’sinterest to prevent prices from rising tohigh levels, putting a cap on the oil price.To achieve this, Saudi Arabia would needto maintain healthy spare capacity anddevelop market tools to help influence theprice on the upside. So far, there is noindication that Saudi Arabia has abandonedits policy of maintaining spare capacity,which is still considered to be acornerstone of oil market stability.

The focus on gas will accelerateAnother area of policy continuity is thegoal of using more natural gasdomestically rather than liquid fuels. Oneof the government’s key policy objectivesis to increase the share of natural gas tomore than half of total primary energydemand to satisfy increasing demand fromnew petrochemical plants and to reducecrude burn in the power sector to free upmore oil for exports. Domestic productionwill remain the primary focus. SaudiAramco recently commissioned the 1.3bcf/d offshore Hasbah field, that, alongwith the 1.2 bcf/d Arabiyah offshore field,will feed 2.5 bcf/d of raw gas to the Wasitgas plant. Along with the 75 mcf/d Midyanproject on the Red Sea, and the expansionof two existing fields, these projects will

Another area ofpolicy continuity is the goalof using more natural gasdomestically.”


Saudi Arabia


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add 5 bcf/d of raw gas output for around 3.2bcf/d of sales gas. Saudi Aramco has alsoinvested heavily in shale gas in recent years.Much of this gas will go to the power sector,where over 13 GW of gas-fired plants aredue in the next few years.

The drive for downstreamintegrationSaudi Arabia has increased its refiningcapacity significantly in recent years,themost important motivation being tosubstitute expensive imported petroleumproducts. Investment in refining is alsoconsidered as a key step towards creatingadded value by converting crude oil intorefined products and establishing the linkbetween the upstream and petrochemicals.This in turn provides opportunities fordiversification and downstream integrationinto the full value chain, including thedevelopment of new industries. Saudi Arabiahas been increasingly encouraging theirpetrochemical industries to diversify thefeedstock mix away from ethane towardsrefined products such as naphtha, butane,and propane. The use of refined productsalso provides opportunities to produce moresophisticated petrochemical products thatare needed to extend the value chain andgenerate employment opportunities.

Saudi Arabia is pressing ahead with the0.4mn bpd Jazan refinery, which will taketotal Saudi refining capacity from 2.91mnbpd in 2015 to 3.3mn bpd by the end of2018, although it may well be delayed.

Local content requirementsWhile continuing to accelerate the pathtowards downstream integration, the driveto increase the local procurement of goodsand services in the energy sector willintensify, with a view to encouraging servicecompanies to manufacture more equipmentin Saudi Arabia, diversifying the economy bycreating a large Saudi-based oil serviceindustry, and generating employment. SaudiAramco has launched its In-Kingdom totalValue Added (IKTVA) programme with theaim of doubling the percentage of locallymanufactured energy-related goods to 70per cent by 2021. It also plans to raise theexport of Saudi-made energy goods to 30

per cent over the same period. The NTP hasset an objective of increasing thepercentage of local content in the totalexpenditure of public and private sector from36 per cent to 50 per cent by 2020. Thisrepresents a fundamental shift from currentpolicy where local content has not been aformal requirement, to one where localcontent development is required acrossSaudi Aramco’s domestic and internationalsupply chain.

Hurdles for Saudi Aramco IPOWhile many of the themes discussed aboverepresent a continuation, and perhapsacceleration, of existing policy objectives,plans for the partial public listing of SaudiAramco have caused a significant stir. Noexact timeline has been announced, but2017-2018 has been mentioned as a desiredtarget. The potentially biggest IPO in historyis likely to be fraught with challenges. Forinstance, given the size of the IPO, a listingin a foreign exchange may be required, asthe small size of the Saudi stock exchangecan’t absorb such a high value IPO. A listingoverseas would expose Aramco to a numberof obligations, such as conforming tostandards on reserves accounting. Listingoutside the kingdom would also raise thepossibility of ‘frivolous lawsuits’ against theKingdom. It also raises key issues such as towhether it will result in a fundamental shiftin the management of the oil sector. Forinstance, any potential transfer of SaudiAramco’s shares to the Public InvestmentFund (PIF) will entail changes in thegovernance structure, the decision-makingprocess and the main bodies that areresponsible for the investment strategy andthe future direction of the company.

Looking aheadStructural reforms outlined in Vision 2030 aremuch needed to shift the economy to amore sustainable path, and even if only asmall part of it is implemented, the Saudieconomy will look very different in 2030than it does now. The key question iswhether these changes will have asubstantial impact on oil policy and the

evolution of the energy sector. In spite of expectations of a diminished

role, the Saudi energy sector (andparticularly the oil and gas sector) remainskey to a smooth transition to the vibranteconomy envisioned, and will continue toplay a vital role in the country’s future.Furthermore, the overall direction of Saudi oilpolicy is not likely to change in the next fewyears, as has been confirmed by the NTP. Infact, one could argue that the Saudi energysector could benefit from a more integratedenergy policy that takes a holistic view aboutthe energy challenges facing the Kingdom.But the Saudi energy sector will not beimmune from the changes in other parts ofthe economy, as the recent restructuring ofthe Energy Ministry, the recent increase inenergy prices, the emphasis on local contentpolicy and plans for a partial public listing ofSaudi Aramco have shown.

The restructuring and reorganisation ofsuch a vital sector and the acceleration ofsome policies may bring benefits andachieve efficiency gains, but they will alsogenerate uncertainties and risks, which needto be carefully assessed and managed sopolicymakers don’t end up killing the goosethat lays the golden eggs. n

Bassam Fattouh is the director of the OxfordInstitute for Energy Studies, and Amrita Sen isfounding partner and chief oil analyst at EnergyAspects. This is an abbreviated version of paperon ‘Saudi Arabia’s Vision 2030, oil policy and theevolution of the energy sector’ published by theOxford Institute for Energy Studies. For the full version, seehttps://www.oxfordenergy.org/publications/saudi-arabias-vision-2030-oil-policy-evolution-energy-sector/

The Saudi energysector remains key to asmooth transition to thevibrant economy envisioned.”


Saudi Arabia

Project Type Capacity Start date

In production

Manifa Phase 1 Medium 500 2013

Manifa Phase 1 NGL 65 2013

Manifa Phase 2 Medium 400 2014

Manifa Phase 2 Condensate 65 2014

Under development

Shaybah expansion Light 250 2016

Khurais expansion Light 300 2018

Khurais expansion NGL 34 2018

Source: Energy Aspects

Company Capacity Start Date

Operating

Ras Tanura 400 Q4 12

SATORP 400 Q4 13

YASREF 400 Q4 14

Planned

Jazan 400 2020

Possible

Yanbu 400 2023

Saudi upstream additions, thousand b/d

Saudi refinery projects, thousand b/d


S06 ORME 6 2016 - SAOGE Preview_Layout 1 19/08/2016 09:19

http://www.epscoonline.com/EPSCO/index.htm

http://www.rsigroup.com/

SAOGE 2016Date: 17-19 October 2016Venue: Dhahran International Exhibitions Center


EXHIBITION

HELD UNDER THE patronage of HRHPrince Saud Bin Naif Bin Abdulaziz,Governor of the Eastern Province,the 8th Saudi Arabia International Oil

and Gas Exhibition (SAOGE) 2016 will hostsome 100 companies from 25 countries, withmore than 10,000 visitors set to attend theshow. Participants from countries includingChina, Egypt, France, Germany, Italy, SouthKorea, Russia, the UAE, the UK and the USAare expected at the event.Set against the backdrop of reduced

global demand and depressed prices, andwith the rise of newly emergent oil and gasexporters, the event will address the needfor innovation, asset optimisation andefficiency to secure the bottom line andensure healthy refining margins. As theforemost hydrocarbon producer in the world,with production reaching a record 10.62 mnbpd in July 2016, and with a number ofmidlife assets, the Saudi Arabian oil and gassector plays a pivotal role in supplying global demand. SAOGE, organised by International

Exhibition Services (IES) and hosted as pertradition in Dammam, the hub of the SaudiArabian oil industry, will provide a platform forlocal and international industry leaders,technical experts and decision makers to

assess the key fundamentals and driversforging the global markets, and discuss thechallenges facing the Saudi Arabian oil andgas industry.According to the organisers, with planned

investment opportunities, sector restructureand privatisation, as well as the divestment ofSaudi Aramco, the Saudi oil and gas industryis set to play a key role in mitigating theKingdom’s exposure to hydrocarbonfundamentals risk.One of the key goals of Saudi Vision 2030

is to identify and implement transformativeprojects that promote industrialdiversification. SAOGE will provide a platform

to explore opportunities for establishing jointventures, which are central to this plan.Founded in 2008, SAOGE has enjoyed

steady growth over the past eight years witha 23 per cent year-on-year annual growth rate,both internationally and within the Kingdom,the organisers stated. At this year’s event, SAOGE will run

concurrently with the Machine ToolsExhibition (MTE), which is expecting morethan 100 companies from 20 countries, theorganisers commented. MTE exhibitors enjoymany synergies with oil and gas industry,many of their key customers coming fromupstream operators. n

SAOGE 2015 attracted almost 8,000 visitors. (Photo: IES)

Tackling hydrocarbon

challengesSaudi Arabia’s premier oil andgas exhibition will provide aplatform for industry players to discuss and criticallyevaluate commercial andtechnological innovations,against the backdrop ofdepressed crude prices.

S06 ORME 6 2016 - SAOGE Preview_Layout 1 19/08/2016 09:19


http://www.aesarabia.com/

IMPORTANT CHANGES ARE anticipated in the oil products marketover the coming decades – affecting fuel supplies for thetransportation, industrial, residential/commerical/agriculture andelectricity generation sectors. (The transportation sector covers

road, aviation, marine bunkers, rail and domestic waterways, whilethe industrial sector comprises petrochemicals and other industries,primarily composing iron/steel, glass and cement production,construction and mining).

Based on OPEC Secretariat figures, road transportation remainsthe leading contributor to demand, with 38.7mn barrel of oilequivalent per day (boe/d) of consumption in 2015 (44 per cent oftotal offtake), followed by the ‘other industry’ and petrochemicalssectors at 13.2mn and 9.6mn boe/d, respectively. The use of oil inthe residential/commercial/ agriculture subsectors, power generation,aviation, and marine bunkers

1was reported at 9.2mn; 5.9mn; 5.5mn;

and 4.2mn boe/d during 2015. The rail and domestic waterwaysnavigation sector reported the smallest level of oil usage, accountingfor 1.9mn boe/d.

In road transportation, gasoline, including ethanol, is currently themain product used, followed by diesel, including biodiesel. Jetkerosene accounts for almost all demand in the aviation industry,whilst in shipping, residual fuel2 accounts for four-fifths of sectoraldemand, with the remainder as gasoil/diesel. Ethane/liquefiedpetroleum gas and naphtha are essential feedstocks inpetrochemicals. Currently, naphtha accounts for half of sectoraldemand, while ethane/LPG comprises over one-third.

Bitumen, lubricants and petroleum coke constitute around 60 percent of sectoral demand in the ‘other industry’ sector, whilst inresidential/commercial/agriculture subsectors, gasoil/diesel and LPGare the most important refined products consumed. Gasoil/diesel isused for heating, lighting and traction, while LPG is mostly used forcooking and heating in the residential sector.

For electricity generation, three refined products are widelyused: residual fuel, gasoil/diesel, and other products, such asbitumen, still gas and lubricants. Residual fuel constitutes almosthalf of sectoral demand.

Sectoral demandThere are several interesting trends worth noting regarding futuredemand by product:

• Gasoil/diesel is the most refined product in terms of volume,with multiple usages. Road transportation comprises 60 per cent,followed by residential/commercial/agriculture subsectors (16 percent) and ‘other industry’ (nine per cent). Its use in powergeneration, rail and domestic waterways navigation, and marinebunkers is currently modest. In fact, 40 per cent of global demandgrowth between 2014 and 2040 will be met by gasoil/diesel. Inthe transportation sector, diesel offtake should be fuelled byincreasing number of commercial vehicles running on diesel from149mn in 2014 to 361mn by 2040. Similarly, the number ofpassenger cars using diesel will surge from 147mn to 449mnduring the same period. Diesel demand is predicted to reach31.6mn and 35.1mn bpd, respectively, by 2025 and 2040,representing one-third of global demand.

• Gasoline is used almost exclusively in the road transportationsector. Between 2014 and 2040, the number of gasolinepassenger cars will increase from 829mn to 1.2bn, thus boostingdemand from 23.3mn bpd in 2014 to 27.1mn bpd by 2040. Fuelefficiency gains in gasoline vehicles and the gradual penetration ofalternative fuel and electric cars will limit the scope for a furtherdemand hike, especially in Europe and North America. In Asia-Pacific, however, gasoline offtakes are expected to surge, withrising income levels and urbanisation promoting the need for

Moin Siddiqi, economist, examines some significant trendsemerging in the refined products market.

Future trends in the demand for

refined products

40 per cent of global demand growthbetween 2014 and 2040 will be met bygasoil/diesel.”


Analysis

Table 1: Global product demand, shares and growth, 2015-2040Mn bpd % of total

2015 2020 2025 2030 2035 2040 2015 2040

Light products 40.5 42.9 44.6 46.1 47.4 48.6 43.6 44.3

Ethane/LPG 10.5 11.1 11.7 12.2 12.6 12.9 11.3 11.7

Naphtha 6.2 6.6 7.1 7.7 8.1 8.7 6.7 7.9

Gasoline 23.9 25.1 25.8 26.3 26.7 27.1 25.7 24.7

Middle distillates34.5 37.3 39.4 41.1 42.8 44.3 37.1 40.3

Jet/Kerosene 6.8 7.3 7.8 8.2 8.7 9.2 7.3 8.4

Diesel/Gasoil 27.6 30.0 31.6 32.9 34.1 35.1 29.7 32.0

Heavy products 17.8 17.2 17.0 17.0 17.0 16.9 19.2 15.4

Residual fuel* 7.8 7.1 6.8 6.6 6.4 6.2 8.4 5.6

Other** 10.0 10.1 10.2 10.4 10.5 10.7 10.8 9.7

TOTAL 92.8 97.4 100.9 104.2 107.2 109.8 100.0 100.0

*Includes refinery fuel oil**Bitumen, lubricants, waxes, still gas, petroleum coke, sulphur, direct use of crudeoil, etc.Source: World Oil Outlook 2015, OPEC


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SINGLE SOURCE,

Sandvik Process Systems

Petrotech 2016

10:53

greater mobility and car ownership. Marginal demand growth isexpected in the Middle East and Africa.

• Ethane is main feedstock for petrochemicals andresidential/commercial/agriculture subsectors. It is estimated thatdemand for ethane/LPG could reach 11.7mn and 12.9mn,respectively, by 2025 and 2040 (see Table 1). Demand surge isexpected to come mainly from the petrochemicals industry –thanks to ample supplies of low-priced ethane resulting fromNorth America’s shale gas boom, which will increasingly displaceliquid steam cracker feeds such as gasoil. Over the longer-term,regional demand growth for ethane/LPG will derive mostly fromAsia-Pacific and China as a result of expanding petrochemicalscapacity. Furthermore, economic development and urbanisation indeveloping regions will lead to switching away from traditionalfuels for cooking and heating, such as wood, dung or cropresidues, to commercial fuels, such as LPG.

• Other ‘heavy’ products such as bitumen, lubricants, waxes,solvents, still gas, coke and sulphur are used mostly in iron/steel,glass and cement production, road construction and mining.Electricity generation also relies on direct crude burning andpetroleum coke. The use of heavy products in the petrochemicalssector is marginal, whilst demand in the residential/commercial/agriculture subsectors is also low. In 2015, offtakesfor ‘other products’ totalled 10mn bpd, with North America, Asia-Pacific and Europe being the major markets.Regional demand isexpected to increase significantly in emerging Asia, led by roadconstruction. In China and India, the total length of road networkrose from 3.5mn and 4mn km, respectively, in 2007 to 4.2mn and4.8mn km in 2012. According to official sources, by 2020 China’shighway network will reach three million km. By contrast, nofurther large-scale capacity expansion is envisaged in NorthAmerica and Europe, since the road network in these regions isalready developed – thus future demand for bitumen will befocused on road maintenance only.

• Residual fuel is used mainly (nearly 80 per cent) in the marinebunkers sector, and the remainder in electricity and industrialactivities. In 2015, demand for residual fuel accounted for 7.8mnbpd globally, with Asia-Pacific representing two-fifths of totalofftake. Residual fuel is the only refined product whose demandis projected to decline over the coming decades, particularly inEurope and Asia-Pacific – largely due to regulatory developmentsin the marine bunkers sector. The International MaritimeOrganisation (IMO) regulations call for global standards forsulphur content in marine fuel to be tightened to 0.5 per centfrom 3.5 per cent currently. It is estimated that by 2020 and2040, 1mn and 1.6mn of intermediate fuel oil will switch togasoil/diesel. Furthermore, the use of residual fuel in powergeneration will face strong competition from alternative sources,chiefly natural gas, solar photovoltaic (PV) and biomass.

• Jet fuel comprises two similar products: jet kerosene, used inthe aviation industry, and domestic kerosene, used in theresidential/commercial/agriculture subsectors. While demand fordomestic kerosene is expected to fall because of a switch toalternative fuels (mainly LPG and gasoil/diesel), demand for jetkerosene will remain strong. Jet/kerosene is projected to be thesecond fastest growing refined product, with higher offtakesmainly in Asia-Pacific and Middle East. Robust aviation demandfrom domestic and inter-regional market, supported by theestablishment of low cost carriers, will be the main drivers inAsia-Pacific. Demand for aviation services in the Middle East

Regional demand growth forethane/LPG will derive mostly from Asia-Pacific and China.”


Analysis


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region will be fuelled by the development of business hubs,growing connectivity services and the establishment of moretraffic hubs.

• Naphtha is used almost exclusively as feedstock in thepetrochemicals industry. When cracked, it produces ethylene aswell as propylene, butadiene, benzene, toluene and para-xylene.Naphtha is expected to be the fastest-growing refined product,with an average growth of 1.3 per cent a year between 2014 and2040, according to OPEC estimations. Almost all of this growthwill be concentrated in Asia-Pacific – reflecting rising demand forpetrochemical products in the region. China alone will account forabout two-fifths of the growth.

Asia the principal marketLooking ahead, fuel consumption is projected to expand in everysector except power generation, where continuous competition fromnatural gas and alternative energy will reduce offtakes for heavy fueloils. The road transportation, petrochemicals and aviation sectors areexpected to contribute most to additional demand for diesel/gasoil,ethane, naphtha and jet/kerosene. According to OPEC estimations,road transportation will account for one third of global demandgrowth between 2014 and 2040, while the petrochemicals and

aviation sectors will together comprise another third. The remaininggrowth will come mainly from marine bunkers, residential /commercial / agriculture and other industry sectors.

Table 2 shows that product demand growth is increasingly shiftingtowards Asia, whereas offtake in North America and Europe is set todecline in the medium- and long-term. While global demand forrefined products is forecast to rise at an average annual rate of 0.7per cent during 2014-2040, growth in China and Asia-Pacific isreportedly much higher – 2.1 and 1.4 per cent a year respectively –driven by robust demographic and economic growth.

1Bunker is the name given to the fuel used to operate ships.2Mazut is a residual fuel oil, often derived from Russian petroleum sources.

Product demand growth is increasinglyshifting towards Asia”


Analysis

Table 2: Projections of refined product offtakes by region, (mn bpd)World USA & Canada Latin America Africa Europe Russia & Caspian Middle East China Other

Asia-Pacific2020 2040 2020 2040 2020 2040 2020 2040 2020 2040 2020 2040 2020 2040 2020 2040 2020 2040

ProductEthane/LPG 11.1 12.9 3.1 3.0 1.3 1.4 0.5 0.6 1.1 0.9 0.5 0.5 1.3 1.6 1.0 1.5 2.4 3.3Naphtha 6.6 8.7 0.4 0.3 0.3 0.4 0.1 0.1 1.1 0.9 0.4 0.4 0.2 0.4 1.2 2.0 3.0 4.1Gasoline 25.1 27.1 10.5 8.2 2.9 3.6 1.0 1.4 2.2 2.1 1.2 1.2 1.5 1.9 2.4 4.0 3.5 4.6Jet/Kerosene 7.3 9.2 1.6 1.3 0.4 0.5 0.5 0.7 1.2 1.0 0.4 0.4 0.6 0.9 0.6 1.1 2.1 3.2Diesel/Gasoil 30.0 35.1 4.8 3.8 3.1 3.8 1.9 2.6 6.7 6.1 1.0 1.0 2.4 3.0 4.4 6.5 5.7 8.3Residual Fuel* 7.1 6.2 0.2 0.1 0.9 0.7 0.7 0.7 0.7 0.4 0.4 0.3 1.3 1.3 0.6 0.5 2.4 2.0Other ** 10.1 10.7 1.7 1.1 0.7 0.7 0.8 1.1 1.6 1.3 0.5 0.4 0.9 1.2 2.2 2.4 1.8 2.4TOTAL 97.4 109.8 22.3 17.9 9.6 11.2 5.4 7.2 14.5 12.8 4.2 4.3 8.2 10.3 12.4 18.0 20.8 27.9

*Includes refinery fuel oil.**Bitumen, lubricants, waxes, still gas, petroleum coke, sulphur, direct use of crude oil, etc.Source: World Oil Outlook 2015, OPEC

Global product demand (mn bpd)

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

Ethane/LPG Naphtha Gasoline Jet/kerosene

Diesel/gasoil

Residualfuel*

Otherproducts**

2014

20402020

Source: World Oil Outlook 2015, OPEC

*Includes refinery fuel oil**bitumen, lubricants, waxes, s"ll gas, petroleum coke, sulphur, direct use of crude oil, etc.


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S08 ORME 6 2016 - Technology 1_Layout 1 19/08/2016 08:50

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RECIPROCATING COMPRESSORS ARE an essential part ofthe hydrocarbon supply chain. Their ruggedness, flexibilityand ability to be driven directly from engines running onnatural gas makes them valuable in gas production, gas re-

injection, and pipeline transport. In refineries, their high energyefficiency and ability to generate pressures of 3,000 psi and aboveare key to the safe and economic handling hydrogen and hydrogen-rich gas mixtures. Reciprocating compressors are also commonlyused in the wider process industries.Compared to turbocompressors, reciprocating compressors are

inherently long-lived, thanks to their robustconstruction and low operating speeds(typically a few hundred RPM). Fitted with thelatest valves, sealing components and capacitycontrol systems, properly maintainedreciprocating compressors boast efficienciesthat will surprise anyone who thinks of themas old technology.With today’s emphasis on minimising

emissions, however, there is one aspect ofreciprocating compressors that operators must consider seriously:the need for piston rod seals (Figure 1). Thanks to modern materialsand computer-aided design techniques, high-performance rodpackings such as HOERBIGER’s BCD can achieve practically zero gasleakage when they are new. Over time, however, wear is inevitable –and with wear comes leakage that can have significant financial andenvironmental consequences.

A genuinely leak-free sealing solutionHOERBIGER’s new XperSEAL rod sealing system enables thecomplete elimination of gas leaks from rod packings for the firsttime, using pressurised oil to keep the gas in place and ensuringgenuinely leak-free sealing for the lifetime of the compressor. Thisradically new sealing system is fail-safe, and can be retrofitted easilyto existing compressors.It works by surrounding the piston rod with pressurised oil rather

than solid segmented packing rings. Since the oil conforms perfectlyto the surface of the rod, gas cannot leak out as long as the oil

pressure is above the gas pressure in front ofthe barrier. This is true even when thecompressor is stationary, so a compressor thatmust remain pressurised during shutdowndoes not need extra static seals to back up theXperSEAL system.The oil, in turn, is kept in place by two

specially-designed sealing rings (“1” and “2”in Figure 2). These rings operate virtually wear-free, because they ride on a film of

oil at all times. As well as the oil seal rings (Figure 3a, b, and c), the complete

XperSEAL packing contains two or three conventional single-actingpacking rings (1), a buffer volume (2), and a wiper ring (4). All therings are free to move laterally with the piston rod.Any oil leaking past the oil seal ring on the crankcase side (3c) is

wiped off the rod by the oil wiper (4) and recovered via a drain line.

Figure 2: The new packing design uses pressurized oil to keep the gas in place. Theoil, in turn, is retained by two sealing rings

Figure 1: Conventional rod packings made from solid materials will always show somedegree of gas leakage

A revolutionary new technology from HOERBIGER replaces traditional rod packings with pressurisedoil, completely eliminating a significant source of gas leakage.

Banishing leaks from reciprocating

compressor packings

It works bysurrounding the piston rodwith pressurised oil ratherthan solid packing rings.”


Technology


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The buffer volume (2) lowers the gas pressure against which theoil has to act, allowing the oil pressure to be set just above thesuction pressure of the cylinder and so reducing the loads on the oilseal rings. Without the buffer, the oil pressure would have to be setabove the cylinder discharge pressure, so loads and oil consumptionwould be higher.

The buffer volume remains at the suction pressure thanks to theconventional packing rings (1) upstream. Any leakage past these rings during the compression stroke will

increase the pressure in the buffer, but because the rings are single-acting, the pressure immediately falls again during the suctionstroke. In practice, even worn rings are capable of holding the buffervolume at the suction pressure.

“Pump effect” minimises oil lossSo far, so good – but since we require sealing rings to keep the oil inplace, have we not simply exchanged one sealing problem foranother? It is true that oil will always leak past the sealing rings, justas gas leaks from a conventional packing box. However, there aretwo important differences from the conventional setup.First, the much higher viscosity of oil compared to gas means that

the rate of oil leakage is very slow. Second, almost all of the oil thatleaks out of the packing is “pumped” back in by the motion of the rod.The idea of a seal that pumps oil seems counter-intuitive, but in

fact it is a well-known property of hydraulic seals. The difference isthat it has never before been applied to compressor seals, and forunderstandable reasons. One measure of the difficulty of a sealingproblem is the product of differential pressure and mean rod speed,known as the load collective; in the case of the new seal this is muchhigher than for a typical hydraulic seal. The other reason is that thecompressor seal must accommodate a much greater range of rodmovement perpendicular to the main axis of motion.Designing an oil seal that will pump effectively requires an

understanding of viscous flow, hydrodynamics and elasticity. The seallip is designed so that the motion of the rod pulls the oil film into anarrowing gap. As the oil velocity increases, so too does thehydrodynamic pressure. If this pressure is large enough, it forces theoil back into the packing case. Since the shape of the seal lip deformsunder pressure, the design calculation becomes an iterative process.

With several much larger-scale iterations of the design,HOERBIGER engineers have succeeded in developing sealing ringsthat return more than 99 per cent of the oil leakage to the packingcase during the in-stroke of the piston. The resulting net oilconsumption is no higher than that from a conventional lubricatedpacking: typically 0.5–1.5 litres/day per packing. And, since the sealingrings ride on a film of oil at all times, their wear rate is practicallyzero.The core of the new system therefore meets its three original

design goals: zero gas leakage through the pressure packing alongthe piston rod, oil consumption according to market requirementsand stable operation under a wide variety of operating conditions.

Ensuring a fail-safe systemThe pressurised oil for the packing box comes from a purpose-designed oil supply unit that is approved for use in explosiveenvironments (Figure 4). This circulates oil at a defined flowrate andpressure through the channels in the oil barrier, where it picks upfrictional heat released by the oil seal rings. On its return journey the

oil is cooled by an integral heat exchanger, so no additional packingcooling is required. Depending on rod size, speed and gas pressure,one oil unit can supply up to six packing cases.

Almost all of the oil that leaks out ofthe packing is “pumped” back in by the motionof the rod”


Technology

Figure 3: Cross-section of the new zero-emission packing. The cylinder is to theleft and the crankcase to the right

The new sealing system has beentested successfully at three plants handlingnatural gas”


http://www.hima.com/


http://www.bauergroup.com/en/

BAUER COMPRESSORS, INC, a leader in high pressure breathing aircompressor systems and components for more than 70 years, hasintroduced the UNICUS® 4i, an “all-in-one” compressor package whichcentralises all high pressure breathing air system components into oneappliance-type package. Central to the compressor is an air-cooledcompressor coupled to a high pressure breathing air purification system. UNICUS 4i incorporates touchscreen technology to the operations panel,

providing immediate operator interphase with the unit for system operationsand fault condition assessment. Operators can turn thecompressor on, or off, from one touchscreen;control the processed air into or out of theonboard ASME air storage cylinders by thetap of a screen; or even fill the SCBA (self-contained breathing apparatus) cylinderswithin a three-position NFPA compliantcontainment fill station, while at the sametime controlling the function of individual fillpressures at each (SCBA) filling position. If obtaining an accurate air sample for

analysis and locating a qualified lab hasbeen a problem, BAUER’s Lab On Locale 2™proprietary option takes the guesswork outof the equation. A specific hardwarecomponent is integrated into UNICUS 4iwhich, at a keystroke, provides immediateaccess to a qualified third party lab over theinternet or via cellphone. As for datalogging, the company’s optional RFIDTechnology utilises proprietary antennas toread SCBA tags to record all data inaccordance with NFPA.

BAUER’s optional Gas-Tek™ sensor technology allows gas monitoringrequirements to be tailored to the user’s specific needs. Included is a faultalarm with shutdown to prohibit it from processing contaminated air.All the key components within the UNICUS 4i system are manufactured

by BAUER.

Take it, or leave it – TCOM® mobile high pressure breathing aircompressor systemHave you ever responded to an incident and wished you had more fullSCBA’s on-scene, rather than spending time shuttling cylinders back

and forth? Or perhaps the ability to enter a confined space with tethered air, so you don’t have to tow a

cascade system back to the station and fill the cylinders? One of the many unique features of the

TCOM trailer package is BAUER’sproprietary dual drive system. At the firestation the united supplied shore powercable can be plugged into the station’saffixed electrical connection, while in thefield, the compressor can be powered froma water-cooled diesel. Other amenitiesincorporated within the weather proofenclosure include storage for up to twelveSCBA cylinders; four ASME-type air storagecylinders; a two-position containment fillstation (tested in accordance with the 2016edition of NFPA 1901) which is housedbehind an anodised aluminum roller shutterdoor, along with all the compressor and air

management controls.

Setting the standard for high pressure breathing air compressors

Technology

The UNICUS® 4i compressor


The oil supply unit continuously monitors the oil temperature,pressure and level. In the event of excessive oil loss or a loss ofpressure, the system switches automatically into failsafe mode(Figure 5, bottom).In failsafe mode the system simply acts as a conventional vented

pressure packing, with no powersupply needed. The conventionalpacking rings (“1” in Figure 3)take over the job of gas sealing,and the oil supply line acts as avent line. The buffer volume is atvent pressure, and thedownstream oil seal ring (“3c” inFigure 3) works as a vent seal. Inapplications where a purge systemwould normally be used, this canbe arranged to switch in when thesystem enters failsafe mode.The use of the buffer volume to

reduce the necessary oil pressuredoes have one potential drawback ifthe compressor remains pressurisedwhen it is stationary. Under theseconditions, a leaking discharge valvecould allow the buffer pressure to riseto the full discharge pressure, whichis higher than that of the oil. Thesolution is straightforward: the oilsupply unit oil pressure gets manuallyincreased temporarily whenever thecompressor is at a standstill.

Because the packing box itself is built up from individualcomponents, the system is easy to retrofit and can be tailored forany compressor size.

Confirming real-world performanceThe new sealing system has been tested successfully at three plantshandling natural gas (a natural gas gathering and treatment plant, arefinery application on a saturated gas unit (SGU) in India, and a largepropane refrigeration compressor). In each case, XperSEAL was ableto eliminate gas leakage, and the current seal profile now maintainsoil consumption at or below its previous values. The new leak-free packing will not be necessary or appropriate for

every reciprocating compressor, but it is surely of interest in cases inwhich low gas leakage has proved difficult to achieve, or wheresafety or environmental restrictions set stringent limits on acceptableleakage rates. n

Figure 4: The central oil supplyunit incorporates an oil pump, oilcooler, and functions for control,monitoring and safety

Figure 5: Normal operation (top) and failsafe mode (above). In failsafe mode the systemoperates as a conventional vented packing, with purge if required


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Technology

THE MIDDLE EAST is a strong focus for Gardner Denver, a majorname in compressed air systems and solutions. The company offers custom engineered products for the oil and

gas markets, meeting stringent specifications outlined by specialistconsultants and meeting demanding project timelines. GardnerDenver Korea introduced its custom engineering product portfolio in2008 and since then has been consistently active in oil and gasprojects, both off-shore and on-shore.Gardner Denver’s detailed focus on the demands of Middle East

market has contributed positively to its successful growth in theregion. Compliance with extreme ambient conditions (50-55 deg C),hazardous zone classifications and special material requirements, hasbeen a challenge, and the company is satisfied that it is able to meetneeds of this market.Gardner Denver’s customised portfolio extends to air

compressors, air treatment systems, nitrogen generation systemsand air blowers. The company recently delivered an instrument air compressor

package for one of the major oil and gas companies for an offshoreproject, with Zone 2, IIA, and T3 Area Classification. It is currentlyexecuting an instrument air compressor package for a Middle Eastcustomer with Zone 2 IIB T3 / IEC ex certification Instrumentationsuitable for Zone 1 IIB T3 Area Classification.Gardner Denver takes pride in having delivered more than 300

installations of custom built packages around the world and is set todeliver many more in the coming years. It is committed to supportingprojects right from the feed stages to successful completion.

Middle East success for Gardner Denver Korea

A recent instrument air (air compressor + air dryer) package.


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What is the significance of holding the SPE ATCE in Dubai?SPE has almost a century of history and this is the first time itsflagship event, ATCE, is being held outside of North America andEurope, as a result of SPE’s globalisation effort. This is significant forboth SPE and the Middle East region, as evidenced by the fact thatthe event is being held under the patronage of HH SheikhMohammed bin Rashid Al Maktoum, Vice President and PrimeMinister of the United Arab Emirates and Ruler of Dubai. We aredelighted that it is being hosted by the Abu Dhabi National OilCompany (ADNOC), with Abdul Munim Saif Al Kindy, ADNOC’sdirector of exploration and production, giving the welcome address.

What is your vision for the conference and what do youhope it will achieve ?ATCE is the biggest international technical event for SPE. It bringsleaders and professionals from NOCs, IOCs and service providersglobally to the Middle East to exchange ideas, showcase the mostadvanced technologies and explore possibilities for collaboration.

My vision for 2016 Dubai ATCE is to enhance understanding and Ihope it will help to promote technology development and applicationfor the benefit of the oil and gas community, to tackle the challengesfaced regionally as well as globally.

What is the thinking behind the conference theme?The theme for this year’s ATCE is ‘E&P 2.0 - Transforming andShaping the Future’. This is timely, especially at the current difficultenvironment of low oil prices. Challenging times provide great

opportunities. We need to look back, reform and transform, thenmove forward with a clear vision to reach a prosperous future. Wewill have discussions and debates on this involving industry leaders,CEOs, technical professionals and academia.

How do you think the industry can best weather volatileoil prices?The E&P industry has more than 100 years of history, and this is notthe first time we have experienced a low oil price. Coming out of anindustry downturn, we are always capable of becoming more

Khalid Zainalabedin, ATCE programme committee chair, and manager at Saudi Aramco

In advance of the SPE’s Annual TechnicalConference & Exhibition (ATCE), KhalidZainalabedin, ATCE programme committee chairand manager at Saudi Aramco, shares histhoughts on the event.

Transforming and shaping

the future

This is the first time the SPE’s flagshipevent is being held outside of North Americaand Europe”


EVENT

SPE Annual Technical Conference and ExhibitionDate: 26 - 28 Sep 2016Venue: Dubai World Trade Centre, Dubai, UAE

S09 ORME 6 2016 - Technology 2 & SPE preview_Layout 1 19/08/2016 08:54

DURING THESE CHALLENGING times it isimportant to restore confidence in the oiland the gas industry, says AssimAlsuhaibani, vice president and generalmanager operations, Qatar, Pakistan andYemen at Schlumberger.“Although the current downturn may

have shaken job seekers’ confidence inachieving long-term successful careers, infact, the industry can offer an excitingfuture for graduates and new hires. Thosejoining our industry now will be bestplaced to take advantage of the additionalopportunities that will open up whenactivity ramps up again and will reap thecareer rewards potentially faster than inother industries.“Importantly, establishing good and

continuous relationships with majoruniversities and educational institutesaround the world are key factors for all oiland gas corporations to ensure the bestquality graduates consider this interestingand technically challenging industry. Theseactivities could include offering moreinternships, and sponsoring more studentsto attend technical conferences so they cansee the exciting challenges of our industryfor themselves, and to be closer to the keyindustry expertise. Attributes thatrecruiters should look for includeenthusiasm, ambition, technical curiosity,and good team and communication skills.“Investing in training and development is

important to supply our industry with acompetent workforce. Strategies will bedifferent based on the industry sector, butthey should all aim at reducing time toautonomy for new hires. We should alsostart relying more on new IT technologyand simulators to be more effective withour training programmes and incorporatedelivery channels, techniques and

methodologies that are appealing to thenew generations.”So what measures should be put in

place to retain young people and helpthem advance in the industry? “Motivationand engagement surveys are a goodstarting point, which can help identifytrends and areas of importance,” saysAlsuhaibani. “But it’s also important toencourage opportunities for engagementand interaction across all levels of theindustry. Knowledge sharing andinteraction with senior personnel can helpto amplify the industry vision beyond justthe top echelons. Finally, I think it’simportant also to look beyond our industryand to learn from successes and failuresfrom other industries.”

Assim Alsuhaibani is speaking in PanelSession 6, “The next generation: talentmanagement for future energy”, to take placeon Wednesday 28 September.

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The next generation: talent management for future energy

EVENT


Assim Alsuhaibani, vice president andgeneral manager operations, Schlumberger

efficient and more technologicallyadvanced. Innovation and collaboration arekey for us to move forward successfully,especially during challenging times.

What do you think are some of themain issues facing the industrytoday, and how will they beaddressed at the conference?With a tough environment facing us, theE&P industry has been adjustingaccordingly. I would advise industryleaders, especially those in the serviceproviding business, to focus more on thelong term vision during this adjustment.Two key challenges we may face todayare that many senior professionals areleaving the industry, and not enough

students are interested in studyingpetroleum engineering. These concernswill be discussed at 16ATCE throughspecial sessions, such as ‘How IsAcademia Managing in A CyclicEnvironment?’E&P 2.0 has arrived, let us all work

hard to achieve its goals. n

We are delightedthat the event is beinghosted by the Abu DhabiNational Oil Company(ADNOC).”


http://romance.hoerbiger.com/

Oswaldo Pedrosa, president, Pré-sal Petróleo S.A. – PPSA “Collaboration among operators, academia,partners and suppliers is crucial to improveexisting technologies and develop newsolutions for the oil and gas industry. Thedecisions taken together through intensivecollaboration of different kinds of expertiseand competences maximise costoptimisation and technical improvements.

“In Brazil, the discovery of the offshorepre-salt reservoirs ten years ago brought afull range of new perspectives andtechnological challenges to the oil and gasexploration and production sector. Thejoining forces and sharing of technicalexpertise among pre-salt operator Petrobrasand partners have showed to be the best

approach to deal with such challengingprojects where activities are performedaround 300 km off the coast, in waterdepths of more than 2,000m, reaching largereservoirs nestled 5,000m below theseabed, overlaid by a salt layer that is about2,000m thick.

“One of the things that could bring greatbenefits and encourage team collaboration isto change the way most oil and gasconsortia are traditionally organised. Thedecision-making is usually done in formalmeetings of the operating committee,supported by technical sub-committees,where an asymmetry of informationbetween the operator and non-operatorteams can inhibit cooperation among thetechnical partners.

“Changing paradigms to count on thetechnical teams from all partners in a dailybasis – with different know-how andcapabilities - can contribute enormously tosolving operational challenges anddeveloping new solutions to provide thebest results.

“The Libra field is one of the largest pre-salt discoveries to date in Brazil and is anexcellent example of a successfulcollaboration project. The Libra Consortium ismade up of Petrobras (operator, 40 percent), Shell (20 per cent), Total (20 per cent),CNPC (10 per cent), CNOOC (10 per cent)and PPSA (contract manager). The workingmodel between the consortium partners ispioneering a new way of conducting E&Pjoint venture operations. For the first time, a

Collaboration is a natural choice in technicallychallenging projects. (Photo: 3Dmentat/Fotolia)

Three leading industry professionals share their views on how collaboration between stakeholderscan be enhanced to maximise the benefits for all.

Reinventing the E&P industry

through collaboration


EVENT


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Joint Project Team (JPT), composed ofaround 180 professionals from five partnercompanies, is working together in the samesite. This daily side-by-side interactionpromotes constant knowledge andexperience sharing. Professionals fromdifferent nationalities work in synergy todeliver the best outcomes.”

Zhou Hongbo, VP CNOOCInternational Ltd“For those geographically difficult,technically challenging projects requiringlarge investment, like the pre-salt prospectsand reservoirs offshore Brazil, partnership insharing both risk and talent becomes anatural choice. In the current low oil priceenvironment, the ultimate objective amongpartners, which is to reduce costs andenhance returns of the project, should bethe same and fully aligned.

“In this case, Petrobras has done a greatjob in terms of putting together theexpertise/best practice of each partner byestablishing various committees throughwhich partners can discuss and makedecisions on important subjects, technicalworkshops, and providing secondees fromeach partner to the Joint Project Team.

“For projects to be successful, partnersneed to be aligned on objectives, whichshould be initiated and agreed among allparties, and share knowledge andcapabilities, for example combining the localknowledge of the NOC and the internationalexperience of the IOC. Parties with specialexpertise should be given the opportunity tocontribute to ensure that the best industrypractice and capabilities are used. Promotingtechnical innovation is key; further cuttingdown costs largely depends on thebreakthrough and use of new technology,and new ways of operation. In the case ofthe Libra project, technical innovation shouldfocus on subsurface geologicalunderstanding of the reservoir in reducingdevelopment uncertainties; and in offshoreengineering optimisation in cuttinginvestment costs.

“Each party in the project will have itsown management style or internalprocedures, which may not necessarilycoincide with each other, especially thosebetween operator and partners. In this casethorough communication and consultationprocedures become critically important inachieving agreement and understanding onconducting the project.

“As the first deepwater pre-salt projectunder the PSC model, Libra involves hugeinvestment and a long period of explorationand development. Given that it is still in thestage of exploration and evaluation, there isflexibility and the room to optimise, offeringthe chance to achieve lower cost and higherprofits through collaboration betweenstakeholders. Many good examples forsuccessful collaboration between thepartners exist, for example, there are variousbrain-storming workshops to discuss ideasin order to reduce costs, and around 20major technologies for optimisation havebeen identified from more than 100proposed initiatives.”

Wan Guangfeng, general director,CNPC Brazil“Maximising the benefits of the project isthe common goal of all partners, however,one should be aware that each partner mayhave different demands and expectations,which requires partners to establish goodrelationships of cooperation.

“The joint operations team should takemeasures to encourage partners to makefull use of their advantages for contributingto the project. Operators should share


EVENT


https://www.leistritz.com/en.html

critical information with partners in a timelyfashion based on the principle of opennessand transparency during the wholecommissioning process of the project. Theuse of secondees, technical committeemeetings, operating committee meetingsetc. should be maximised to provide moreopportunities to deepen mutualunderstanding between all partners, so thatthey can better support the operator's workto ensure the maximum benefits..

“To encourage and facilitate furtherindustry collaboration, I have threesuggestions:

“The first is to strengthencommunication and increase mutual trust.Faced with the challenges of technology andlow oil prices, oil companies must changethe way of thinking, strengtheningcooperation in E&P technology in order toimprove efficiency and minimise risk. Butthe premises of cooperation are mutualunderstanding and trust, which requires bothparties to put themselves in the other'sposition to handle problems and reducedifferences; good communication is neededto enable partners to work together to facethe challenges.

“The second one is exemplarydemonstration and experience sharing. Inrecent years, many international E&Pcooperation projects have achievedremarkable results, which have promotedinternational cooperation and enhanced theconfidence of oil companies to overcomedifficulties. Such successful joint ventureprojects should share experience,knowledge and improvement measures onthe international platform. ATCE provides avery good platform for such exchanges.

“The third is removal of collaborativebarriers though government support.Currently, most major oil and gas resourcesare in the hands of governments. In order toensure oil and gas resources arescientifically developed and economicallyutilised, governments should fashion policiesto encourage oil and gas producers toparticipate in the development of non-conventional and difficult-to-produce oil andgas resources, so both governments andpartners can maximise efficiency.”

The session on “Collaboration 2.0 –reinventing the E&P industry” will be heldon Tuesday 27 September.


EVENT

“AT HALLIBURTON, WE think of innovationas an application of technologies to our fieldwhich has not been used in oil and gasbefore, which is different from invention,where new science is being created,” saysGreg Powers, VP Technology, Halliburton.”We are using science and engineering fromother more mature businesses and applyingthem at the forefront of our industry. Therecan be uncertainties doing this because weoperate in such a harsh environment, but therewards are worth using this type of‘translation’ from other industries to achievethe prize. For example, we create newmolecules for some of our treatmentformulations, but more often we useexisting and well established molecules thatare manufactured in bulk for other industriesand find ways to use them in ourenvironment. We break a lot of groundintroducing these technologies to the oil andgas industry which is the basis for ourstrong patent portfolio.

“The role of innovation is critical forHalliburton to drive efficiency and reliability.Generally, technology is a key driver inchanging the parameters of what we do.Technology, especially innovation, advancesproductivity and can also be used to lowercost, for example by substituting newer,lower cost materials and ingredients. A goodexample of that is our MicroScoutTM Service,where we have learned to prop open moreof the fractures created in hydraulicfracturing. We can get the smaller fracturespropped with this technology, and they cancreate a great deal more production fromthe same fracturing event.

“The main ingredient in driving innovationis the organisational will to innovate. By itsvery definition, the outcome of innovation isnot 100 per cent secure. There is risk, andthe organisation must acknowledge that riskas well as allow for the probability offailures. At Halliburton, we separateinnovation from the development ofproducts. On the latter, we insist that weattain a high level of success because welive in a highly competitive world. Forinnovation, we are trying to ‘change thegame’ and must acknowledge that everyattempt does not do so. Management needsto continuously remind employees of thedifference between innovation and productdevelopment and make provision fordiffering expectations of the outcomes ofthe two activities. When employees knowthey will not be punished for tryingsomething new in an innovation programme,they can be freer to try novel ideas insteadof being incremental with a safedevelopment.

“Innovation should never go to zero intough times. It is incumbent upon theorganisation’s leadership to keep innovationgoing and be even more selective, not intaking the risk of success, but in makingsure that success in innovation is targeted atthe best economic outcome. The bottomline: those that stop innovating will stopwinning in the market. Halliburton is notstopping.”

Panel Session 1, “Radical ideas - innovationbeyond the limits” is being held onMonday 26 September.

“TO WEATHER THE current uncertainenvironment, the challenge is not the need fornew models, but rather the ability to effectivelytransition,” says David Reid, chief marketingofficer, NOV. “We need new strategies and ahealthy knowledge of our business to causeeffective change.

“Operational excellence can be critical inensuring long-term project sustainability andmitigating volatility, but it can also be the causethat creates a snowball of escalating costs. Thetwo concepts – operational excellence andproject sustainability – need to be balanced. Thedrive towards excellence can compete withefficient operations. Sometimes “better” is theenemy of “good enough.” Long term projectsustainability comes from considering optimalcost solutions with practical operationalexcellence programmes. If the programmesdeliver financial stability in low costenvironments, volatility can become less of adisruptive factor.

“The need for collaboration can be an importantfactor in managing risk and cost, but the mostcritical method is often transparency withinoperations. Collaboration is the outcome oftransparency and trust in business practice, whichcomes from honouring reasonable and sustainableprofit growth within multiple parties. However,when the business wins do not align, and one partygains disproportionately for their contribution,collaboration is not the solution. Instead, intensewatertight contract negotiation becomes important.

“This downturn is offering us an opportunity tomove towards solutions that can work for theentire industry now, and if designed well, over time.These more transparent solutions can aid indelivering a lower cost per barrel while managingrisk effectively.”

Panel Session 5, “Successful strategies formitigating the effect of boom and bust,” isbeing held on Wednesday 28 September.

Innovation beyond the limits

Mitigating the effect of boom and bust

Successful jointventure projects shouldshare experience andknowledge on theinternational platform.”


AspenTech provides an insight into how visualising hydraulic behaviourand the related product ecosystem can lead to efficient operations.

GREATER VISIBILITY INTO assetperformance can help chemicaland energy companies gain acompetitive edge. Having a better

understanding of column hydraulicperformance can significantly improve assetutilisation and reduce capital costs inrevamp projects and new designs.Predicting the performance of units is acritical component in the simulation oftowers for process design, performance andreconciliation purposes. And being able tosee precisely what is happening to thebehaviour of trayed and packed columnsmeans that process engineers can quicklyget to the root cause of operational issuesand make informed decisions that impactthe entire operation.With advanced simulation tools,

engineers can easily look inside the columnto troubleshoot operational issues andevaluate the best options for efficientlydesigning new and existing units. Usinginteractive functionalities with enhancedsoftware calculations, engineers are able tovisualise the entire column’s behaviour.Essentially, better decision-support reducescosts, time and project and operability risks.

A highly complex system Distillation column analysis is one of the keyareas of focus for chemical engineers.Gaining detailed knowledge of columninternals is a high priority for engineers,especially with regards to the behaviour ofequipment and processes. As one of themost expensive and energy consuming unitsin a plant, the fluid dynamics of the columncan be complex. Depending on the complexity of the task,

further help from in-house column expertsor engineering firms may be needed. Oil prices, especially in the Middle East,

are expected to remain low for the nearfuture, although it would not surprise if thevolatility returns. The availability of lightcrude oils and low natural gas pricesparticularly in the Middle East is propellingdebottlenecking projects related to columns

in both the chemicals and energy sectors.When capital is needed to debottleneck aprocess, engineers within engineering andconstruction companies (E&Cs) are similarlyfocused on minimising project capitalexpenditure (CAPEX) by reusing existingequipment (i.e. shell and piping), investing inlower cost adjacent equipment like feedheaters and coolers, or replacing the columninternals, as well as evaluating differentinternal configurations to find the mosteconomical option. In improving operations, process

engineers are focused on driving efficienciesand ensuring they make safe, confidentdecisions. For owner-operators, it is vital toincrease capacity, minimise operationalexpenditure (OPEX), optimise product qualityand troubleshoot operational issues. Bydetermining issues quickly, it is possible toreduce costly shutdowns and expensivephysical investigations. Pushing the capacityof the column, while operating closely tosafety constraints, is important to optimiseproduction performance. Cutting-edge simulation technology helps

users to better understand the behaviour ofcolumns and enables them to swiftlyaddress or predict operational issues byseeing the entire column in one view usingvisual presentations of inputs and results. Inaddition, engineers can look at the columnas part of the larger process with aninteractive solver for quick evaluations ofmultiple design options and operating cases.Now users can improve workflow by

creating and analysing column tray andpacked sections for hydraulic design andrating using an interactive sizing mode. Withintuitively designed functions, the engineerscan tune their designs to perform withinhydraulic limits by using hydraulic plots andclear system messages to quickly comparethe results of multiple designs.

Understanding columnperformanceNew technologies allow engineers tooptimise energy use in columns and quicklypinpoint potential issues affecting the unitwhether at the design stage,troubleshooting poor operational

Column of

strength

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performance or for revamp projects. With enhanced hydraulic correlations, it is

possible to decrease assumptions andproduce more accurate modelling for columnanalysis. The use of intuitive, interactive andvisual graphics for tray geometry or packinginputs and the resulting hydraulic plots forevery stage gives greater detail on thehydraulic behaviour of the individual stageswhile simultaneously providing a view ofperformance of the whole column. Theability to easily evaluate the effects ofchanges in flowsheet inputs, as well asinternals geometry on hydraulicperformance, allows for bettertroubleshooting and design.AspenTech recommends the use of

Aspen Plus and Aspen HYSYS for columnanalysis, and the solutions include:• Quicker insights into column performanceproblems and behaviour based on currentoperating conditions

• See the column as part of the largerprocess with an interactive solver forquick evaluations of multiple designoptions and operating cases

• Evaluate interactivity between columnsand other equipment before making

operations/revamp decisions• Ability to evaluate multiple revampoptions for more informed discussionwith vendors

• Automated sizing capabilities and designtemplates save time and effort whendesigning a new column and assist lessexperienced users in getting up to speed

• Reduce time and manual labour

Seeing the whole pictureGreater visibility into asset performanceprovides the platform for better decision-making. Advanced process simulation offersengineers powerful chemical engineeringcapabilities for column analysis. Gaininginsight into key processes enables betterand faster problem solving. With newcolumn analysis capabilities, new andexperienced engineers can troubleshootoperational issues and evaluate new andrevamp options with an interactive tool.Now, column design and rating no longer

needs to be done in isolation or viewed as amysterious black box. Visualising operationscan be achieved within an advanced processsimulator to fully understand the behaviourof a critical capital and energy intensive

piece of equipment. As a result, engineerscan minimise capital expenditure and makediscerning design decisions that affect theentire plant performance – great news forimproving performance and increasingprofitability. n

— By Luc Chantepy, regional sales vice-president for Middle East and North Africaregion at AspenTech

Luc Chantepy, regional sales vice-president for MiddleEast and North Africa region at AspenTech


IT


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Equipment Rental


WITH THE DOWNTURN in the oiland gas industry, cutting costsand maximising revenues havebecome the top priorities for

companies in the sector. Upstream oil andgas companies are feeling the brunt of lowoil and gas prices and one way they are nowdealing with the push to cut costs isequipment rental.Recent market surveys show that

integrated oil and gas companies in theMiddle East have reduced their investmentin equipment manufacture as renting oilfieldequipment is a cheaper option. Rentingequipment enables companies to reducethe overall capital cost for the operator andalso passes the liability for performance tothe equipment provider. This hasencouraged various oilfield operators in theMiddle East to opt for rental equipment foroilfield operations.“The down turn in the oil and gas

economy has affected the rental marketdrastically. The cost of new equipment for alot of users is not in the budget. Rentals

offer the customer a cheaper temporary wayto complete the job,” said Shawn Dunbar,production manager at Canadian EnergyEquipment Manufacturing FZE (CEEMFZE),one of the leading providers of oilfield rentalequipment in the Middle East. Speaking about the demand for rental

equipment, Dunbar noted that the companyhas seen a rise in the rental marketthroughout 2015 and 2016 and that its rentalequipment request for quotation (RFQ) isconsistent for many end users in the GCC.

The Middle Eastern marketA report on the rental equipment industry byResearch and Markets titled “OilfieldEquipment Rental Market in the Middle East2015-2019” predicts that the oilfieldequipment rental market in the Middle Eastwill grow at a compound annual growth rate(CAGR) of 12.43 per cent in terms ofrevenue over the period 2014-2019. . Therental facility has also reduced the entrybarrier and exit barriers in the industry, byproviding a more feasible option for newcomers than buying costly equipment.Dunbar pointed out that the market in the

Middle East has a lot of potential. He said,“At CEEM we see the rental market a lot

higher in the GCC than other markets weare involved in.”He noted that mud pumps, mud tanks,

hydraulic power units, 1502 pump iron andDNV baskets were some of the equipmentthat the company was focussing on.

Future projectionsDiscussing challenges faced by the industry,Dunbar said, “The main challenges we havefaced thus far is equipment setup/modifications to meet certain contractspecifications. Renting long term as well is a difficult challenge as most contracts areshort term.”He is, however, confident about the

future of the industry. “We feel that therental industry is going to continue to rise as the economy is still in a down turn,”Dunbar stressed. n

The oilfield equipment rental market in the Middle East isexpected to grow at a rate of 12.43 per cent annually in the

period 2014-2019. (Photo: supakitmod/Fotolia)

Canadian Energy Equipment Manufacturing FZE production manager Shawn Dunbar speaks to Oil Review Middle East about the growing prospects of the rental equipment industry in the Middle East.

Equipment rental unlocks new

avenues for growth

The down turn in the oil and gas economy has affected the rentalmarket drastically.”

CEEMFZE production manager Shawn Dunbar said thatthere has been a rise in the rental market throughout2015 and 2016


THE OIL AND gas industry is facingwhat optimists call a demographicgap, and what pessimists describeas a talent time bomb. Even before

the squeeze on resources caused by thedrop in the price, an aging cohort ofexpertise was leaving the industry with littlesign of replacement in sight. Of course, in the past couple of years,

the exodus of talent has been acceleratedby cost-cutting and efficiency drives in theface of low oil prices. Airswift estimates thatsince March 2015, more than 290,000 jobshave been lost worldwide, with manyemployees opting for early retirementpackages where offered. Initial stopgap reductions are now

extending deeper into organisations wheresome of the most skilled, and consequentlymost expensive, individuals have becomeexpendable. At Airswift we have seenexamples of Middle East operators andother participants across the value chainoffloading talent with more than 10 years’experience on specific projects.

Talent transfer and long-termeffectsSome individuals can transfer their skills tosectors that offer greater stability than theoil and gas industry. Project managementand engineering talent is moving into otherproject-related sectors, for example mining,nuclear power, renewables, downstream andchemicals as well as infrastructure. It’s too soon to tell if the oil and gas

industry has permanently lost this talent, butwhen the oil price recovers there may be along-term, more pronounced talentshortage. And if companies are unable to fillessential positions, then the risk to theirbusiness is significant.Oil and gas projects are bigger, more

complex and more resource-intensive thanever before. This requires a large,international and scalable employee basewith the right skills and experience tosupport projects through to completion. Ifthe right people aren’t available, these

projects will be delayed, costing operatorspotentially millions of dollars.

Changing dynamicsThis tipping point could arrive sooner thanexpected. Saudi Arabia’s recently-appointedoil minister, Khalid Al-Falih, reasserted SaudiArabia’s commitment to its oil economy in arecent interview and his firm expectationsthat the oil market will grow over the nexttwo decades.Organisations may feel pressured to take

proactive action to mitigate the risks oflosing vital expertise. The priority has to bethe retention of top performers. This is

crucial to ensure that each organisation has the right resources in place to train the next generation of talent and ensureknowledge transfer. For many firms, this is also a time to

re-think flexible workforce management. The industry has long been dependent onflexible workforces to fill gaps quickly whenthey occur. But the inherent advantage ofthis now comes at a cost that is proving tobe unsustainable. Initially, the instability and inherent risk

of contingent and flexible contracts meantcontractors could command higherremuneration packages. Although that riskelement is much lower in an industrystretched for resources, the remunerationremains the same.

Thinking smarterFlexibility therefore needs to get smarterand operate on a global scale rather than ona series of local operations. Before

More than 290,000 jobs have been lost in theoil and gas industry globally since March 2015.

(Photo: nirutft/Fotolia)

Andrew Ryan, VP Middle East and Central Asia at Airswift, stresses the need for all organisationsto have the right resources in place to develop the next generation of skilled and gas professionals.

Defusing the

talent time bomb

The priority has to be the retention of topperformers.”


Recruitment & Retention


recruiting, organisations should develop theflexibility to identify where key skill-setsalready reside within the business, and thendevelop the means to make them availablewhere they are most needed. Mobilisation services that support the

movement of key personnel from oneessential location to another in a quick,compliant and pain-free manner thereforeform part of the solution.

But there’s no denying that the upturn will demand a return to recruitment.The traditional model where hundreds ofsuppliers are managed on an ad hoc basis has a lack of both transparency andcost-effectiveness. However, the industry is seeing an

increasing demand for outsourced services.Proven to save costs and deliver efficienciesthey help streamline all recruitment activity,eliminate duplication, and provide greatercontrol over budget.

Information technologyPerhaps the biggest change in recruitmentpractices will be in the use of advancedinformation technologies as a solution toboth flexibility and the mobility problems.

One of the biggest challenges associatedwith a middle-aged workforce is theincreasing reluctance to travel the world atthe drop of a hat. The digital transformation in upstream

operations can address this challenge,enabling talent to collaborate without travel, providing mentoring and guidancefrom diverse locations, and optimising thevalue to be gained from retainingexperienced individuals. Not only does this make knowledge

sharing more efficient, but by making

working life less disruptive to personal life itcould also delay the point at whichexperience leaves the organisation. However, companies choose to resolve

the problem of retention and recruitment, itis absolutely crucial that all organisationshave the right resources in place to developthe next generation of skilled individuals. Ifknowledge transfer doesn’t take placeinternally, then organisations will be facingoff in an existential competition for the mostexperienced talent. That time bomb is ticking… n

The biggest changein recruitment practices willbe in the use of advancedinformation technologies.”

Andrew Ryan, VP Middle East andCentral Asia, Airswift


Recruitment & Retention


http://www.dmiinternational.com/

MIDDLE EAST PETROTECH 2016Date: 26-29 September 2016Venue: Bahrain International Exhibition & Convention Centre

What value do you think Middle EastPetrotech will bring to the global andregional downstream community?Middle East Petrotech is a major biennialevent which provides a timely insight intothe solutions available to those operating inthe refining and petrochemicals sector,which is so important to the futureprosperity of the Middle East. It facilitatesvaluable opportunities to network and seekout new business opportunities.Middle East Petrotech 2016 will bring

together specialised businesses and someof the petroleum industry’s largestcorporations, besides the major internationalcompanies, joint venture partners andservice providers. It’s a venue whereknowledge sharing and interaction betweenthe big players take place, which isespecially valuable in a volatile economicsituation, when cost optimisation andefficiency enhancement are a must. Delegates benefit from participating in

direct interaction and discussions as well asthe opportunity to evaluate the technologyon display and take part in the highlyregarded parallel pre-conference workshops,which attract technical experts from refiningand marketing organisations worldwide.The refining capacity of the Middle East

currently stands in excess of eight millionbpd, and this capacity is competitivelyincreasing faster than any other region of

the world. There are several new refineriescoming on-line that are modern, complexand integrated with petrochemicals, alongwith existing refineries being upgraded orexpanded. Therefore, the Middle East regionis well poised to be a major supplier ofpetroleum products as well as a key marketfor those supplying the downstreampetroleum industry.

What is the thinking behind theconference theme ‘Teaming up forExcellence: Industry, Government and Education’? Countries have demonstrated that cross-sector collaboration has enabled them toaccelerate in all fields. This has been seen bythe extent to which local downstreamindustries have leveraged natural resourcesfurther down the entire value chain. It istherefore imperative to unlock the fullpotential of collaboration, for the sake ofbuilding prosperity for future generations.This has never been as important as now,especially for the emerging economies andthe Middle East region, given structuraleconomic challenges, political uncertainties, increasing competition andthe new younger demographic.

As such, it is vital to take a collaborativeapproach that aligns stakeholders –Government, Industry and Education/Training– to maximise value. The framework should be enabled by

“balanced autonomy” where the value ofcollaboration enriches the dialogue betweenthe sectors, rather than a setup in which aunilaterally set agenda prevails. In addition, itshould be based on transparency, where thefree flow of information facilitates dataanalytics; for example, in a target settingprocess across sectors. The third enabler forthis framework would be accountability oneach sector to deliver the committedcollaboration objectives. Middle East Petrotech 2016 aims to

intersect the realms of Education,Government and Industry to underscoredistinctive elements of collaboration thatcould yield superior industrial development.This will be demonstrated with the sharingof real-life successes in the GCC region.Synergy between downstream oil

professionals, government officials andthose active in the education and trainingfields will lead to the advancement of thedownstream industries through themaximisation and exploitation of resources,as well as the implementation of bestpractices and benchmarking. The conference will attract top scientists

and business specialists, who will discusshow to promote business growth,diversification, job creation and careerenhancement in the downstream industries.Three independent sessions on the

individual roles of Government, Industry andEducation will facilitate the exchange ofideas and experiences on the sharing ofresources, location, talent, technology andcapital in the GCC region.

Stand discussions at the 2014 event

In the run-up to Middle East Petrotech 2016, Oil Review speaks to Bakheet Al-Rashidi, Petrotech2016 chairman and president and CEO, Kuwait Petroleum International.

Advancing the Middle East’s

downstream industry

The refining capacityof the Middle East currentlystands in excess of eightmillion bpd.”


EXHIBITION

S11 ORME 6 2016 - Middle East, Oilfield Comms & AxisEdit_Layout 1 19/08/2016 09:05

What do you think are the mainchallenges and opportunities faced bythe region’s downstream industrytoday, and how will the conferenceaddress these?In the current challenging economic timesand volatile market conditions, the interlinkbetween Government, Industry andEducation to optimise the best return onassets, will be the focus of discussions.This can be achieved mainly through

energy conservation, new tools for thesuccessful completion of projects, operationalexcellence and encouraging a culture ofreliability and efficient turnaround maintenance.Of vital importance is to understand the

latest developments and trends in the globaleconomy and future shifts in marketdynamics. Top business leaders andeconomists will discuss possible waysforward in an uncertain world.Health, Safety and Environment will also

be showcased in a bid to encourage thecreation of a culture of plant safety andenvironmental practices to help ensure asafer and healthier future.To highlight one of the major challenges,

as the GCC economies look to diversify,

improve public sector efficiency and growtheir private sector workforce, there is a vitalneed for a new mix of skill levels. Thisrequires a team of dedicated educationspecialists who can offer deep strategic andoperational expertise across the key sectors,from early learning through to secondary,vocational and higher education.

Are there any particular features ofthe event you would like to highlight?There have been several positive changesand enhancements for this year’s event.First and foremost we have changed thetiming from May to September for theconvenience of all stakeholders andparticipants, and to boost attendance.For the Forum day on 26 September, we

have secured a diverse range of top-classkeynote speakers and have broadened therange of topics on the agenda. As to thetechnical programme, we have introduced anew features such as the certificationexamination, short courses and “Meet theExperts” sessions instead of the standardpanel discussions. We have ensured a highdiversity and mix of speakers representingmore than 40 companies from across theglobe for the 63 technical sessions. We have targeted and made

arrangements for high number ofparticipants, with enhanced exhibition floorspace, and expect an increase in delegatesand visitors at the 2016 event.All this would not have been possible

without excellent support from theExecutive and Technical Committees, as wellas the event organisers - Arabian ExhibitionManagement - and partners.Finally, I would like to encourage

professionals from the different industries toparticipate, including national andinternational oil companies, professionalsocieties and universities. We will all benefitfrom our mutual interaction at thisprestigious Petrotech 2016.

The interlink betweenGovernment, Industry andEducation to optimise thereturn of assets will be thefocus of discussions.”


EXHIBITION


http://www.darvico.com/

1 1 13:59

POWER MANAGEMENT IN the oiland gas industry requires the highestlevels of engineering excellence andexpertise; operations are often

located some distance from the national gridnetworks or in hazardous, remote locationsthat can make the distribution of reliable,efficient power a complex and oftendangerous task.

To succeed in challenging environments,you need single-stop, customised solutions,industry tested engineering, as well as deepdesign expertise and innovation.

A tailored solutionEach stage of the oil and gas value chainpresents its own unique powermanagement challenge. In the tougher,more remote recovery environments ofupstream operations, costs are risinginexorably as well as risks to people and theenvironment. In this context, the trend hasbeen to ‘de-man’ using advanced remotemonitoring systems in order to reducephysical risks and offset a growing shortageof expertise and reducing costs. Operatorsare also constantly looking for ways toreduce capital expenditure and operatingcosts by using smaller and lighter equipmenton platforms coupled with energy efficientsolutions such as LED lighting.

Midstream, the trend is towards ever-larger vessels with huge pressurerequirements, ensuring asset integrity inageing pipelines, tougher environmentalscrutiny applied to new pipeline certificationsand finally increasing safety concerns withvessel, road and rail distribution. This has ledto the need for solutions withcomprehensive safety, control andmonitoring capabilities, together withoptimised maintenance with the assuranceof meeting all relevant regulatory andtechnical standards.

Downstream operators in this regioncontinue to upgrade existing refineries andbring new ones online in order to processchanging crudes – light sweet to heavy sour– all with a need for increased uptime.

Operators require solutions that can becustomised, on time and on budget, withthe unnecessary manning and downtime.

There is also a need for enhancedmonitoring and remote control to ensuresafety, asset integrity and environmentalperformance whilst reducing equipmentmaintenance needs. Working with onesupplier that provides electrical, hydraulicand mechanical power managementsolutions, enables customers to simplifytheir supply chain, while working withexperts who understand their businesschallenges. We often find that we can bringa new dimension of expertise, as well asaccountability, to help master the heavypower capabilities and safety systemsintegral to uninterrupted operations in theharshest of environments and to themaximisation of production and refiningoperations – without compromising safety.

Powering through innovationPower generation and distribution goes farbeyond the ability to ‘flip the switch’.Technology plays a vital role in ensuring thatpower is used in the most efficient andeffective ways possible, helping operationsto perform to the very best of their ability.

Technology must focus on the ability tosolve customers’ toughest powermanagement challenges, and a culture ofcollaboration means innovations can betaken from one industry and applied to manyothers that face similar issues. The oil andgas industry is no exception, and we findthat many of our most innovative andvaluable products first developed for otherapplications, are now used on offshore rigs.

These innovations must enablecustomers to concentrate on their day-to-day operations, safe in the knowledge thattheir critical power systems will run reliably,efficiently and safely.

Managing power, whether electrical orhydraulic, is a dangerous business,especially in the oil and gas industry. Yet,safe and efficient power must go hand inhand, whether that be ensuring that remotemaintenance can be upheld, through self-cleaning filters, or the installation ofproducts that absorb and dissipate thermalloads related to even the most severeclutch and brake operations, to moreadvanced piping and valves that ensure oiland gas recovery in the safest but mostefficient way.

And a number of solutions are designedto identify potential problems before theyoccur, by combining remote monitoringwith technology that encourages lowermaintenance-schedules as well as thosethat can sense a potential fault or riskbefore it occurs, for example, corrosion.Signal, alarm and surveillance solutionsoperate in extreme conditions, utilising asecure technology that protects its networkduring a disaster and reconfiguresautomatically if a unit goes down, providingalerts that continue broadcasting withoutinterruption. The system can be custombuilt from light-weight, flame-proof horns,to explosion-proof relays and bells toensure the correct level of monitoring isprovided for the surrounding environment.

The oil and gas industry is one of themost complex for the power industry, withthe need to provide solutions thataccommodate remote, hazardous locations,as well as a high-pressure and high-temperature industrial environment. Thisneeds highly evolved technology that cancontinually meet the demands of theindustry, while providing the necessary riskmanagement and safety requirements toensure that all employees and the businessitself can take on day-to-day work withoutworrying about the power behind it. n

Frank Ackland, general manager – Eaton Middle East, discusses strategies for effective powermanagement in the oil and gas industry.

Managing power safely in

oil and gas

Each stage of the oil and gas value chainpresents its own uniquepower challenge.”


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EVERY CRITICAL INFRASTRUCTUREfacility has a duty to protect thehealth and safety of workers and thepublic, as well as to protect the

environment. Typically, there are strictprocesses and policies in place to ensureemployees work in a safe way, use the righttools and equipment, and adhere to setprocedures in case of an emergency – forexample during a plant evacuation. But,beyond the main focus of keeping peopleand the environment safe and complyingwith legal requirements and industrystandards, health, safety and environment(HSE) considerations are also increasinglyevolving, with plant operators seeking – andgaining – a better understanding of theactual risks and effects of productionprocesses within their plant, and how bestto mitigate those risks.While HSE processes are often still

managed manually, some operators are nowstarting to turn to network video technologyto help them automatically monitor processadherence, evaluate risks in real-time, andimprove health and safety practices.Network video cameras may already be

in place to protect a plant againstunauthorised access, sabotage and theft.The same technology can also be used toensure the safety of the workers within thefacility. For example, with the help ofnetwork cameras that are integrated withthe access control system, operators canhave an overview of how many workers arepresent in each area of the facility, at anygiven time. In case of an emergency, thisinformation can be crucial to ensure the safeevacuation of every person within the plantand its surrounding area.Integrated with access control and using

advanced image processing techniques forlicense plate or facial recognition, thenetwork cameras can identify, inspect andtrack vehicles, drivers and passengers fromthe moment they pass through the gates,and ensure that safety procedures arefollowed and no worker or visitor enters a

zone that they are not authorised to or thatis not safe to access.Similarly, the same cameras can be used

to make sure employees are working in asecure and clean environment and in a safemanner at all times. With add-on videoanalytics applications such as cross-linedetection, the cameras can, for instance,automatically alert individuals if they aregetting too close to a dangerous zone or tothe machinery. Thermal network camerascan track whether safety helmets, high-visibility vests or safety glasses are worn,while at the same time protecting theemployees’ privacy as they don’t recordfacial features. And finally, to detectdangerous and hazardous situations,network cameras can be used to check forany leakages, smoke, or gas flares, and raiseautomatic alarms so operators can actquickly and minimise any risk of injuries, ordamage to the plant or the environment.While safety procedures help minimise

the number of incidents, emergencies dooccur. In case of an incident such as a fire, afast response is crucial. Intelligent networkcameras installed throughout the facilityenable operators to identify the type, scopeand severity of the incident so that properaction can be taken. They can assist the safeand rapid evacuation of the plant bydetecting smoke and how it develops,tracking the flow of evacuation through thebuilding, and tracking and supporting therescue team as they enter the facility.Advanced camera technologies thatenhance image quality help provide a clearpicture of the situation, even in situations

where visibility is poor due to smoke, dustor darkness.While it is easy to see how network

cameras can aid an operator to safely run aplant in day-to-day operation, identifyhazards and mitigate risks, and to deal withemergencies, long-term reviews andimprovement of HSE practices are also anarea worth considering.The key to continuously evaluating risks,

and improving equipment, processes andservices for maximum safety is to knowexactly how workers and visitors moveinside a plant. Who is doing what, when andwhere? Network cameras let the operatornot only follow a situation in real-time, butalso collect statistical data over a period oftime to gain a better understanding of whathappens inside the facility day to day –helping the security and the safety managerto adjust and update safety and environmentpolicies and procedures as and whenneeded, and serving as a training tool wheninstructing employees on safe practices.Due to their superior image quality,

connectivity, scalability, and scope for addingvideo analytics applications, network videocameras are increasingly replacing analogCCTV cameras to secure criticalinfrastructure facilities. With the addedbenefit of being able to support HSEprocesses, the transition to network videobecomes an even more obvious choice. n

Andrea Sorri, Axis Communications

Andrea Sorri, director business development – government, city surveillance and criticalinfrastructure – Axis Communications, discusses how network video can play a valuable role insecuring critical infrastructure facilities as well as supporting HSE processes.

Protecting people, processes and

critical infrastructure

Intelligent networkcameras enable operators toidentify the type, scope andseverity of the incident.”


HSE


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S12 ORME 6 2016 - DNV GL, RSI Group, Innovations A_Layout 1 19/08/2016 09:07

http://oilandgas.layher.com/

DNV GL WELCOMED theworld’s largest semi-submersible drilling rig intoclass recently. At 123 metreslong and 78 metres wide,Ocean Greatwhite was built byHyundai Heavy Industries(HHI) in Ulsan, South Korea. Owned by the Houston-

based drilling contractorDiamond Offshore, the rig willbe chartered to oil major BPand will operate in the GreatAustralian Bight.The rig is a new design

MOSS CS60E highspecification state-of-the artsemi-submersible drilling unit,which has also been designedto be suitable for operations inharsh environments.Karl Sellers, SVP, technical

services, at Diamond Offshore, said, “TheOcean Greatwhite is purposely built fordrilling in harsh environments. HHI and DNVGL were integral in helping us get this rig tomarket as we prepare for the drilling projectin Australia with BP.”Youngseuk Han, senior executive vice-

president at HHI, added, “We have a strongrelationship with both DNV GL and DiamondOffshore. We are proud to deliver the firstdrilling ship of this size and look forward tomany more projects on this scale.”According to Paal Johansen, V-P and

regional director, Americas at DNV GL,

Ocean Greatwhite is capable of operating indepths of up to 3,000 metres and can drilldown to a depth of 10,670 metres. Ocean Greatwhite is also the first

new-build rig to receive the DNV GLIntegrated Software Dependent Systems(ISDS) notation. ISDS are systems whose performance is

dependent on the overall behaviour of theirintegrated software components. DNV GL’sISDS standard helps owners and operatorsminimise software integration errors anddelays in projects involving complexintegrated systems.

According to DNV GL, thecertification ensures thatsoftware and integrationissues are identified andresolved early on during theproject design stages. “It also represents a new

approach to verification, as itemphasises a review of theworking methods andprocesses that lead to thedelivery the systems, ratherthan simply focusing on thefinal review of documents andinstallations to ensure theymeet product requirements,”the company added.Industry data suggests that

high specification mobileoffshore drilling units mayexperience 30 per centdowntime during the first

years of operations, which makes asystematic framework for ensuring thatISDS achieve the required reliability,availability, maintainability and safetyessential. “We expect that the operationalperformance of Ocean Greatwhite willdemonstrate how the ISDS notation cancontribute to increasing the reliability of thesystems onboard,” added Johansen. DNV GL’s ISDS teams in South Korea,

Norway and the USA contributed to theproject. DNV GL has also provided advisoryservices to HHI on the integration of thesystems throughout the building process.

THE SEALCORE NETWORK is looking to expand itsproduct sales in the Middle East.

The Sealcore Network is the result of the unionof some entrepreneurial Italian companies activefor many years in the production of customisedarticles and technical components for variousindustrial sectors. The companies falling underthe Sealcore Network are active in industriessuch as aerospace, wind, mining, primary metals,pulp and paper, naval and marine, food,automation, petrochemicals, pharmaceutical,

hydraulic, dynamic sealing and general industry.Sealcore products operate in several applicationsand encompass a variety of equipment, fromvalves to compressors, pumps, electric gearboxesand general industry machines, with specificapplications related to pistons, cylinders, machinetools, motors, connectors, actuators and more.

The Network serves distribution and theaftermarket business, as well as OEM customers and end-users, engineering solutionsto the applications.

The 12 companies that fall under the networkcomprise a total of 582 employees and reportedUS$118mn in sales last year. More thanUS$16.7mn is planned to be invested in the years2015-2106 in addition to the US$33mn alreadyinvested between 2012 and 2014, in order tostrengthen, expand and modernise the existingproduction facilities, all located in Italy, andextend the presence of the Network abroadthrough new offices and warehouses.

The lean management and a focus on customerservice, in addition to the quality made in Italyguaranteed, are the strength of the SealcoreNetwork, according to the firm, which has beenstructured on the basis of seven main activitiesdivided into product divisions. These include:OringOne – large sizes and endless O-ringsproduced with an innovative step-moldingmethod, DUCI – O-rings in various compoundswith many approvals and certificates of quality,DUEPI – molds design and manufacturing(injection molding of custom-made articles inmany techno-polymers and liquid silicon),FLUORTEN – PTFE and high performancepolymers, and others.Some examples of Sealcore products

The Ocean Greatwhite is theworld’s largest semi-submersibledrilling rig. (Photo: HHI)

From valves to pistons and everything in between

ISDS first for DNV GL-classed world’s largest semi-submersible rig


Innovations



http://www.saoge.org/

THE RSI GROUP specialises in professionaldrilling rig surveys and technical projectsupport. RSI provides its inspectionservices to the majority of the small,medium and major oil companies inbusiness today.During the ongoing downturn in the oil

industry, many offshore and onshoredrilling units have been stacked and laidup. If operators are to avoid rig equipmentNPT during their future drilling operations,then close scrutiny of the drilling unitequipment, systems and operations onthese stacked drilling units would berequired. The pressures on the industrystakeholders to ensure that costs are keptto a minimum can certainly have anadverse effect on the condition of stackeddrilling units.The RSI Group chairman and CEO, Craig

T Sinclair said, “In these challenging timesthe RSI Group provides peace of mind forthe operators. RSI represents theprofessional end of the rig inspectionmarket and for 16 years we have

consistently delivered very high standardsof drilling rig inspection. In fact, there is noother inspection company in business todaythat comes close to the quality of serviceand professional delivery that RSI provides.”The worldwide drilling industry is said to

be shrinking by the day, with thedepartments being trimmed and staffbecoming redundant. All of these eventscould have a negative impact on thecondition, maintenance and operations onstacked drilling assets. It is thereforealmost imperative for prospectiveoperators to ensure that these stackeddrilling assets are thoroughly inspectedand tested prior to reactivation and drillingoperations commencing.RSI Group would ensure the safe and

efficient working of its drilling operationsthrough its companies – Rig SurveyInternational, RSI Engineering and RSI WellControl Services. The companies work24/7, dispatching engineers to the ongoingprojects to check on the rig equipment,systems and operations.

BOOTS & COOTS Services, a subsidiary ofHalliburton, has developed a global rapidintervention package (GRIP), a suite ofservices to help reduce costs anddeployment time in the event of subsea wellcontrol events. According to the company,GRIP provides well planning and well killcapabilities facilitated by its global logisticsinfrastructure and existing product servicelines. This includes an inventory of well testpackages, coiled tubing units and reliefwell ranging tools.

In addition, GRIP features ‘RapidCap’, ahigh temperature, 15,000 psi air-mobilecapping stack.

It incorporates a specially designed gatevalve-based system making it significantlylighter, less expensive and more mobilethan options currently on the market, thecompany claims.

According to Boots & Coots, cappingstack systems currently available areextremely difficult to deploy due to theirsize and weight (roughly 100,000 – 140,000

kg) and are expensive to transport andreassemble on a job site.

To address the need for a more portableand cost-effective solution in cappingstack systems, RapidCap aims to reducedeployment time by up to 40 per cent overcompeting systems. RapidCap can be airtransported on a Boeing 747-400F and liftedby a 110 tonne or lighter crane and doesnot require specialised infrastructure.

“We are proud to offer the global rapidintervention package that will provide ourcustomers with easy access tocontainment and relief capabilities even inthe most remote areas,” said Boots &Coots vice-president consulting andproject management Jim Taylor.

“Boots & Coots has long beenrecognized as a global leader in wellcontrol response and GRIP furthers ourcommitment to safe offshore operations,”he added.

GRIP and the RapidCap air-mobilecapping stack are expected to be ready fordeployment by the end of 2016.

Founded in 1919, Halliburton is one of theworld’s largest providers of products andservices to the energy industry. Boots &Coots Services, established in 1978 andlater acquired by Halliburton, specialises inwell control.

GRIP and the RapidCap air-mobile capping stackare expected to be ready for deployment by the

end of 2016. (Photo: Pichitstocker/Fotolia)

Craig T Sinclair, RSI Group chairman and CEO.(Photo: RSI)

Halliburton introduces global rapid intervention package

Challenging times for rigs and drilling


Innovations


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S13 ORME 6 2016 - Rig Count_Layout 1 19/08/2016 09:10

http://www.spe.org/

Middle East & North AfricaThe Baker Hughes Rig Count tracks industry-wide rigs engaged in drilling and related operations, which include drilling, logging, cementing, coring, well testing,waiting on weather, running casing and blowout preventer (BOP) testing.

Source: Baker Hughes

RIG COUNT

THIS MONTH VARIANCE LAST MONTH LAST YEARCountry Land OffShore Total From Last Month Land OffShore Total Land OffShore Total

Middle EastABU DHABI 28 20 48 0 32 16 48 25 11 36DUBAI 0 2 2 0 0 2 2 0 2 2IRAQ 39 0 39 -2 41 0 41 61 0 61 JORDAN 0 0 0 0 0 0 0 0 0 0 KUWAIT 47 0 47 3 44 0 44 45 0 45 OMAN 65 0 65 -1 66 0 66 57 0 57 PAKISTAN 29 0 29 -1 30 0 30 19 0 19 QATAR 3 4 7 0 3 4 7 2 7 9 SAUDI ARABIA 108 17 125 1 106 18 124 97 18 115 SUDAN 0 0 0 0 0 0 0 0 0 0SYRIA 0 0 0 0 0 0 0 0 0 0 YEMEN 0 0 0 0 0 0 0 3 0 3 TOTAL 319 43 362 0 322 40 362 309 38 347

North AfricaALGERIA 55 0 55 2 53 0 53 49 0 49EGYPT 19 8 27 1 18 8 26 46 16 52 LIBYA 0 1 1 0 0 1 1 4 3 7 TUNISIA 1 0 1 1 0 0 0 0 3 3TOTAL 75 9 84 4 71 9 80 102 9 111

S13 ORME 6 2016 - Rig Count_Layout 1 19/08/2016 09:10

Project DatabankCompiled by Data Media Systems

Project City Facility Budget ($ US) Status KGOC - Al Khafji Gas and Condensate Export System Al-Khafji Gas 2,000,000,000 Construction

KGOC - Wafra Central Gas Utilization Project Wafra Gas Processing 1,000,000,000 FEED

KNPC - Mina Abdulla Refinery Sulphur Recovery Units Mina Abdullah Sulphur Recovery 1,000,000,000 EPC ITB

KNPC - Al Zour LNG Import and Regasification Terminal Al Zour Liquefied Natural Gas (LNG) 3,330,000,000 Engineering & Procurement

KNPC - Al Zour New Refinery - Overview Al Zour Refinery 15,500,000,000 Engineering & Procurement

KNPC - Al Zour New Refinery - Package 1 (Main Process Plant) Al Zour Refinery 3,000,000,000 Engineering & Procurement

KNPC - Al Zour New Refinery - Package 2 (Support Process Plant) Al Zour Refinery 3,000,000,000 Engineering & Procurement

KNPC - Al Zour New Refinery - Package 3 (Utilities and Offsites) Al Zour Offsites & Utilities 3,000,000,000 Engineering & Procurement

KNPC - Al Zour New Refinery - Package 4 (Tankage) Al Zour Refinery 3,000,000,000 Engineering & Procurement

KNPC - Al Zour New Refinery - Package 5 (Marine Facilities) Al Zour Refinery 850,000,000 Engineering & Procurement

KNPC - Al Zour New Refinery - Soil Reclamation & Treatment Works Kuwait Dredging/ Reclamation 700,000,000 Construction

KNPC - Clean Fuels Project - Mina Abdullah Refinery - Phase 1 Mina Abdullah Refinery 4,000,000,000 Construction

KNPC - Clean Fuels Project - Mina Abdullah Refinery - Phase 2 Mina Abdullah Refinery 4,000,000,000 Construction

KNPC - Clean Fuels Project - Mina Abdullah Refinery 550,000,000 ConstructionMina Abdullah Refinery Oil Processing Units

KNPC - Clean Fuels Project - Mina Al Ahmadi Refinery - Phase 3 Mina Al Ahmadi Refinery 5,000,000,000 Construction

KNPC - Clean Fuels Project Mina Al Ahmadi Refinery 71,800,000 Construction- Mina Al Ahmadi Refinery Substation Upgrades

KNPC - Discharge of Treated Effluent Various Pipeline 100,000,000 Feasibility Study

KNPC - Expansion of Ahmadi Depot Ahmadi Mixed-Use Development 250,000,000 Construction

KNPC - Kuwait Clean Fuels Project - Overview Various Refinery 13,000,000,000 Construction

KNPC - Matlaa New Depot Northern Kuwait Oil Storage Tanks 500,000,000 EPC ITB

KNPC - Mina Abdulla Refinery Flare Gas Recovery Unit Mina Abdullah Mixed-Use Development 100,000,000 Construction

KNPC - Mina Al Ahmadi Refinery Fifth Gas Train Mina Al Ahmadi Gas Production 2,000,000,000 Construction

KNPC - Mina Al Ahmadi Refinery LNG Storage & Mina Al Ahmadi Liquefied Natural Gas (LNG) 250,000,000 ConstructionRe-gasification Services

KNPC - Mutla Ridge Project Mutla Ridge Oil Storage Tanks 1,000,000,000 Feasibility Study

KOC - Al Zour New Refinery Crude Oil Pipeline Ahmadi Oil 800,000,000 EPC ITB

KOC - Flow Lines Repair and Rehabilitation Various Flowlines 50,000,000 Construction

KOC - Exxon Mobil Corporation - Jahra Oil Field Development 500,000,000 ConstructionRatqa Lower Fars Heavy Oil Handling Facilities - Drilling Package

KOC - Kuwait Bay and Divided Zone Offshore Exploration Various Exploration 900,000,000 Engineering & Procurement

KOC - Kuwait Environmental Remediation Program (KERP) Northern Kuwait Oil & Gas Field 100,000,000 Construction- North Package

KOC - Kuwait Environmental Remediation Program (KERP) - Overview Kuwait Oil & Gas Field 3,000,000,000 Construction

KOC - North Kuwait High Pressure Flowlines for Jurassic Wells Northern Kuwait Flowlines 230,000,000 Construction

KOC - North Kuwait Jurassic Early Production Facility (EPF) - Phase 2 Northern Kuwait Oil Production 100,000,000 EPC ITB

KOC - North Kuwait Jurassic Oil and Gas Field Development Northern Kuwait Oil & Gas Field 1,300,000,000 EPC ITB

KOC - North Kuwait Manifold Gathering System Northern Kuwait Gas Gathering Centre 2,500,000,000 Construction

KOC - North Kuwait Manifold Group Trunkline (MGT) System Northern Kuwait Oil 800,000,000 Construction

KOC - Ratqa Lower Fars Heavy Oil Development - Phase 1 Northern Kuwait Steam Injection 4,500,000,000 Construction

KOC - Soil Remediation Services - Lot A Kuwait Oil & Gas Field 100,000,000 Construction

KOC - South and East Kuwait Oil Flow Lines Various Flowlines 50,000,000 Construction

KOC - Southeast Kuwait Installation of Flowlines Southeast Kuwait Flowlines 100,000,000 Construction

KOC - Southeast Kuwait Manifold Scheme Southeast Kuwait Flowlines 350,000,000 EPC ITB

KOC - Southeast Kuwait Replacement of Air System Southeast Kuwait Flowlines 100,000,000 EPC ITB

KOC - Southeast Kuwait Replacement of Hydrogen Compression Units Southeast Kuwait Compressor Station 50,000,000 Construction

KOC - Southern Kuwait Maintenance of Oil Production Facilities Kuwait South Oil Production 150,000,000 EPC ITB

KPC - Northern Oil Field Development Northern Kuwait Oil Field Development 900,000,000 EPC ITB

PIC - Olefins 3 Petrochemicals Plant Al Zour Linear High Density 5,000,000,000 Feasibility Study Polyethylene (LHDPE)

OIL, GAS AND PETROCHEMICAL PROJECTS - KUWAIT

S14 ORME 6 2016 - DMS Project List Kuwait_Layout 1 19/08/2016 09:12

Project Name KOC - NORTH KUWAIT MANIFOLD GATHERING SYSTEM FOR GATHERING CENTRES (GC) 29, 30, 31

Name of Client KOC - Kuwait Oil Company

Estimated Budget ($ US) 2,500,000,000

Facility Type Gas Gathering Centre

Status Construction

FEED/PMC AMEC

Main Contractor Dodsal (Gathering Centre 31), Petrofac (Gathering Centre 29), L&T - Larsen & Toubro (Gathering Centre 30)

Project Start Q1-2011

End Date Q4-2017

Award Date Q3-2014

Project DatabankCompiled by Data Media Systems

Project Summary

Background

Project FocusCompiled by Data Media Systems

Project Scope

The scope of the project involves the construction ofthree gathering centres, each of which has to meetthe following criteria: • Produce oil at 100bpd • Handle water up to a rate of 240MBWPD • Handle gas from wet fluids at up to 60MMSCFD • Oil product must meet the Kuwait exports crude

requirement • Export water to the central injection pumping

facilities • Export gas to lower pressure to BS131 and / or

BS132 for compression

Each of the facilities will be divided into six mainprocess systems: • Gas / liquid separation • Oil / water separation • Dehydration and desalting • Tank gas compression and gas handling • Crude oil storage and transfer • Effluent water treatment and handling

To support the main process systems the followingfacilities will be required: • Test separation and storage • Chemical injection • Brackish water • Fuel gas • Flares • Instrument / plant air • Firewater • Diesel • Potable water

Kuwait's oil fields are connected to 26 gathering centres, which serve as a collection location for crude produced at several wells connected by flowlines, providinginitial treatment through the separation of associated gas and removing salt. The three new gathering centres are needed as part of KOC's long-term strategy todevelop the oilfields of North Kuwait.

Project Status

Date Status

Jul 2016 Overall project construction works will be 25 per cent completed by the end of July 2016. The project is on schedule to be completed byDecember 2017.

Mar 2016 Construction on GC 30 and GC 31 is underway.

Dec 2015 Construction works on GC29 are underway.

Sep 2015 Gulf Spic General Trading & Contracting Company has been awarded a subcontract for mechanical, structure, piping, electrical, instrumentationand telecom works for US$56mn on GC 29.

S15 ORME 6 2016 - Kuwait Project Focus_Layout 1 19/08/2016 09:12

S16 ORME 6 2016 - Arabic_Layout 1 19/08/2016 09:14

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eo˘˘˘ü°˘˘˘¨˘˘˘ô H˘˘˘ÉS°˘˘˘à˘˘˘î˘˘˘óGΩ G’S°˘˘˘àû°˘˘©˘˘ÉQ Gdù°˘˘ª˘˘©˘˘» GŸoƒR´)SAD(. ZÒ GCf˘˘˘¬, hdù°˘˘˘ƒA G◊ß, a˘˘˘ÉE¿ Gd˘˘˘à˘˘˘µ˘˘˘∏˘˘Ø˘˘áGd˘Ñ˘Ég˘¶˘á –ƒ∫ GCj†°˘É Oh¿ J˘£˘Ñ«≥ Gd£ô¥ G◊Éd«áGŸàÉMá ’S°àîóGΩ G’Cd«É± Gd†°ƒF«á. gòG ‘ MÚj˘˘˘˘˘ƒDO… J˘˘˘˘˘ôc˘˘˘˘˘«Ö G’Cd˘˘˘˘˘«˘˘˘˘˘É± Gd†°˘˘˘˘˘ƒF˘˘˘˘˘«˘˘˘˘˘á H˘˘˘˘˘ÉS°˘˘˘˘˘à˘˘˘˘î˘˘˘˘óGΩJµæƒdƒL«É ILFGE¤ GdàîØ«∞ eø MóI gò√ GŸû°µ∏áHóQLám cÑÒI, GE¤ LÉfÖ J≤∏«π GıÉWô GŸôJÑ£áH˘¡˘É, W˘ÉŸÉ c˘É¿ e˘ø GŸª˘µ˘ø GEL˘ôGA Y˘ª˘∏˘«˘Éä GŸù°íGdù°«õe» GŸoü°¨ô Y∏≈ Lª«™ G’BHÉQ.

ILFg˘ƒ f˘¶˘ÉΩ U°˘¨Ò G◊é˘º he˘ƒa˘ô d˘∏˘àµÉd«∞hhM«ó G’S°à©ªÉ∫, hgƒ j≤∏π cª«á e©óGä Gdù°£íhGd˘©o˘ª˘É∫ hGd˘ƒbâ GÿÉU¢ H˘ÉEL˘ôGA Yª∏«Éä GdàóNπGdæªƒPL«á.

G’EeµÉf«áJ˘˘˘˘˘©˘˘˘˘˘àÈ G’Cd˘˘˘˘˘«˘˘˘˘˘É± Gd†°˘˘˘˘˘ƒF˘˘˘˘˘«˘˘˘˘˘á hY˘˘˘˘˘ª˘˘˘˘˘∏˘˘˘˘˘«˘˘˘˘˘Éä GŸù°˘˘˘˘í

HÉS°àîóGΩ G’S°àû°©ÉQ Gdù°ª©» GŸƒR´ a≤§ ›ôON˘˘˘£˘˘˘ƒGä GChd˘˘˘«˘˘˘á ‘ f˘˘˘¶˘˘˘ÉΩ Gd˘˘˘à˘˘˘óN˘˘˘π G÷ój˘˘˘ó g˘˘òG,hGd˘ò… Áã˘π Gd˘à˘©˘Éh¿ L˘õAG fiƒQj˘É a˘«˘¬. aÉd©ªπG÷ªÉY» gƒ f≤£á G’f£Ó¥, d«ù¢ a≤§ ‘ J£ƒjôJ˘˘µ˘˘æ˘˘ƒd˘ƒL˘«˘É ILFhGE‰É GCj†°˘˘˘˘˘˘˘˘É ‘ L˘˘˘˘˘˘˘ª˘˘˘˘˘˘˘«˘˘˘˘˘˘˘™ GChL˘˘˘˘˘˘˘¬Gdü°˘˘˘˘æ˘˘˘˘ÉY˘˘˘á H˘˘˘ƒL˘˘˘¬ Y˘˘˘ÉΩ. hJ˘˘˘£˘˘˘Ñ˘˘˘«˘˘˘≤˘˘˘Éä ILFJàª«õHæ£Éb¡É GdƒGS°™, hMà≈ –≤≥ GCY¶º JÉCKÒ, aÉEf¡ÉJ˘˘à˘˘£˘˘∏Ö T°˘˘ôc˘˘Éä GCN˘˘ôi e˘˘à˘˘îü°ü°˘˘á e˘˘ø Gd˘˘≤˘˘£˘É´

Gdü°˘˘æ˘˘ÉY˘˘» G’ChS°˘˘™ f˘˘£˘˘Éb˘˘É d˘˘à˘˘£˘˘ƒj˘˘ô Gd˘˘à˘˘µ˘˘æ˘˘ƒd˘ƒL˘«˘ÉGŸoµ˘˘˘ª˘˘˘∏˘˘˘á d˘˘˘¡˘˘˘ò√ Gd˘˘˘à˘˘˘£˘˘˘Ñ˘˘˘«˘˘≤˘˘Éä. hGCNÒG, J˘˘©˘˘àÈ g˘˘ò√Gd˘à˘µ˘æ˘ƒd˘ƒL˘«˘É e˘æü°˘á J˘æ˘£˘∏˘≥ e˘æ˘¡˘É GCL˘«˘É∫l L˘ój˘óIlhYójóIl ’COhGä GdàóNπ G’BNòI ‘ Gdà£ƒQ.

aÉdàëù°«æÉä G’EV°Éa«á, Gdà» jàº GEONÉd¡É Y∏≈J˘µæƒdƒL«É ILF,S°˘à˘ƒa˘ô GdØôU°á ’ELôGA Yª∏«ÉäGd˘à˘óN˘π ‘ G’BH˘ÉQ Gdû°˘ÉF˘©˘á G’CN˘ôi; e˘ã˘π Jù°˘é˘«˘πGdÑ«ÉfÉä hGdàã≤«Ö hYª∏«Éä GŸù°í G’ŒÉg», Y∏≈S°˘Ñ˘«˘π GŸã˘É∫ hd˘«ù¢ G◊ü°˘ô. he˘ø T°ÉC¿ Gdàü°ª«ºGŸƒaô d∏àµÉd«∞ dàµæƒdƒL«É ILF,G’ES°ôG´ eø OhQIJ˘£˘ƒj˘ô GŸæ˘à˘è GE¤ M˘ó c˘ÑÒ. a˘©˘∏˘≈ T°˘Éc˘∏á N†°ƒ´Gd˘¡˘ƒGJ˘∞ Gd˘òc˘«˘á d˘à˘ë˘ój˘ãÉä eù°àªôI hGS°àÑóGd¡ÉHÉ’EU°óGQGä G’CMóç, Jà«í WÑ«©á JµæƒdƒL«É ILFhM«óI G’S°à©ªÉ∫ GEONÉ∫ –ójãÉä eæà¶ªá Y∏«¡É,he˘˘˘˘ø K˘˘˘˘º jù°˘˘˘˘à˘˘˘˘Ø˘˘˘«˘˘˘ó M˘˘˘≤˘˘˘π Gd˘˘˘æ˘˘˘Ø˘˘˘§ e˘˘˘ø Gd˘˘˘à˘˘˘£˘˘˘ƒQGäGd˘à˘µ˘æ˘ƒd˘ƒL˘«˘á Gdù°˘ôj˘©˘á Gd˘à˘» J˘£˘ôGC Y˘∏˘≈ U°æÉYÉäGCNôi.

GE¿ Gd˘˘˘£˘˘˘ôj˘˘˘≥ GCU°˘˘˘Ñ˘˘˘í ‡¡˘˘˘óGk G’B¿ GCe˘˘˘ÉΩ Gd˘˘©˘˘≤˘˘ƒ∫GŸæ˘˘Ø˘à˘ë˘á hGŸà˘£˘∏˘©˘á f˘ë˘ƒ GŸù°˘à˘≤˘Ñ˘π. hQÃÉ Jü°˘Ñ˘í

W˘˘˘˘˘ô¥ Gd˘˘˘˘˘à˘˘˘˘˘óN˘˘˘˘π Gd˘˘˘˘à˘˘˘˘» f˘˘˘˘©˘˘˘˘ôa˘˘˘˘¡˘˘˘˘É Gd˘˘˘˘«˘˘˘˘ƒΩ e˘˘˘˘ôJ˘˘˘˘Ñ˘˘˘˘£˘˘˘˘áH˘˘˘à˘˘˘µ˘˘˘æ˘˘˘ƒd˘˘˘ƒL˘˘˘«˘˘˘É Y˘˘˘à˘˘˘«˘˘˘≤˘˘˘á e˘˘ø GŸÉV°˘˘». he˘˘™ Gd˘˘à˘˘óGh∫Gd˘à˘é˘ÉQ… d˘à˘µæƒdƒL«Éä GdàóNπ eãπILF,QÃ˘É ’jü°Ñí d¡ò√ Gd£ô¥ GCKôl ‘ GdƒLƒO.

GGdd££ôô¥¥ GG◊◊ÉÉdd««áá dd∏∏ààóóNNππ ‘‘ GG’’BBHHÉÉQQ YYÉÉdd««áá GGddààµµÉÉdd««∞∞ hh––ààÉÉêê ccããÒÒGG eeøø GGdd©©ªªÉÉ∫∫

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d˘à˘ë˘≤˘«˘≥ GCY˘∏≈ eù°àƒjÉä G’EfàÉL«á, jà©Ú Y∏≈GŸoû°¨∏Ú OheÉ eôGbÑá hU°«Éfá hGEU°Óì GBHÉQ GdæØ§hGd˘˘˘˘˘˘˘˘¨˘˘˘˘˘˘˘˘ÉR. h‘ Gd˘˘˘˘˘˘˘˘¶˘˘˘˘˘˘˘˘ôh± G◊Éd˘˘˘˘˘˘˘˘«˘˘˘˘˘˘˘á, M˘˘˘˘˘˘˘«å –ƒ∫Gd˘˘˘˘˘à˘˘˘˘˘µ˘˘˘˘˘Éd˘˘˘˘˘«˘˘˘˘˘∞ Gd˘˘˘˘˘Ñ˘˘˘˘˘Ég˘˘˘˘˘¶˘˘˘˘á Oh¿ M˘˘˘˘Ø˘˘˘˘ô GBH˘˘˘˘ÉQ L˘˘˘˘ój˘˘˘˘óIhGS°àµªÉd¡É, jµƒ¿ Gd∏éƒA GE¤ eàîü°ü°» GdàóNπ

‘ G’BH˘ÉQ L˘õAGk e˘¡˘ª˘Ék e˘ø Y˘ª˘∏˘«˘á G’Ef˘àÉê. hbó ”GH˘à˘µ˘ÉQ Gd˘Ñ˘æ˘«˘á G’CS°˘ÉS°˘«˘á d˘£ô¥ GdàóNπ ‘ G’BHÉQG◊Éd˘˘˘˘˘˘«˘˘˘˘˘˘á, he˘˘˘˘˘˘æ˘˘˘˘˘˘¡˘˘˘˘˘˘É G’Cf˘˘˘˘˘˘ÉH˘˘˘˘˘˘«Ö GŸôf˘˘˘˘˘˘á hGd˘˘˘˘˘µ˘˘˘˘˘Ñ˘˘˘˘˘ÓäGd˘µ˘¡˘ôH˘ÉF˘«˘á hGd˘µ˘Ñ˘Óä Gd˘ôa˘«˘©˘á ZÒ Gd˘µ¡ôHÉF«á,

e˘æ˘ò GCcÌ e˘ø 05Y˘Ée˘É e˘ÉV°˘«˘á. he©ôh± GC¿ cÓe˘˘˘ø g˘˘˘ò√ Gÿ«˘˘˘ÉQGä j˘˘˘ë˘˘˘à˘˘Éê GE¤ e˘˘©˘˘óGä V°˘˘î˘˘ª˘˘áhYÉd«á Gdàµ∏Øá ’ Jà£∏Ö a≤§ QGCS¢ eÉ∫ GS°àãªÉQ…c˘ÑÒ, hGE‰É J˘à˘£˘∏Ö GCj†°˘É Gd˘©˘ªπ dù°ÉYÉä Wƒj∏á.hGE¤ LÉfÖ Pd∂, a¡» Jû°Î∑ ‘ NÉU°«á hGMóI,hg˘» d˘∞ Gd˘µ˘Ñ˘Óä GCh G’Cf˘ÉH˘«Ö e˘ø Gdù°˘£í, hGdà»jéÖ GS°ÎOGOgÉ H©ó Pd∂.

hGEPG J˘˘˘©˘˘˘òQ GS°ÎOGOg˘˘˘É hW˘˘ôGCä e˘˘¡˘˘ª˘˘á dù°˘˘ëÖG’COhGä e˘˘ø OGN˘˘π Gd˘˘Ñ˘˘Ä˘˘ô, a˘˘«˘˘ª˘˘µ˘ø Jü°˘æ˘«˘∞ g˘òGGdæƒ´ eø GdØû°π Y∏≈ GCf¬ eõYè LóG GCh cÉQK» ‘GÙü°˘∏˘á Gd˘æ˘¡˘ÉF˘«˘á. hf˘à˘«˘é˘á dòd∂, ’ jàº GŸ†°»bóeÉ ‘ Gd©ójó eø Yª∏«Éä GdàóNπ GÙàª∏á, GCh

M˘à˘≈ GŸoî˘£˘§ d˘¡˘É. GEP j˘µ˘ƒ¿ e˘ø GŸà˘ƒb˘™ GC¿ J˘Øƒ¥GıÉW˘˘˘˘ô GŸõGj˘˘˘˘É Gd˘˘˘˘à˘˘˘˘» Áµ˘˘˘˘ø G◊ü°˘˘˘˘ƒ∫ Y˘˘˘˘∏˘˘˘˘«˘˘˘˘¡˘˘˘˘É.hjæ©µù¢ Pd∂ ` Y∏≈ hL¬ Gÿü°ƒU¢ ` Y∏≈ Yª∏«ÉäGŸôGbÑá, ’ S°«ªÉ Yª∏«Éä GEj≤É± Gd©ªπ ‘ G’BHÉQ,

Y˘˘æ˘˘óe˘˘É ’ j˘˘µ˘˘ƒ¿ g˘˘æ˘˘É∑ Y˘˘ÉF˘˘ól Y˘˘∏˘˘≈ J˘˘µ˘˘∏˘˘Ø˘á GEL˘ôGAGCYªÉ∫ GdàóNπ.

hHÉS°àãæÉA G÷ôGQGä, Gdà» J©àÈ e«õI eoëù°æáe†°Éaá GE¤ N§ Gdàæ≤«Ö, ⁄ jàº GEONÉ∫ Yª∏«ÉäJ£ƒjô cÈi NÓ∫ Gd©û°ôjø YÉeÉ G’CNÒI Y∏≈

U°©«ó Gd£ô¥ Gdà» jàº JƒX«Ø¡É d∏àóNπ ‘G’BH˘ÉQ. U°˘ë˘«˘íl GCf˘¬ ” e˘ƒDNôG JƒX«∞GCf¶ªá b†°ÑÉ¿ Gdóa™ GŸü°æƒYá eø

Gd˘˘˘˘µ˘˘˘˘ôH˘˘˘˘ƒ¿, hd˘˘˘˘µ˘˘˘˘æ˘˘˘˘¡˘˘˘˘É ZÒ e˘˘˘˘©˘˘˘˘ª˘˘˘˘ª˘˘˘˘á H˘˘˘˘ÉC… M˘˘˘É∫ e˘˘˘øG’CM˘˘˘ƒG∫, ’Cf˘˘¡˘˘É –à˘˘Éê QGCS¢ GŸÉ∫ Gd†°˘˘î˘˘º hY˘˘óOGd©ªÉ∫ GdµÑÒ, Y∏≈ ZôGQ Gd£ô¥ GŸàÑ©á G’CNôi.

he˘˘˘ø HÚ Gd˘˘˘©˘˘ƒGe˘˘π GŸ¡˘˘ª˘˘á ‘ JÈj˘˘ô Gd˘˘à˘˘µ˘˘Éd˘˘«˘˘∞GŸôJ˘˘Ø˘˘©˘˘á hGıÉW˘ô GŸôJ˘Ñ˘£˘á H˘ÉCj˘á Y˘ª˘∏˘«˘á J˘óN˘π,Ge˘à˘Ó∑ Gd˘Ñ˘«˘Éf˘Éä GdµÉa«á dØ¡º GdæàÉFè GÙàª∏á.aØ«ªÉ jà©∏≥ HµÑÓä G’Cd«É± Gd†°ƒF«á d∏ÑÄô, j©àÈGS°˘˘à˘˘î˘óGΩ G’S°˘àû°˘©˘ÉQ Gdù°˘ª˘©˘» GŸƒR´ hGS°˘àû°˘©˘ÉQOQL˘á G◊ôGQI GŸƒR´ hGS°˘àû°˘©˘ÉQ Gd†°˘¨˘§ GŸƒR´,

W˘ôb˘É ‡à˘ÉRI d˘∏˘ëü°˘ƒ∫ Y˘∏≈ GdµãÒ eø GdÑ«ÉfÉäGdôF«ù°«á Gdà» JæÑæ» Y∏«¡É bôGQGä e¡ªá. ZÒ GC¿J˘µ˘∏˘Ø˘á J˘ôc˘«Ö g˘ò√ Gd˘µ˘ÑÓä, S°ƒGA Hû°µπ OGFº GChe˘˘ƒDbâ, Y˘˘ÉOI e˘˘É J˘˘µ˘˘ƒ¿ e˘˘ôJ˘˘Ø˘˘©˘˘á d˘˘∏˘¨˘Éj˘á ‘ L˘ª˘«˘™G’BHÉQ, HÉS°àãæÉA YóO b∏«π eæ¡É.

‘ gòG GŸ≤É∫, j≤óΩ OG¿ HƒQc«ù¢, eójô bù°º GdàµæƒdƒL«É ‘ T°ôcá ESNES-lleW ygolonhceTJµæƒdƒL«É LójóI eø T°ÉCf¡É J¨«Ò bƒGYó Gd∏©Ñá d∏àóNπ ‘ G’BHÉQ, hGdà» jéô… J£ƒjôgÉ HÉdà©Éh¿HÚ eôcõ noitavonnI saG & liO,Gdò… e≤ô√ GCHôOjø, hLÉe©á QhHôä LƒQOh¿.

EGOASS°«≤ÉΩ ‘ GdØÎI eø 71` 91GCcàƒHô/Jû°˘ôj˘ø G’Ch∫ GŸ≤˘Ñ˘π: e˘ø Gdù°˘ÉYá 00:90U°ÑÉMÉGE¤ 00:60eù°˘ÉA, hH˘Éd˘à˘õGe˘ø e™ e©ôV¢ G’B’äGŸµæ«á )ETM(. aÉdàªà™ HÉdàÉBRQ gÉΩ e™ U°æÉYáGd˘˘˘˘æ˘˘˘˘Ø˘˘˘˘§ hGd˘˘˘˘¨˘˘˘ÉR, c˘˘˘ª˘˘˘É GC¿ Gd˘˘˘©˘˘˘ój˘˘˘ó e˘˘˘ø Y˘˘˘ª˘˘˘ÓF˘˘˘¡˘˘˘ÉGdôF«ù°«Ú Gd≤ÉOeÚ gº eø eû°¨∏» GŸæÑ™.

S°ÑàªÈ/GCj∏ƒ∫..........................................................................................................................

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GCcàƒHô/Jû°ôjø G’Ch∫ ..................................................................................1` 3....... eƒD“ô GdÑÎh∫ ` GEjôG¿ ................. W¡ôG¿71` 91....... GŸ©ôV¢ Gdù°©ƒO… d∏æØ§ hGd¨ÉGR` EGOAS.......................................................................................................... GdóeÉΩ

32` 42....... eæàói Gdû°ô¥ G’ChS°§ d∏ü°ëáhGdù°Óeá........................................................................................................................... OH»

fƒaªÈ/Jû°ôjø GdãÉÊ ....................................................................................7` 01....... e˘ƒD“ô he˘©˘ôV¢ GCH˘ƒX˘Ñ˘» Gd˘óh‹d∏ÑÎh∫ ` GCOjÑ∂ 6102............................................. GCHƒXÑ»

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OOGG¿¿ HHƒƒQQcc««ùù¢¢,, QQFF««ùù¢¢ bbùù°°ºº GGddààµµææƒƒddƒƒLL««ÉÉ‘‘ TT°°ôôccáá ESNES-lleW

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http://www.energisingtheindustry.com/

تعنى بالنفط والغاز ومعالجة الهيدروكربون

القسم العربي

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J≤æ«Éä:GŸµãØÉä, GdƒbÉjá eø G◊ôj≥.

Company ..........................................................................Page

AES Arabia Ltd..........................................................................................................23

Alderley Plc ..............................................................................................................13

Ansell Healthcare Europe NV ............................................................................11

Bauer Kompressoren GCC FZE ..........................................................................31

CompAir ........................................................................................................................2

DMG World Media Abu Dhabi Ltd (ADIPEC 2016) ....................................63

DMI International....................................................................................................43

Dresser Al Rushaid Valve & Instr. Co Ltd ......................................................45

EPSCO..........................................................................................................................21

GRACO BVBA ............................................................................................................47

Hima Middle East FZE ..........................................................................................30

Hoerbiger Ventilwerke GmbH & Co KG..........................................................35

IIR Exhibitions (MEE 2017) ..................................................................................65

International Exhibition Services SRL (SAOGE 2016) ..............................51

JD Neuhaus ..................................................................................................................9

Jotun Paints UAE Ltd (LLC) ....................................................................................5

Kaeser Kompressoren FZE ..................................................................................29

Leistritz Pumpen GmbH........................................................................................37

Middle East Specialised Cables (MESC) ........................................................27

Monitran........................................................................................................................6

Oman Cement Company......................................................................................15

RSI Group ..................................................................................................................21

Ruths Chris Steak House (Fine Dining Ltd) ..................................................61

Saga PCE Private Limited ......................................................................................7

Sandvik Process Systems ....................................................................................25

Saudi Leather Industries Company Ltd ..........................................................19

Sealcore Network....................................................................................................33

Shaksy International LLC ....................................................................................26

Shree Steel Overseas FZCO ................................................................................17

Society of Petroleum Engineers (ATCE 2016) ..............................................53

SPE Middle East (ATCE Corporate Golf Day 2016) ....................................59

Suraj Limited ............................................................................................................14

Trans Asia Pipeline Services FZC ......................................................................40

Tratos Cavi S.p.A.........................................................................................................6

Wilhelm Layher GmbH & Co. KG ......................................................................49

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