Oil Review Middle East 6 2015

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VOLUME 18 | ISSUE 6 2015

Kuwait’sambitiousplans

Mohammed Al Fahoum, Petrofac’s countrymanager for Kuwait, speaks to Oil Review aboutthe company’s extensive operations in thecountrySee page 40

Insight and intelligence onthe latest developments andopportunities

Addressing the talentcrunch in the downturn

Protecting criticalinfrastructure fromcyberattack

Iran petrochemicals -rewards vs risks

The evolution of pipelineinspection tools

Offshore Lebanon -mapping prospectivity

Optimising production withsonar technology

See us at the shows

Serving the regional oil & gas sectorsince 1997

88

UK £10, USA $16.50

O I L & G A S

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4 oilreview.me Issue 6 2015

Calendar8 Executives’ Calendar

Event listings, plus a look at the HRForum: Oil & Gas

Exploration & Production12 Developments

A detailed round-up of the latest E&Pnews from around the region

Gas16 Developments

The latest news from around the region

Petrochemicals18 Achieving success with integrated

productsThe challenges and benefits of refineryand petrochemicals integration

20 Risk and reward in Iran’spetrochemicals sectorIran offers low-cost feedstocks andaccess to major markets, but needsinfrastructure and technology investments

Analysis24 Time to re-evaluate strategies?

The battle for market share in anenvironment of low oil prices andoversupply

32 Recruitment and retentionThe need to increase female participationin the oil and gas industry

34 Small nation, big plansKuwait’s long-term plans to increase oilproduction and continue to play a key rolein the world’s oil markets

Event Preview38 The Kuwait Oil & Gas Show (KOGS)

The event has as its theme FutureHydrocarbon Resources: Innovations,Technology and Opportunities

Front cover image: Christian Lagerek /Shutterstock

Technology42 Optimising matrix stimulation

treatmentKOC’s new carbonate stimulationsoftware will help to optimise wellstimulation treatment

46 Broadening the remit of intelligentpigsThe evolution of pipeline inspection tools

50 Optimising production throughsonar surveillanceWays of optimising hydrocarbonproduction using clamp-on sonartechnology

HSE56 Pushing for better HSE practice

A report on the Middle East Health &Safety Forum

60 Protecting key assets from fireA look at Jotun’s Passive Fire Protection(PFP) epoxy coating system

IT64 Is Big Data the new energy?

An effective data and technology strategy can help to maximise efficiencies

66 Protecting critical infrastructureThe benefits of Honeywell’s latestaddition to its cybersecurity solutionsportfolio

Innovations74 Industry developments

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

Rig count78 Monthly MENA rig count

Arabic 5 News / Analysis

Contents

WITH PLANS TO spend US$100bn over the next five years to raiseproduction capacity to 4mn bpd by 2020, and the need for new technologyto exploit its heavy oil resources, Kuwait offers attractive businessprospects. While progress has been slow in recent years, the pace ofdevelopment has been hotting up over the past few months, with KNPCrecently awarding contracts for the long-awaited 600,000 bpd refinery at AlZour, set to be one of the largest of its kind in the Middle East; see ourfeature on p.34. The Kuwait Oil & Gas Show in October will provide a timelyforum to discuss and debate Kuwait’s plans, as well the current challengesand issues facing the industry. We hope to see you there!As always, we bring you news of the latest oil and developments as well asfeatures and analysis on topical issues. Please do get in touch with yourfeedback and any suggestions for topics you would like to see covered.

Editor’s note

www.oilreview.meemail: [email protected]

Serving the world of business

Editor: Louise Waters - [email protected]

Editorial and Design team: Bob Adams, Prashant AP, Hiriyti Bairu, Sindhuja Balaji, Andrew Croft, Thomas Davies, Himanshu Goenka, Ranganath GS, Tom Michael, Rhonita Patnaik, Prasad Shankarappa, Zsa Tebbit and Ben Watts

Publisher: Nick Fordham

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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

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Printed in: September 2015

© Oil Review Middle East ISSN: 1464-9314


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TO DISCUSS THE reality of the operational environment in Iraq,its challenges and opportunities, the Iraq Club, a business-focused network for companies operating in Iraq, was heldon 2 September 2015 at Dubai Marina.

Iraq is one of the top three oil-producing nations in the world andoil exports hit a record high in July this year, amounting to 96.3mnbarrels. The companies operating in the country say that the IS crisisis not directly affecting the economy of the country. With the world’sfifth largest proven oil reserves and an expansive need forinfrastructure, why are companies still hesitant about investing inIraq? And should they be?

This and similar concerns were talked about at the club, whichhelped bring forth an operationally focused discussion onsuccessfully doing business in Iraq by identifying opportunities,understanding the context and adequately mitigating the risks.

The drop in oil prices has hit the oil and gas sector as well asrelated sectors hard, and, with a geopolitical crisis looming over theregion, Iraq may not be a first-choice destination among investors.Having said that, existing companies are hopeful that with currentgovernment initiatives, and investment, the country could movetowards development, Sarmad Al-Khudairi, general manager at DutcoMcConnell Dowell, asserted.

He was among 60 attendees who participated at the interactiveand informative session to talk about opportunities in the country.

Depreciating oil prices are also affecting the Iraqi economy andwith sanctions on Iran looking set to be removed, it will be achallenging road ahead for the country. Robin Mills, head ofconsulting at Manaar Energy, noted that the economy of Iraq isgoverned by oil, and the federal area of the country contains goodreserves. However, he added that the failure to adequately developsubsectors like electricity and gas generation to aid downstreamoperations makes Iraq more vulnerable to lower oil prices than itsneighbours.

"Iraq's production has hit record levels this year but unfortunatelyit comes at a time when the oil prices have fallen by more than half.”

He added that Iraq has a lot of opportunities with producing fields

coming on stream at lower costs than the GCC, but the country is ina weak position currently as it is heavily in debt, with no sovereignwealth funds.

Talking about the competition with Iran, Mills noted that Iran is anally as the two are closely aligned in their oil policies, but also acompetitor, with demand growing in the Asian market. "Overall, thepicture is mixed."

The panel session held during the event discussed howcompanies and stakeholders can mitigate the operational risks andplay a greater role in creating a more transparent businessenvironment.

In Iraq, it is critical to put in the right research. Undertaking due

(From left) Zainab Al Qurnawi, managing partner, Qurnawi LegalConsultancy & Advocates; Robin Mills, head of consulting, Manaar Energy;and Norman Ricklefs, president, Iraq Advisory Group.

The reality of the operational environment in Iraq was the focusof the Iraq Club meeting held at Dubai Marina on 2 September.

‘Due diligence necessary when

doing business in Iraq’

The panel session held during theevent discussed how companies andstakeholders can mitigate the operational risksand play a greater role in creating a moretransparent business environment”


Iraq


diligence is essential in avoiding possible risks and to ensuresufficient understanding of the legal procedures with respect to theproject. These issues can be complex.

“Due diligence plays an important role in conducting business inany market, not least Iraq, and new companies need to be awarefrom the outset,” said Zainab Al Qurwani, managing partner at QCLaw Firm.

It is extremely important for companies to investigate andunderstand the current legal system before investing. “It is all abouteducating the companies so that they are prepared,” she added.

Leanne Case, founder of the Iraq Club, noted, “The purpose ofthis club is to provide a forum for companies operating in Iraq todiscuss the challenges and opportunities in a way that helps them todo more business and in a better way. The Iraq Club is more than anetworking event, its an operationally focused forum for doingbusiness in Iraq.”

Norman Ricklefs, president of Iraq Advisory Group, said that withinformation being private in the country, a lot of emphasis is put ondue diligence. “It is good to do your own background checks beforeinitiating new business activities.”

Co-founded by William Wakeham, the Iraq Club was establishedin 2012 as a network to connect and create better business. “Whatwe have done at the Iraq Club is to put relevant people together toshare ideas about Iraq.”

Companies that attended the event included Basrah GasCompany, Dutco McConnell Dowell, Manaar Energy, Veolia,Gulftainer, Wood Group and Khudairi Group, among many others.

The organisers plan to launch further platforms, which wouldfacilitate discussions on the operational challenges and result in realsolutions in emerging energy economies. n

Undertaking due diligence is essentialin avoiding possible risks and to ensuresufficient understanding of the legalprocedures with respect to the project”

Issue 6 2015 oilreview.me 7

Iraq

IN THE LATEST developments in the country, according toReuters, Iraq will use the proceeds of an international bondissue to fund salaries as well as infrastructure projects in the oiland gas, electricity and transportation sectors.Baghdad wants to raise up to US$6bn in a series of US dollar

bond sales. The first issue is expected to be about a third of that.The deal was expected to be unsecured.“The Notes constitute and will constitute direct, general,

unconditional and unsubordinated Public External Indebtednessof Iraq for which the full faith and credit of Iraq is pledged,” theprospectus read.Citigroup, Deutsche Bank and JP Morgan are lead-managing

the international issue, Iraq’s first in nine years. OPEC’s second-largest oil producer is seeking to finance a budget deficitcaused by low oil prices and a war against the Islamic Statemilitants occupying large swathes of the north and west.Economic activity shrank by 6.7 per cent in Q1 compared with

the same period last year, the prospectus showed. That figureexcludes most economic activity for areas occupied by IS.Total public debt rose to US$39.5bn at the end of June from

US$33.3bn at the end of 2014, the prospectus showed. It saidforeign exchange reserves had dropped to US$61.2bn in Julyfrom US$66.3bn at the end of last year.


www.surajgroup.com

THE GREAT CREW change, coupled with thecurrent downturn, the oil and gas industry facesparticular challenges when it comes torecruiting, training, developing and retaining theirworkforce and leaders. While the Middle Easthas suffered less than other regions in terms ofworkforce cutbacks, the Monster EmploymentMiddle East Index for July 2015, which monitorsonline job activity, records a drop of 7 per cent inoil and gas hiring activity compared with thesame period of 2014, with some expertspredicting a hiring freeze. This, compounded withexisting skills shortages, has critical implicationsfor the future of the region’s oil and gasdevelopment.Against this backdrop, Oil Review Middle East

brings you the 2nd edition of the HR Forum Oil &Gas to provide a forum for discussion anddebate, with the timely theme of ‘Addressing thetalent crunch in a downturn’. Following the highlysuccessful inaugural event in October 2014, theevent, which takes place from 25 – 27 October

2015 at the Habtoor Grand Beach Resort & Spa,Dubai, will enable participants to discover thelatest recruitment and retention strategies,training and up-skilling solutions, talent andknowledge management approaches, andleadership development programmes. It willfocus on • Workforce planning and attracting the right

staff during a downturn• Competency mapping as a basis of training

and development• Developing e-learning strategies• Re-imaging performance staff development in

a downturn• Motivating and incentivising employees• Retaining and promoting women in the

energy sector.

The event will field an international line-up ofexpert speakers from companies such as AbuDhabi Oil Refining Company (TAKREER), ThePetroleum Institute, Kuwait Oil Company, Dolphin

Energy, TOTAL E&P, Baker Hughes, Oando EnergyResources and Hay Group. It will also featurepractitioner-led training workshops.

For further information see the website atwww.hrforumoilandgas.com.

HR Forum Oil & Gas - Addressing the talent cruch in a downturn

Executives’ Calendar 2015OCTOBER 2015

6-7 Oil & Money LONDON www.oilandmoney.com

11-13 Data Driven Visualisation Technology Workshop ABU DHABI www.ppdm-course.com

11-14 Kuwait Oil & Gas Show KUWAIT www.kogs2015.com

14-15 European Digital Oilfield Summit LONDON www.asdevents.com

18-20 Plastics & Petrochem Arabia DAMMAM www.plaschem.4p-arabia.com

19-22 Project Iraq ERBIL www.project-iraq.com

19-21 Negotiation in Oil & Gas DOHA www.cwcschool.com

25-27 Second HR Forum: Oil & Gas DUBAI www.hrforumoilandgas.com

27-30 Gastech SINGAPORE www.gastechsingapore.com

NOVEMBER 2015

9-12 ADIPEC ABU DHABI www.adipec.com

16-18 World Oil & Gas Week LONDON www.oilandgascouncil.com

18-19 PEFTEC ANTWERP www.peftec.com

23-25 Saudi Arabia International Oil and Gas Exhibition DAMMAM www.saoge.org

24-26 Intergas CAIRO www.intergas-egypt.com

25-26 Middle East Heavy Oil Congress MANAMA www.meheavyoil.com

30 Nov - 2 Dec KIOG LONDON www.cwckiog.com

DECEMBER 2015

6-8 OpEx MENA ABU DHABI www.opex.biz

6-9 Internationall Petroleum Technology Conference DOHA www.iptcnet.org/2015/qatar

9-10 Bottom of the Barrel Technology Conference ABU DHABI www.bbtc-mena.biz

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

CALENDAR 2015

The event will focus on strategies to address thetalent crunch in a downturn


S02 ORME 6 2015 - Calendar_Layout 1 29/09/2015 14:35 Page 8

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NOW IN ITS ninth edition, the InternationalPetroleum Technology Conference (IPTC) is setto take place in Doha, Qatar, from 6–9December 2015, with Qatar Petroleum as hostand Shell as co-host. Themed “Technology andPartnerships for a Sustainable Energy Future,”the event will be held under the patronage ofHH Sheikh Tamim Bin Hamad Al-Thani, the Emirof Qatar. Organised by the American Association of

Petroleum Geologists (AAPG), the EuropeanAssociation of Geoscientists and Engineers(EAGE), the Society of Exploration Geophysicists(SEG), and the Society of Petroleum Engineers(SPE), IPTC is expected to attract more than5,000 attendees from 120 countries, with morethan 80 companies expected to showcase theirlatest products, technologies, and services atthe 5,000 sq m exhibition space.Expanding on the conference theme, the two

plenary sessions will see chairpersons,presidents and senior executives from QatarPetroleum, KPC, ConocoPhillips, Royal DutchShell, Total, Saudi Aramco, ADMA-OPCO, GE Oil& Gas MENAT, Maersk Oil & Gas, Medco EnergiInternational, and CGG, discuss the need forpartnerships involving business, government

and civil society. They will explore collaborativestrategies for making current energy sourcescleaner and more efficient, and producing anddistributing energy in innovative ways.Industry experts will discuss topical issues

through five interactive panel sessions entitled‘Supply and Demand: Current Trends, FutureProjections for Sustainable Energy Future’;‘Unlocking Energy Resources throughTechnology’; ‘Who Will Run the Energy Industryin the Future?’; ‘Investing in Energy andOptimising Costs for the Long Term’; and ‘TheRole of the Oil and Gas Industry: The ClimateChange Puzzle’.

There will be more than 300 technicalpresentations during the 62 technical sessionsscheduled over three days. The technicalsessions fall under nine categories: Geoscience;Drilling and Completions; Reservoir; Productionand Operations; Engineering, Projects andFacilities; Field Development; Over-ArchingIndustry Issues; Mid-Stream Gas; and IntegratedGeoscience and Reservoir. Knowledge sharinge-poster sessions will also take place.New additions to the technical programme

will include sessions entitled ‘Ask the Expert’,‘Society Presidents’ Sessions’, ‘IPTC ProjectAwards Finalist Sessions’ and the ‘Project CaseStudy Session’. In another first, the top 10 ratedpapers from the IPTC sponsoring societies willbe presented at the event.Other activities include the International

University Students Programme, InternationalYoung Professionals Programme, Energy4meTeacher and Students Workshops, High SchoolProjects Competition, Non-Technical Seminars,Training Courses, and the IPTC ‘Excellence inProject Integration’ Awards.

For more information, visitwww.iptcnet.org/2015/doha.

International Petroleum Technology Conference to return to Qatar

OFFICIALS, EXPERTS AND key stakeholders from the Gulf and other heavyoil producing countries will gather in Manama, Bahrain, on November 25-26for the Middle East Heavy Oil Congress (MEHOC), a forum that will provide aplatform for discussion and debate of the latest business issues andtechnologies of the heavy oilindustry.The congress and exhibition

at The Gulf Hotel will be heldunder the patronage of HisExcellency Dr Abdul Hussainbin Ali Mirza, Bahrain’sMinister of Energy andChairman of the National Oiland Gas Authority (NOGA).“As the energy sector is

increasingly turning to theexploitation and conversion oftheir conventional heavy oilresources, the Middle EastHeavy Oil Congress providesthe perfect regional gatheringfor the industry to discusswhat innovative trends andtransformations will define thefuture of this upcoming sector,” said Dr Ahmed Al Sharyan, generalsecretary of the National Oil & Gas Authority (NOGA). Organisers, DMG Global Energy said the event provides “the perfect

platform” for global and regional experts involved in both the upstream anddownstream heavy oil sector to share knowledge, review new technologiesand discuss business opportunities and challenges with the leadingcompanies involved in this fast-evolving sector. MEHOC will include topics such as evaluating a holistic approach to

extending the reservoir lifecycle, emerging technologies to maximise

performance with minimum environmental impact, and technical heavy oilcase studies from across the globe. Companies which have already confirmed their participation include

NOGA, Bapco, Tatweer Petroleum, Saudi Aramco, Kuwait Oil Company(KOC), GlassPoint Solar,Petrospec Engineering,Promore, Innovative SteamTechnologies, NalcoChampion, SATORP,PetroChina, Kuwait Institute ofScientific Research, andStreamflo.In an interview with MEHOC

ahead of the congress, EmadSultan, deputy CEO, KOC saidthe KOC 2030 strategy hasenvisioned the development ofheavy oil resources in twophases. Phase 1 aims toestablish heavy oil productionto build strategic capability toproduce 60 MBOPD of heavyoil starting from 2018/19. PhaseII aims to grow heavy oil

production to higher rates to contribute in achieving Kuwait’s targetcapacity of 4 MMstbo by 2020, and further increase heavy oil production by2025. Chandra Sekhar, process specialist at Bapco, will speak about Bahrain’s

refinery Fluid Catalytic Cracking Unit (FCCU), which was revamped toprocess heavy oil, with modest investment, and how the project has beenextremely successful, with a great return on investment.

For further information, see the website at www.meheavyoil.com.

Middle East Heavy Oil Congress to provide platform for industry debate


Events

The Middle East Heavy Oil Congress will take place in The Gulf Hotel, Manama(Photo: Eugene Sergeev)


S03 ORME 6 2015 - E&P_Layout 1 29/09/2015 14:38 Page 11

www.adnoc.ae

THE TWO COUNTRIES have signed contractsworth about US$300mn to lay a new oilpipeline that will carry 350,000 bpd of oilbetween the two countries. According toAbdul-Hussain bin Ali Mirza, Bahrain’s energyminister, it will be operational in 2018 and itscapacity could be increased to 400,000 bpd.“It will be finished by the end of 2017 or

early 2018 and then there will be a six-monthtrial period for the new pipeline,” said Mirza.He added that the existing pipeline wouldprobably be removed from service in thesecond half of 2018. At present, Bahrain obtains a significant

majority of its oil from the Abu Safa oil fieldthat it shares with Saudi Arabia. The existingpipeline, with a capacity of 230,000 bpd, limitsthe Bahrain Petroleum Company (Bapco) fromexpanding its processing capacity at the267,000 bpd Sitra refinery.

The increased capacity of the new 115 kmpipeline is likely to translate into increasedprocessing of crude oil in Bahrain. ArabianLight crude oil will flow from Saudi Aramco’sAbqaiq plant via the pipeline, 73 km of whichwill run overland and the rest under the Gulf.Agreements to build the pipeline were

signed with Saudi Arabia’s Al Robaya HoldingCompany and UAE’s National PetroleumConstruction Company (NPCC). The Saudicompany will complete onshore engineering,procurement and construction (EPC) work inSaudi Arabia, as well as conductingengineering and procurement work in Bahrain.NPCC has been awarded an EPC contract forthe offshore work. According to a Bapco statement, the

contract for construction at the Bahrain end ofthe pipeline has yet to be awarded.The cost of the pipeline will be met by

nogaholding, an investment vehicle which holdsthe Bahraini government’s oil and gas assets.

MENA INTERNATIONAL PETROLEUM Company, a subsidiary ofSacOil Holdings (SacOil), has started the second phase of thefield development operations at its 100 per cent owned Lagia oilfield in Sinai, onshore Egypt.The second phase aims to enhance existing production and

the recovery of oil from the field. Accordingly, it includes theinstallation of steam facilities for a thermal recovery process onthe existing production wells and the drilling of a minimum offive additional thermal wells.SacOil had procured a steam generator earlier this year

which arrived on site in the beginning of September 2015, andafter commissioning and operational testing, full-scale steamingwas expected to start by the end of the month. The steaming willinitially focus on the existing production wells, which arecurrently producing oil from cold flow only.The commencement of this phase also coincides with the

drilling of at least five more wells. The drilling of wells Lagia 11to 15 is expected to start in mid-October 2015. Aligning thesteaming process with the additional drilling programme willoptimise the use of on-site resources and test the potentialupside of the entire field.SacOil plans to fast-track the development of the Lagia oil field

to generate production of more than 1,000 bpd.

ITALIAN EPC AND drilling firm Saipem has won two newonshore drilling contracts in Kuwait. The contracts wereawarded by Kuwait Oil Company, the national oil companyof Kuwait, as part of its ambitious plans to develop thecountry’s oil resources. The awards represent thecompany’s first foray into the Kuwaiti onshore drillingmarket.The contracts have a duration of five years and an

option to extend for another 12 months, and include thesupply of two 3,000HP deep-drilling rigs for operations inthe country.Entering the onshore market in Kuwait will enable the

company “to further consolidate its presence in thestrategic Middle Eastern market and leverage its significantexperience of onshore drilling operations in desertenvironments,” said Saipem in a statement.Along with another two contracts that Saipem won in

Peru and Colombia in South America, the total value ofthese contracts is approximately US$250mn.

Saudi Arabia and Bahrain sign US$300mn pipeline contracts

IRAQ IS HOPING to export a record volume of Basra crude oil from its southern terminalsin October as it ramps up production.The country, which is the largest OPEC producer after Saudi Arabia, plans to export

3.68mn bpd of Basra crude, according to traders who cited a preliminary loadingprogramme. If realised, the volume would overtake the previous monthly record of3.064mn bpd set in July this year.Iraq has split its Basra crude output into two grades, Basra Heavy and Basra Light. That

has led to many quality issues being resolved and has also allowed the country to ramp upits output.However, some industry insiders feel that the country may not be able to achieve those

volumes. According to a source, Iraq tends to allocate more volumes than it can supplyeach month to avoid disrupting production, since the country has limited storage capacityto keep excess oil. According to him, Iraq may not export more than 2.35mn bpd of BasraLight and 850,000 bpd of Basra Heavy in October.

Saipem wins Kuwait onshore drilling contracts

Iraq aiming for record Basra exports in October

Development of Egypt’s Lagia field enters second phase

This would be Saipem’s firstonshore foray in Kuwait (Photo:ShavPS/Wikimedia Commons)

E&P

The existing pipeline is ageing andwill be removed from service(Photo: Sergey_R/Shutterstock)

At least five more wells will bedug at the field (Photo:huyangshu/Shutterstock)




www.indianagroup.com

PROVIDER OF UPSTREAM oil and gas completions systemsand services, Tendeka, has won two contracts for its zonalisolation and inflow control technology in the Middle East.After a successful initial contract, the company has been re-

awarded the contract to supply Petroleum Development Oman(PDO), with swellable solutions for all fields in Oman. The US$5mncontract will span five years, with an optional two-year extension.Since 2002, Tendeka has deployed over 4,000 of its SwellFixpackers for PDO.In another award, also following work on previous contracts

including fibre opticmonitoring and bothswellable and mechanicalzonal isolation solutions,Tendeka will provide amajor operator with inflowcontrol device (ICD)completions and swellablepackers in a deal valued atabout US$5mn. The four-year contract will be thefirst ICD installations forthe major operator and willcommence with installationof three trial wells.

Two upstream contracts for Tendeka

SwellFix sleeves are a flexible barriersolution for zonal isolation (Photo:Tendeka)

SPARROWS GROUP, AN offshore lifting products and servicesfirm, has won a three-year deal with Abu Dhabi Marine OperatingCompany (ADMA-OPCO), with the option for two one-yearextensions.The agreement covers ADMA-OPCO’s offshore installations,

the Umm Shaif Super Complex, Zakum West Super Complex andthe Zakum Central Super Complex.Stewart Mitchell, CEO of Sparrows Group, said, “The work we

have been contracted to do involves providing the total integratedmanagement of cranes and other lifting equipment whichoptimises the performance and reliability of all safety criticallifting operations.”Mitchell said that along with “providing offshore personnel

who are supported by our onshore staff in Abu Dhabi andworldwide, we will be supplying preventative maintenance, repairand refurbishment, spare parts, and comprehensive technicalsupport.”The sucessful retender has been won through the company’s

local partner, Abu Dhabi Oilfield Services.“We have focused on growing our presence in the Middle

East and an important part of this involves building upon ourexisting contracts. Our strong reputation for quality and a clientfocussed delivery is proving to be particularly appealing tooperators in the region,” Mitchell added.

Sparrows Group wins ADMA-OPCOcontract

NEW MEDIUM-TERM FORECASTS from OPECsay that demand for its oil is set to go higher.OPEC delegates said that it is a sign that thegroup’s strategy of letting prices fall isdiscouraging supplies from competing producers.The forecasts will be published in OPEC’s

World Oil Outlook that will come out later thisyear, and were discussed recently at a meetingof OPEC’s national representatives at its Viennaheadquarters. The exact figures for the 2015report could still be revised, based on feedbackfrom the national representatives, who aretechnical experts and do not set OPEC’s outputpolicy.

OPEC's new outlook is being prepared afterthe group’s historic policy shift in November 2014to not support prices by cutting output. It wasdone to defend market share against US shale oiland other higher-cost supply sources.The policy has not been approved of

unanimously within OPEC. As oil prices havefallen to less than half from more than US$100 inJune 2014, it has hurt the economies of lesswealthy member countries, such as Venezuela.The South American country has been calling forcuts in output to prop up prices.The new forecasts of higher demand

seem to support the view of the Gulf membersthat sustained lower prices would curbcompeting supplies.

OPEC forecasts higher demand for its oil in the medium term


E&P

Some OPEC members have been calling for acut in output to push up oil prices (Photo:Vincent Eisfeld/Wikimedia Commons)


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S04 ORME 6 2015 - Gas_Layout 1 29/09/2015 14:40 Page 15

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EMERSON PROCESS MANAGEMENT hasprovided automation and engineering servicesfor a Qatargas project that will reducegreenhouse gas emissions by 1.6 milliontonnes annually. Now fully operational, the Jetty Boil-Off Gas

(JBOG) Recovery facility is the biggest of itskind and one of the largest environmentalinvestments in the world. It is expected torecover more than 600,000 tonnes of LNG peryear – equivalent to the energy supply formore than 300,000 homes.The facility is designed to recover the gas

flared during LNG loading at the six LNG berthsin Ras Laffan Port. The gas is compressed andsent to the Qatargas and RasGas LNGproduction facilities for use as fuel or LNG. Emerson won the multi-million dollar

contract based on its leadership in oil and gasautomation technologies, services, andexpertise. Emerson specialists managed keyelements of the project including automationengineering, configuration, startup, training,commissioning support and other services.Emerson’s automation solutions for the

project included the DeltaV™ distributedcontrol system to control and monitoroperations, as well as the company’s Fisher®control valves and Rosemount®measurement instruments.

“The Emerson team welcomed thisopportunity to help Qatargas execute theproject safely, reliably and efficiently,” saidAlvinne Rex Abaricia, Emerson’s seniorprogram manager for Qatargas. “We wereable to apply flexible approaches to increaseefficiency, such as testing hardware andsoftware in parallel, and brought in dozens ofexperts from our own organisation as well asother suppliers to manage interfaces betweenexisting and new systems.” Speaking at the official inauguration of the

JBOG Recovery facility in April, Saad SheridaAl-Kaabi, President and CEO of QatarPetroleum and Chairman of Qatargas,commented that the US$1bn project is alandmark for the Qatari state, demonstratingits commitment to balance industrialexpansion with care for the environment.Various other projects are underway in Qatarto reduce carbon emissions, which includecarbon capture initiatives and other flareminimisation programmes.

THE GLOBAL DOWNWARD trend in gas demand growth continues, according to the latest statisticsof the international gas association CEDIGAZ, which show that marketed natural gas productionincreased by only 1.3 per cent to 3,445 bcm in 2014, on a par with 2013 levels (+ 1.2 per cent). This wasmainly as a result of increased competition from coal in both Europe and Asia, the economicslowdown in China and the exceptional warm weather conditions in the northern hemisphere.World gross natural gas production grew more significantly by 1.7 per cent to 4,319 bcm, as strong

increases were recorded in the volumes of reinjected gas (+ 4.6 per cent), flared and vented gas (+2.9 per cent) and other losses related to processing and field operations (+ 2.2 per cent).In the context of falling demand in Europe and the CIS, international gas trade declined markedly

by approximately three per cent to 1,007 bcm, pulled down by pipeline flows (– 4.3 per cent),especially in Europe, the main area for the gas pipeline trade.After several years of market tightening, LNG supply grew by 0.8 per cent to 312.8 bcm, due to few

liquefaction outages, and new liquefaction plantstart-ups in Papua New Guinea and Algeria.The Asian natural gas market was

characterised by a sharp slowdown in thegrowth of gas demand at 2.7 per cent,contrasting with the previous five-year averageof 6.5 per cent per year.These developments have led to the

emergence of a global LNG glut and thecollapse in spot prices in both Europe and Asia.Global reserves remained almost stable (+0.3

per cent) at around 200 tcm. The highestincreases were recorded in Russia and theUnited States, while European reservesdropped by almost seven per cent.

PETROFAC’S OFFSHORE PROJECTS &Operations has secured a contract withTatweer Petroleum to supply a gasdehydration facility in Bahrain, making it thecompany’s first project in the country.

A new 500mn standard cubic feet gasdehydration facility will be installed and willbe the first of a series of planned gascapacity projects scheduled for the nextthree to five years, said Petrofac. The projectis part of Tatweer Petroleum’s commitmentto secure the delivery of natural gas neededto meet the growing demands of Bahrain.

“This award builds on our growing portfolio track record in the Middle East, where we’vedemonstrated our ability to safely deliver project performance and integrity. We now lookforward to working closely with Tatweer Petroleum and to playing a key role in the successfulfuture supply of energy from the Bahrain oil field,” said Manivannan Rajapathy, deputymanaging director of Petrofac Offshore Projects and Operations.

Tatweer Petroleum CEO Andrew Kershaw said that the installation of the facility would bea milestone in Bahrain’s future energy strategy.

Emerson provides automation solutions for Qatargas project

ENI PLANS TO start digging early next year in the ‘super giant’ gas field it recently discovered offshoreEgypt. Digging operations in the natural gas field off the country’s Mediterranean coast will start inJanuary 2016, said Lapo Pistelli, vice president of the Italian company. Eni wants to start work in thefield to be able to benefit from the big discovery as soon as possible, Pistelli added, noting that thiswould also have a positive impact on the Egyptian economy. The gas field could potentially hold 30 tcfof natural gas, making it the largest gas discovery ever made in Egypt and in the Mediterranean Sea,and one of the biggest finds in the world. According to Pistelli, the new discovery offshore Egypt couldbe just the beginning of bigger findings in even deeper waters of the same field.

Petrofac wins Bahrain contract

Eni to start Egypt digging operations in early 2016

Global gas demand continues to slow

The project will be Petrofac’s first in Bahrain

Gas

LNG vessels atRas Laffan

International gas trade declined markedly in 2014(Photo: Bilfinger SE)



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WE HEAR MUCH about projectsinvolving refinery andpetrochemicals integrationnowadays. In the low crude oil

price environment, operational efficiency iscritical, and integration is an excellent way ofoptimising overall margins.

This region has seen some hugeintegrated projects such as SATORP,PetroRabigh and SADARA. Those projectsthat have been completed andcommissioned have been largely successful,but organisations that have undertaken suchprojects will surely admit that there is asteep learning curve, and lessons learnedmust be applied to future integrated projects.

The concept of integration is nothingnew. ExxonMobil, for example, has a level ofintegration of over 90 per cent. The fact thatthe company has consistently outperformedits peers in terms of return on capitalemployed is very much related to theoptimised approach the company has takenover the years. Total, too, has worked hardto integrate its assets.

However, despite many years of success,ExxonMobil has always stated thatintegration is never complete, and thatsuccess requires a long-term and disciplinedapproach, supported by a steadfastcommitment to leading-edge technology.This means a focus on technologies toreduce energy use, emissions, reduce costsand to deliver the quality products thatcustomers (and regulators) demand.

Five-point modelExxonMobil has a five-point model that it

has rigorously applied to all of its integratedprojects. The aim is to optimise feedstocks,products, costs, capital and, veryimportantly, people. The last point isparticularly important, as an integrated sitecan undoubtedly deliver significantcompetitive advantage, but that brings withit a level of complexity that must beunderstood and managed by the peopleworking there.

It is most important to have people whounderstand both the refining and thepetrochemicals sides of the business andappreciate the need to optimise across thehydrocarbon chain, not just in a specificproduct area. To achieve this, the corporatefocus should be on overall businesssuccess, and any reward schemes should bebased on this, rather than individual unitperformance. Then when building leadershipteams and carrying out career planning, it isimportant to ensure that key staff haveextensive experience in both refining andpetrochemicals.

For new projects, the organisationalculture should be developed based on

integration; lessons should be learned fromthose who have integrated successfully.

From a project point of view and, in anideal world, integration opportunities shouldbe built into a project from its inception.Reality and financial constraints limit whatcan be done when the project is firstdesigned; however many integrationopportunities can be ‘retrofitted’ and can bedeveloped between partner organisations,provided that the up-front planning has beendone in the initial design stages and suitableconnections and isolations built into thedesign. This means that the operator-EPCcontractor-technology licensor link isparticularly important and must be managedeffectively.

To be successful, it is imperative theproducer companies are highly motivated,fully committed and have the rightorganisation in place to manage integration.There must be board level support andinvolvement in the integration process and inthe case of multiple parties, there must becommitment and understanding, in order tocreate a ‘win-win’ solution.

For new projects, detailed integrationplanning should be introduced at the verystart of the process. Independent expertsshould be engaged – on behalf of theowners – to identify the various integrationopportunities that exist for the givenscenario. Designing for feedstock flexibilitywill cost more initially, but will multiplypotential benefits and, critically, return oninvestment.

Successful integration requires joined upthinking, knowledge and experience.Everyone involved in such projects shouldseek out every opportunity to learn fromothers and to continually optimise theirapproach. n

Euro Petroleum Consultants [EPC] is anindependent consulting group formed inLondon in 1996. For further information,please visit www.europetro.com or contactthe Dubai office at [email protected].

Andy Gibbins, VP MENA, Euro PetroleumConsultants

Andy Gibbins, VP MENA at Euro Petroleum Consultants, outlines thechallenges and benefits of refinery and petrochemicals integration.

Achieving success with

integrated projects

The concept ofintegration is nothing new”


Petrochemicals

S05 ORME 6 2015 - Petrochems_Layout 1 29/09/2015 14:42 Page 18

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AREKINDLING OF DIRECT foreigninvestment in Iran’s hugepetrochemical sector – if and whensanctions are lifted – could reap

large rewards for nimble investors ready tostomach relatively high levels of economic

and political risks, said IHS, a leadingprovider of global information and analysis.

According to IHS, Iran’s risks include ahigh degree of political risk, legaluncertainty, administrative and bureaucraticobstacles. Despite these risks, Iran has a

number of important advantages to potentialpetrochemical investors, including low-costfeedstocks and access to major markets.Iran has the world’s fourth-largest supply ofproven oil reserves and the second-largestsupply of conventional natural gas reserves –much of which is rich in ethane, apetrochemical feedstock. This is significantgiven that chemical feedstock availability inother countries such as Saudi Arabia, Kuwaitand Oman has become more limited. “If youare a global petrochemical producer lookingat Iran for its investment and growthopportunity, and you can forget for a minute

Iran is a major producer of chemicalfeedstock (Photo: MMMx/Shutterstock)

Iran offers low-cost feedstocks and access to major markets, but needs infrastructure andtechnology investments while facing significant business and political risks.

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Iran’s petrochemicals

Within two years of lifting sanctions, Iran will rapidlystart taking advantage of easier access to foreign capitalmarkets, trade financing, oil markets and technology providers”


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about the major business and political risksinvolved, it presents an attractiveopportunity,” said Michael Smith, vice-president of EMEA at IHS Chemical. “Majorchemical players are chomping at the bit toexplore the potential that Iran offers, but theywill not be doing so haphazardly. Thesecompanies are used to operating in riskyenvironments and managing significant risk— it’s the nature of the business, but thereward has to significantly outweigh the risk,which is something they will be assessingvery carefully and deliberately.”

IHS estimates that Iran’s currentpetrochemical production capacity is justbelow 60mn metric tonnes (MMT). Thecountry produces a wide range ofpetrochemicals, roughly 100 differentproducts, ranging from acetic acid to mixedxylenes. While the vast majority of theseproducts are produced to serve Iran’s owneconomy and a population of nearly 80mn, afew products are aimed at export markets.These are primarily ethylene, polyethylene(PE), methanol, and mono-ethylene glycol(MEG).

The petrochemical industry, while quitediverse, is primarily focused on exploitingthe country’s vast resources of ethane-richnatural gas. On the one hand, Iran convertsmethane from natural gas to methanol andurea. But, it also cracks ethane and othernatural gas liquids to produce ethylene,which is then polymerised to PE orprocessed to MEG.

Aside from the lure of oil reserves andabundant ethane feedstocks, the price ofethane gas in Iran is kept low by governmentmandate. In general, ethylene productioncosts in Iran, based on ethane, arecomparable to those in Saudi Arabia or NorthAmerica, i.e., the lowest in the world. Bothethylene and polyethylene are key productsfor Iranian export, and lifting of sanctionswould enable Iran to expand production andexport an additional 1 MMT ofethylene/polyethylene within 12 months to

two years, according to IHS Chemicalestimates.

Smith added, “Trading companies will beeager to access these volumes of Iranianethylene and PE, but the impact on globaloperating rates, according to our IHSChemical analysis, is not expected to bedramatic — less than one per cent lowerthan currently projected. Nevertheless,additional Iranian ethylene in the form ofpolyethylene could hit the market just whenglobal operating rates are at a low point inthe years 2017-18, which would exert somedownward pressure on prices.”

Another key export commodity for Iran ismethanol. Iran is a major methanol producerand exporter, with five MMT of capacity, andmethanol producers in Iran also enjoy veryadvantageous production costs. Liftingsanctions would accelerate Iran’s methanolproduction plans and drive progress on manyproposed projects. While Iran has proposedprojects totaling more than 20 MMT of newmethanol capacity, IHS Chemical believes amore realistic figure of approximately 10MMT could be added by 2025.

Impact of sanctions In the early 2000s, Iran embarked on anambitious petrochemical expansion planbased on the country’s huge abundance ofnatural gas. The original plan was to expandpetrochemical production capacity from nineMMT in 2001 to 100 MMT annually by 2015.However, as a result of tighteningrestrictions on the flow of capital and goods,as well as limited access to necessarytechnology, parts and materials, Iran missedthis goal by a long shot, IHS said.

Before the sanctions were implemented,Iran was a major supplier of petrochemicalsto Europe — primarily ethylene, PE andmethanol. However, total petrochemicalexport volumes from Iran did not suffersignificantly as a direct result of thesanctions. Under the sanctions, theseproducts were simply redirected to Asian,

African and some South American countries,principally China and India. Business withEurope, however, virtually disappeared.

The much larger impact resulted from theinability of Iran to maintain and investsufficiently in its oil/gas and petrochemicalfeedstock and export infrastructure, whichhas led to chronically low capacity utilisationrates, not the least due to periodic shortagesin ethane feedstock. Development of theIranian energy sector has been impeded byinternational sanctions that have stifled theinflux of essential foreign investment andtechnology. Progress in the country’s steam-cracker investments has been slow since thestart-up of the Kavyan 1 unit in late 2012, andfeedstock is in short supply, IHS said.Progress on the Kavyan 2 unit has beendelayed by the sanctions limiting gasshipping. Sanctions have also restricteddevelopments of the gas processingnecessary to extract ethane for feedstock.Even the existing crackers at BandarAssaluyeh are short of feedstock, so addingfurther steam-cracker capacity will be of littleuse until natural gas and feedstock availabilityincreases.

“Lifting of sanctions on the industry andon Iranian finances will rekindle foreigninvestment and allow Iran’s petrochemicalindustry to get back on a fast track togrowth,” Smith said. “In the short term ofone to two years after sanctions are lifted,Iran will rapidly start taking advantage ofeasier access to foreign capital markets,trade financing, oil markets and technologyproviders.”

The re-integration of Iran into the globalbusiness community, Smith said, willrevitalise the country’s petrochemicalbusiness in a major way. “Iran will take stepstoward resuming its important role insupplying global markets with much-neededpetrochemical products. As a consequence,the Iranians are likely to benefit fromincreased industrial development and higherstandards of living.” n


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OPEC MAY BE approaching a fork inthe road, as the Saudi-led effort toprotect market share and makehigh-cost producers bear the

consequences of oversupply starts yieldingresults. Low prices have stymied non-OPECinvestment, while also stimulating demand.However, with Iraq still hoping for furtheroutput growth, and Iran signalling its intentto regain its pre-sanctions market share,OPEC members might start competingamong themselves by late-2016 if officialtargets are to be believed.

The fall in oil prices, which began in mid-2014, reached a new low in the past month,with the Brent benchmark testing the lowUS$40s per barrel. The market’s uncertaintyabout the direction of oil prices isunderstandable. Although there has alsobeen considerable uncertainty over the pastyear, focus has largely been on familiar areasof concern, namely ongoing oversupply

versus expectations of the extent demandwould respond to low prices.

Strong responseDemand has responded strongly, althoughparts of the market might still haveoverestimated the response, resulting in thenow premature-looking oil price recovery inthe spring. By this summer, however,oversupply continued and expected declines,particularly in North Americanunconventional output, disappointed, whileChinese stock market jitters reignited fears

over China’s economic growth and hencedemand for hydrocarbons.

With the Brent price in the mid-US$40sper barrel, there are increasing signs of anegative turnaround in US shale oilproduction. In its September Oil MarketReport, the International Energy Agency(IEA) revised its estimate of US oilproduction to have already been in declinesince about April, although the end-yearbalance could still show growth.Furthermore, shale output is estimated todecline by 400,000 bpd in 2016 as aresponse to low prices.

Other areas of production could, ofcourse, also show a high decline rate inresponse to lower prices, particularly giventhe capital expenditure cuts beingannounced throughout the industry. The UKportion of the North Sea reacted very quicklyto capital expenditure cuts when the UKgovernment raised taxes in the wake of the

Shale output is forecast to decline by 400,000bpd as a response to low prices.

(Photo: Nicholas A Tonelli)

Samuel Ciszuk looks at the battle for market share among MENA oil andgas producers in an environment of low oil prices and oversupply.

MENA oil producers – time to

re-evaluate strategies

Other areas ofproduction could also show ahigh decline rate”


Analysis

S06 ORME 6 2015 - Analysis_Layout 1 29/09/2015 14:43 Page 24


www.alderley.com

2007-2008 global financial crisis. Whilelowered taxes boosted spending on the UKshelf as late as this year, the whole of theNorth Sea is a mature production regiontoday, and, as such, might react as quickly toany capital expenditure cuts in the secondhalf of this year.

Furthermore, the market will expect anegative trend break from Russia, which,given sanctions and its isolation, is viewedas unable to keep spending the amountsnecessary to sustain its oil production attoday’s high levels, although a very weakrouble has helped to cushion the oil price fallvis-à-vis the domestic service industry.

So what does this mean for the MiddleEast? If non-OPEC production falls next year,and the rising demand trend is not derailedby China’s problems, the call on OPEC oilcould rise to levels not far below theorganisation’s current production rate. This isthe IEA’s view in its latest oil monthly. Itsees global inventories, which are at recordhighs after many quarters of a steady build-up, being drawn down from the second halfof next year.

This scenario could be good news forOPEC governments that have been buildingup large budget deficits and seeing costsincreasing as a result of falling sovereigndebt ratings. There are some majorunknowns, however, aside from whetherChina’s economic growth rate is slowing:what will Iran do when sanctions are lifted;and will Iraq manage to increase its oiloutput further.

Although not a certainty, it looks likelythe US, after some political wrangling, willagree the Iranian nuclear deal negotiated inthe past few months, clearing the way for alifting of Iran’s oil sanctions. Besides someincremental increases in Iran’s existingexports to its remaining Asian clients in thecoming months, oil export sanctions are notlikely to be materially lifted before the end of2015, or even by early 2016.

Iran has said that work has started inpreparation for a quick ramp-up in productionto recoup the 1mn bpd of market share ithas lost since 2012 because of sanctions.However, the country’s shortage of money

and advanced enhanced oil recoverytechnology were already problematic 10years ago. It is unclear how much of thisproduction it has lost permanently due tomature decline, which has been running ataround 7 per cent for many years.

Floating and onshore storage of between45mn-55mn bpd will help Iran kick startexports: however, recent confirmation thatmost of the stored liquid is condensate,suggest that at least, initially, Iran’s return tothe market will have limited impact onoverall crude prices. Nevertheless, longerterm, i.e. 18 to 24 months, Iran might beable to increase its exports by as much as700,000 bpd, suggesting that this newsupply alone would outweigh the expectedUS output decline, at least during 2016.

Question marks over IraqAnother question mark is regarding Iraq. Thecountry’s output has continued to grow,despite its fragmentation.

The unwieldy service contractsintroduced by the government forinternational oil companies (IOCs) havecreated a situation where the government

has to pay IOCs promptly for any workundertaken – which has become too costly.Allowing debts to its oil investors to pile upis likely to deter investments, somethingwhich is already starting to happen.

Bottlenecks in Iraq’s infrastructure alsorisk limiting any further growth in the south.Although this is not the case in the north,political instability along the export pipelineto Turkey has again increased, risking largefluctuations of around 500,000 bpd of oilsupply from the north throughout next yearand beyond.

Meanwhile, Iraqi output hit 4.2mn bpd inJuly. Political instability meant that levelcould not be replicated in August. Ongoingdevelopment work, however, might still addsome more supply in the coming year, evenif the risk of disruption seems to beincreasing.

As a consequence, any tightening of theglobal market, expected by many towardsthe end of 2016 might be delayed further,even if Chinese demand growth does notslow significantly. The irony of such asituation is that the battle for market sharecould by then be within OPEC itself andlargely played out between Saudi Arabia,Iraq and Iran. It could be very damaging inthe long term in terms of cooperation withinOPEC, and damage particularly Iraq’s andIran’s economies and hence stability.

It is also exactly the spectre of thiswhich in the coming 12 months could helpto focus minds to find working solutionsbefore energy relations break downcompletely. n

Iran is looking to ramp up production.

(Photo: Christiaan Triebert)

Longer term, Iranmight be able to increase itsexports by as much as700,000 bpd”


Analysis

1 9

THE OUTLOOK FOR China’s economic growth, which is experiencing itsworst performance in decades, is the trigger of greatest uncertainty in theglobal energy markets, according to 32 per cent of respondents in a GulfIntelligence Survey conducted with 200 industry professionals.Even at the Chinese government’s targeted growth rate of seven per cent

for this year, China’s economy is heading for its slowest annual expansion ina quarter of a century. Producer prices slumped 5.4 per cent in July, creditto the real economy plunged and consumer inflation remains at about halfthe target of three per cent this year.Top energy industry officials and executives from the Gulf’s national oil

companies, including ADNOC, ENOC and KPC, alongside their international

peers from Vitol, Gulf Petrochem, Socar Aurora, the Dubai MercantileExchange and Platts participated in the industry survey conducted in mid-September by Gulf Intelligence Research.Brent crude oil prices are expected to continue to experience dramatic

swings through 2016, according to 56 per cent of the survey respondents,with Brent crude expected to average in the US$50 range according to 42per cent of the respondents, while 2 per cent are more optimistic in theiroutlook, forecasting oil prices to average in the US$60 range.31 per cent of the survey respondents believe that uncertainties over

OPEC’s commitment to maintain its strategy of protecting market share isthe main cause of volatility in the oil markets.

China’s economic outlook is main cause of oil market uncertainty, finds industry survey


Hoisting high its credibility as a national energy spearhead, Bapco has consistently stepped up its endeavours in bolstering Bahrain’s economy over the numerous decades of its existence. Addressing industrial and environmental affairs alike with awe-inspiring splendour, the national energiser constantly strives to add to its rich heritage with its day-to-day operations. Bapco also takes great pride in developing the nation, safeguarding our environment and recognising the prospective leaders of tomorrow with its year-

round initiatives.

As a regional energy champion, Bapco believes in building the nation progressively whilst understanding the importance of giving back to the community. Because at the end of the day, our nation

is our responsibility.

1:21 PM


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Analysis

PLUMMETING OIL PRICES will cause cash flow for the globalintegrated oil and gas industry to contract by 20 per cent or more for2015, with only a modest recovery expected in 2016, say Moody’sInvestors Service. This reflects the rating agency’s expectation ofcontinued revenue declines and a negative free cash flow profile forthe industry in 2015. Moody’s outlook for the global integrated oiland gas industry will remain negative into 2016.

Moody’s report, entitled Integrated Oil & Gas Industry – GlobalNegative Free Cash Flow Pressures Integrated Oil Credit Profiles,discusses how global crude oil prices have fallen by more than 50per cent since mid-2014, putting a major squeeze on the industry’searnings. While companies like Shell, Total and BP have respondedby cutting capital spending and reducing costs, Moody’s still expectsthe industry to face a negative free cash flow position of nearly$80bn for the rest of 2015, compared with $26bn in 2014.

“We have revised our oil price outlook down several times sincelate 2014 and expect oil and gas prices to stay near recent low levelswell into 2016, which will aggravate the industry’s negative free cashflow profile,” says Thomas Coleman, a Moody’s senior vice presidentand author of the report.

Moody’s expects the industry to reduce capital spending further,with sharper reductions likely to take place in 2016. Companiescontinue to re-phase, defer and cancel high-cost projects asprospects dim for price recovery in 2016.

Inflationary pressures and high industry costs are starting toadjust to lower oil and gas prices, with operating costs and marginsexpected to normalise by mid-to-late 2016. The integrated oilcompanies are focused on operating costs and staff reductions andhave pricing power in an oversupplied market to capture lower rigday rates and supply chain and other efficiencies to bring downcosts.

Moody’s expects that the industry’s total debt load will increase,with cash balances declining as companies sell assets to coverdividends and capital spending, although most companies haveresisted dividend cuts so far. While some companies such as Shell,Chevron and Statoil face sizeable debt increases, most players arewell positioned to absorb a rise in leverage. Many are also pursuingsizeable asset sales to cover the cash flow gap and enhance capitaldiscipline.

Moody’s report is available at www.moodys.com.

Moody’s outlook for oil and gas companies’earnings remains negative

The decline in oil prices has squeezed industry earnings (Photo: iiuri/shutterstock)


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EARLIER THIS YEAR, Yanbu AramcoSinopec Refining Company Ltd.(YASREF), a joint venture betweenSaudi Aramco and China

Petrochemical Corporation (Sinopec),committed to implementing Intergraph®SmartPlant® Enterprise solutions tooptimise the operation and maintenance ofits full-conversion refinery in Saudi Arabia.The refinery will use 400,000 bpd ofArabian heavy crude oil to produce premiumtransportation fuels, as well as high-valuerefined products for both international anddomestic markets.

Intergraph (INGR): Can you give us somebackground on YASREF’s experience withIntergraph?Abdulhannan M. Karim (AMK): YASREFconducted very intensive technical andcommercial evaluations of Intergraph’sSmartPlant Suite along with othercompetitive products, following which itwas decided to go with SmartPlanttechnology. SmartPlant Engineering toolsalong with SmartPlant Foundation met all ofYASREF’s requirements, including datasecurity and integrity. This wasaccompanied by excellent implementationby Atheeb AISC.

INGR: How is Intergraph software beingemployed in the project, and whatbenefits have you seen? AMK: YASREF implemented SmartPlantFoundation as the main depository systemto hold all of the project’s engineering dataand documents. The project started withusing the engineering tools SmartPlant®P&ID, SmartPlant Instrumentation, and PDS.Having the deliverables from all EPCs inSmartPlant format, YASREF was able touphold the integrity of the information onhand, and ensure the availability of the datato all YASREF personnel in the right formatat the right time.

Some of the benefits we have alreadyseen are integration with engineering toolsand other IT systems, and SAP, IRIS, APMShave supported YASREF’s operations,maintenance, and engineering teams. Inaddition, YASREF is using SmartPlant Fusion

to extract data from documents, increasingefficiency in data management.

INGR: What are your views on thesignificance of this project for the regionand for the global oil and gas industry,especially in light of current challenges?AMK: The implementation has now beencompleted and the engineering system isalready in place. Due to the swiftness andefficiency of implementation, YASREF hasset a record in the region and is considereda role model for similar joint venture megaprojects; initiating the project with speedand efficiency means increased productivityand decreased overall costs as the projectmoves forward.

INGR: What do you consider the mostsignificant issue facing the oil and gasindustry at the moment? AMK: We are all functioning in a very volatileenvironment. Having the right tools in placehelps navigate changes and volatilities in theeconomic and industrial climates, meaningthat no matter what happens, we areequipped to adjust our business effectively.

From an engineering perspective, Ibelieve that creating standards andprocedures and increasing knowledge ofengineering tools is of top importance.These factors directly influenceexpenditures, and when expenditures can bestabilised and minimised across allfluctuations, we see business prosper.

INGR: How do you see Intergraphsolutions supporting companies likeYASREF and Saudi Aramco in overcomingthese issues? AMK: YASREF is pleased to be usingIntergraph’s solutions – we are receivingoutstanding support when it comes to ourengineering data. Saudi Aramco has alsostandardised on Intergraph solutions toenhance its capabilities. We see thisbecoming a trend for those companieswishing to maximise their productivity andmeet the unique challenges of large-scaleprojects. n

Intergraph solutions are helping to optimise the operationand maintenance of the YASREF refinery

Intergraph®PP&M, a leading producer of enterprise engineering software, speaks to AbdulhannanM. Karim, senior engineer at YASREF, about YASREF’s experience of Intergraph solutions.

Partnering for

productivity

YASREF has set arecord and is considered arole model for similar jointventure mega projects”


Company News


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S07 ORME 6 2015 - Kuwait 01_Layout 1 29/09/2015 14:46 Page 31

www.neosgeo.com


Recruitment

WOMEN WHO EXUDE confidence anddemonstrate persistence are more likely tomake it in the oil and gas industry, according toleading female oil and gas industryprofessionals working in the Middle Eastregion.

Speaking ahead of the ADIPEC 2015 ‘Womenin Industry’ Conference, Amna Al Maqtari, aprocess engineer at the TAKREER ResearchCentre, which is part of the Petroleum Institutecampus, an Abu Dhabi National Oil Company(ADNOC) educational centre, said, “Don’t takeno for an answer. If someone tells you that youcannot do something on the basis that you area woman, don’t just walk away. Insist that youare capable of doing it yourself, and you will

find that most times, people will listen.”Mariam Al Badr, director of corporate

communications at Dolphin Energy, remarked,“When it comes to oil and gas, there tends tobe negative connotations about women asengineers, working offshore and developing acareer in the sector. As someone who works incommunications I can see that there is a strongneed to dispel these misperceptions byengaging more effectively with females andprofiling the different opportunities and rolesthey can assume within the energy sector.”

The annual ‘Women in Industry’ Conferencewill take place the day before ADIPEC 2015opens, on 8 November at the Eastern MangrovesHotel & Spa by Anantara in Abu Dhabi.

'Persistence' key to making it in the oil and gas industry

TAKREER Research Centre processengineer Amna Al Maqtari

THE GLOBAL OIL and gas industry should accelerate efforts toempower women and close the sector’s gender gap, or riskoperational preparedness to tackle 21st century challenges, a studyby Gulf Intelligence shows.

There is no doubt that there have been encouragingdevelopments, with leading companies in the Middle East andglobally adopting programmes to attract, support and retain women.However, there is still a long way to go; women continue to makeup less than 10 per cent of the global oil and gas workforce, andonly around three per cent in the Middle East. Even fewer holdengineering or other technical roles. The same is true for board-levelpositions; a study conducted by PwC found that women occupyonly 11 per cent of seats on the board of directors of the world’s100 largest listed oil and gas companies.

In the Gulf Intelligence industry survey, conducted this year with150 female energy industry executives and associated stakeholdersworking in the Gulf, over 50 per cent of the respondents expressedthe view that under current policies it could take more than 30years for the global energy industry to achieve gender balance.

The Gulf Intelligence research report, entitled How to AdvanceWomen in the Global Oil & Gas Industry, highlights the need fordrastic policy changes to correct this imbalance, putting forward anumber of recommendations on how best to attract and retainfemales in the sector. These include creating a flexible workenvironment; addressing discrimination as well as social and culturalbarriers; building a work environment and infrastructure thataccommodate female requirements, particularly in operationalfacilities such as offshore rigs; raising awareness among youngfemale students of the career opportunities; attracting morefemales with backgrounds in engineering, analytics and IT; andhighlighting the role of technology as a gamechanger. Technologyhas reduced some of the physical demands seen as a barrier tofemale participation, in particular through the application ofautomation processes and IT and mobile communications.

“The advancement of females in the oil and gas sector is acritical topic that needs to be discussed in order to achieve asustainable industry, especially at a time when 50 per cent ofpetroleum engineers are expected to retire in the next decade withthe baby boomer generation,” says Dyala Sabbagh, a partner withGulf Intelligence. “Technology will play a vital role in accelerating agender balance in the industry.”

“It is clear that sustained efforts will have to be made to bolsterand retain the female component in the oil and gas industry if

future challenges such as developing more complex and remotehydrocarbon reservoirs, bridging the talent gap, and acceleratingtechnological innovations and solutions are to be overcome –whether on a global level or in the hydrocarbon-rich Gulf region”comments the report.The full report can be downloaded at www.thegulfintelligence.com.Promoting and retaining women in the energy sector will bediscussed at the HR Forum to take place from 25-27 October inDubai. See www.hrforumoilandgas.com

Policy changes needed to increase female participation in global energy industry

The report says that creating a flexible work environment and addressingdiscrimination in the workplace would help women advance in the oiland gas workplace (Photo: Bapco)



www.jesco.com.sa

KUWAIT’S SMALL SIZE belies thesignificance of its rich oil sector, as itranks among the top tier of globalproducers worldwide. With

production averaging 3.2mn bpd, oil salesaccount for about 60 per cent of GDP.

As crucial as this massive foreigncurrency inflow is, it has also createdsomething of an imbalance in the economy,one that remains susceptible to commodityprice swings. This has not been helped, attimes, by policymaking being held back bypolitical in-fighting and officials grapplingwith issues that include the controversysurrounding the role of foreign companies inthe industry.

The ill-fated Project Kuwait – an attemptto lure more upstream investment fromforeign firms 20 years ago – highlights someof these tensions clearly. While internationalfirms are actively involved as partners in thenation’s energy sector, it remains an industrydominated by big state-owned entities,headed by holding group Kuwait PetroleumCorporation (KPC).

Leading the oil export industry under KPCis Kuwait Oil Company (KOC).Headquartered in Ahmadi, its responsibilitiesinclude the long-term management of themighty Burgan field, which spans much ofKuwait's south-eastern desert. This vastonshore oil complex is the second largest inthe world, behind only Ghawar in SaudiArabia. Total recoverable oil in this field alonehas been estimated at up to 75bn barrels,plus perhaps 70 trillion cubic feet of naturalgas. Although more recent reports suggestreserves may now have dipped to 55bnbarrels after decades of sustainedextraction, it remains a significant resourcenonetheless. Kuwait's prized national asset,the Burgan field on its own produces morethan half the nation's daily output.

Upstream developmentThe scale of Kuwait's oil sector, however,means investment is ongoing in newproduction facilities and associated

infrastructure. As well as developing newprojects, this also means sustaining outputat ageing fields.

The government wants to see productioncapacity rise to as much as 4mn bpd by2020, which means KOC and its partnersmust work hard to extract maximum valuefrom Burgan and the many other fieldsscattered across Kuwait's desert landscape.

In July, KOC handed a US$780mncontract to UK-based services groupPetrofac for a new manifold group trunkline

(MGT) system in the north of the country.This project forms part of KOC’s overall planto increase and maintain crude output overthe next five years.

Three new gathering centres (GCs),which form part of the broader project, arealready under construction with Petrofacexecuting the contract for one of them, GC29. Each of the three GCs will be capable ofproducing around 100,000 bpd, plusassociated water and gas. The MGT system,due for completion towards the end of 2017,will provide the feedstock to each of theGCs via three independent networks ofintermediate manifolds and pipelines.

New horizonsAnd faced with developing morechallenging, mature oil fields, KOC islooking to open up new areas for upstreamdevelopment as well. It recently embarkedon a 3D survey of the Kuwait Bay area incollaboration with China National Petroleum

Kuwait is one of the top globaloil producers worldwide(Photo: Khaleel Haldar)

Martin Clark examines Kuwait's long-term plans to increase oilproduction and continue to play a key role in the world's oil markets.

Small nation,

ambitious plans

The governmentwants to see productioncapacity rise to as much as4mn bpd by 2020”


Kuwait


VISIT US AT KOGS

HALL 6 - STAND NO: 605


me.aggreko.com

Corporation’s (CNPC) seismic unit BGP. Thesurvey, which is expected to be completedin June 2017, covers an area of 2,500 sq kmstretching from the north of the Burganfield in southern Kuwait to the Bahra field inthe north.

The data collected will form part of thecompany’s forward strategy to boost longer-term production through to 2030.

As well as studying new territory, KOC isalso getting to grips with the country'sunconventional hydrocarbon potential,initiating the Lower Fars heavy oil project,which could lift production by 60,000 bpd by2018. It recently signed a contract for theimplementation of the first phase of theUS$4bn scheme, in the Ratqa field in NorthKuwait, with Petrofac and ConsolidatedContractors Group (CCC).

KOC chief executive Hashem Hashemcalled it a milestone for Kuwait, enabling itto produce heavy oil in commercialquantities for the first time.

The company expects to grow its heavyoil technical and operational prowess via theLower Fars scheme. Hashem says heavy oildevelopment remains one of KOC'sstrategic objectives right now.

The initial project includes the maincentral processing facility (CPF) andassociated infrastructure as well as aproduction support complex. This includes apipeline of almost 162 km which willtransport the heavy crude from the CPF toSouth Tank Farm located in Ahmadi.

Downstream growthPotentially, this heavy oil could then bechannelled to a new state-of-the-art refinerycurrently under development at al-Zour.

Much of Kuwait's recent focus has also

been on improving its refining sector andassociated downstream industries. Thisincludes the long-delayed, on-off al-Zourproject, an initiative being led by anotherKPC unit, Kuwait National PetroleumCompany (KNPC).

Once completed, the US$11bn refinerywill be one of the largest of its kind in theMiddle East with a capacity of 615,000 bpd,effectively double current production.

The new facility would take Kuwait'srefining powers from around 730,000 bpdcurrently to 1.4mn bpd and allow it toproduce a whole slate of moresophisticated fuel products.

But al-Zour has been delayed repeatedly

too amid political interference, bidding andcorruption issues. Not for the first time,contracts have again been awarded – to abrigade of international contractors fromacross Asia, Europe and the USA – to takethe scheme forward once more. If all goes ahead as planned, the refinery couldfinally be up and running by late 2018 orearly 2019.

KNPC has faced other challenges aswell, including a blemished safety recordfollowing a succession of accidents andfires at its other refining sites. A fire inAugust shut down the 200,000 bpd Shuaibarefinery, 50 km south of Kuwait City, inwhat was the latest of a string of incidents,although no one was harmed.

It illustrates the challenges Kuwait'snational energy companies face inmaintaining and updating an ageing energyinfrastructure and, at the same time,stepping into new areas like heavy oilproduction and cleaner fuels.

Not all are optimistic. The InternationalEnergy Agency said last year that it thinksKuwait's 2020 targets were unrealistic“given the near total absence ofdevelopment projects on the books”,something Kuwaiti officials refute. Thechallenge now for KPC and its multiplesubsidiary units is to prove them wrong. n

Much of Kuwait’s recent focus has been on improving its refining sector and downstream industries(Photo: Roy Luck)

Once completed, theUS$11bn refinery will be oneof the largest of its kind inthe Middle East”


Kuwait

Kuwait facts and figures, 2014

Oil reserves: 104bn barrels (sixth largest in the world)

Oil production: 3.1mn bpd (ninth in the world)

Producing wells: 1,760

Crude oil exports: 1,995,000 bpd

Value of oil exports: US$97.5bn (95 per cent of total exports)

Gas reserves: 1.8 trillion cubic metres

Gas production: 16.4bn cubic metres

Refined products output: 918,000 bpd

Exports of refined products: 751,000 bpd

Source: BP, OPEC


S08 ORME 6 2015 - KOGS_Layout 1 29/09/2015 14:48 Page 37

www.hp.com/go/newlaserjets

Kuwait Oil & Gas Show and ConferenceDate: 11–14 October 2015Venue: Kuwait

SET TO BE the largest gathering ofthe oil and gas industry ever seen inKuwait, KOGS 2015 will be held atthe Kuwait International Fair in

Mishref under the patronage of HisHighness Sheikh Jaber Mubarak Al-HamadAl-Sabah, the Prime Minister of the State ofKuwait. It incorporates a multidisciplinaryconference programme organised by theSociety of Petroleum Engineers (SPE) and aworld-class international exhibition of oil andgas hardware and services organised byAllworld Exhibitions’ member ArabianExhibition Management. The event isexpected to attract over 3,500 regional andinternational attendees.

His Excellency Dr. Ali Saleh Al Omair,Minister of Oil and Minister of State for theNational Assembly, commented: “I ampleased to announce the Kuwait Ministry ofOil’s support for the second edition of theSPE Kuwait Oil & Gas Show andConference. The stature of this majorinternational oil and gas exhibition andconference befits Kuwait’s internationalstanding as one of the world’s leading oil-producing nations, and mirrors the greatstrides we have made both upstream,downstream, and in our overseas activities.”

KOGS 2015 conferenceThe KOGS 2015 conference takes place

under the theme Future HydrocarbonResources; Innovations, Technology andOpportunities, and focuses on key areas ofinterest for those working in the upstreamand downstream sectors in the region,including reservoir management, productionoperations, sustainable development, drillingand completion technologies, innovation,

refining and the petrochemical industries.The conference opens with a special

ceremony on 11 October 2015 at the HiltonKuwait Resort. The session will begin with

welcome addresses from His HighnessSheikh Jaber MubarakAl-Hamad Al-Sabah,Kuwait’s Prime Minister; His Excellency Dr.Ali Saleh Al-Omair, Kuwait’s Minister of Oiland Minister of State for the NationalAssembly; Nizar Al-Adsani, CEO, KuwaitPetroleum Corporation; Hosnia Hashim, vicepresident Operations, KUFPEC and JaneenJudah, 2017 SPE President.

Keynote speeches on this year’sconference theme will follow, delivered byHis Excellency Abdalla Salem El-Badri,secretary general, OPEC; Hashem Hashem,CEO, Kuwait Oil Company, Mohammad Al-Mutairi, CEO, Kuwait National PetroleumCompany; Bob Dudley, CEO, BP and SamirBrikho, CEO, Amec Foster Wheeler.

The busy exhibition floorat the 2013 show

Following the success of the first edition in 2013, the Society of Petroleum Engineers (SPE) KuwaitOil & Gas Show and Conference is returning to Kuwait from 11–14 October 2015.

Focusing on future hydrocarbon

resources

The stature of thisexhibition and conferencebefits Kuwait’s internationalstanding as one of theworld’s leading oil-producingnations”


KOGS 2015


More than 180 technical and posterpresentations designed to share theknowledge and experience of managing,operating and supplying companies willfollow over the subsequent three days ofthe conference, delivered by over 260expert speakers from more than 60companies across 27 countries.

Packed agendaThe packed agenda at KOGS 2015 alsoincludes 4 industry panel sessions and 5special sessions led by CEOs, managersand presidents of national and internationaloil companies and the service industry.Discussion topics include industrystrategies in the face of unstable oil prices,the role of gas in the region, innovation,overcoming scarcity of resources, refiningindustry drivers, women’s networking, localcontent and the role of the bankingsectors.

Three SPE training courses and twofield trips for delegates will also take placein conjunction with KOGS 2015, in additionto a two-day programme of events aimedat the next generation of oil and gasprofessionals, which will offer high schoolstudents and teachers the opportunity toengage and gain valuable career advice.

More than 200 companies from 24countries will be in attendance at theparallel exhibition which takes place from12 – 14 October 2015. The 14,000 sq mglobal showcase features key stakeholders,major players, suppliers and serviceproviders and serves all areas of the oil andgas industry.

Principal exhibitors include ADNOC,BAPCO, Kuwait Petroleum Corporation,Saudi Aramco and EQUATE.Complementing these regional giants is ahost of international powerhousesincluding Amec Foster Wheeler, BakerHughes, GE Oil & Gas, Halliburton, ONGC,Schlumberger, Shell, Total and Weatherfordamongst others who will be exhibitingalongside independent specialist suppliersand distributors from Kuwait and acrossthe globe. The exhibition also features largenational groups from France, Egypt andMalaysia.

Nizar M. Al-Adsani, Deputy Chairman,CEO of Kuwait Petroleum Corporation said,“As we continue to expand in all areas ofour industry, KOGS 2015 assembles awelcome level of expertise and serves as atimely arena for meaningful discourse andengagement. I am confident that theexchange of knowledge, technology andbusiness prospects at this event will be ofgreat benefit to all participants, whilstcontributing to the advancement of ourindustry.” n

For more information please visitwww.kogs2015.com.



www.slicshoes.com

How significant is your Kuwait business interms of your global activity?With a track record in Kuwait extending overthe last 15 years and some 12 projects inour portfolio, the country is one of Petrofac’score markets and is of strategic importanceto Petrofac’s ambitions in the Middle East.

What is the scope of your current projectsin Kuwait?In the upstream sector, around US$4bn hasbeen set aside by KOC for the first phase ofthe Lower Fars Heavy Oil DevelopmentProgramme. Petrofac, in consortium withGreece-based Consolidated ContractorsCompany, is executing the project, whichincludes greenfield and brownfield facilitiesand encompasses engineering,procurement, construction, pre-commissioning, commissioning, start-up andoperations and maintenance work for themain central processing facility (CPF) andassociated infrastructure, as well as theproduction support complex. This includes apipeline of almost 162 kms which willtransport the heavy crude from the CPF toSouth Tank Farm located in Ahmadi, fromwhere KOC has the option to send it to theproposed Al-Zour refinery in the south ofKuwait. The project will take approximately52 months to complete, and when fullyoperational it is expected that the initialphase of the Lower Fars heavy oil projectwill produce around 60,000bpd.

Petrofac is also executing a project forKOC’s manifold group trunkline (MGT)system in the north of Kuwait. The lump-sum engineering, procurement and

construction (EPC) project, valued atapproximately US$780mn is integral toKOC’s plans to increase and maintain crudeproduction over the next five years. Threenew gathering centres (GCs), which formpart of the broader project, are already underconstruction, with Petrofac executing theEPC contract for GC 29 (US$700 mn). Duefor completion towards the end of 2017, theMGT system will provide the feedstock toeach of the GCs via three independentnetworks of intermediate manifolds andpipelines. Each of the three GCs will becapable of producing around 100,000 barrelsof oil per day together with associated waterand gas.

Downstream, Petrofac is involved withKNPC’s Clean Fuels Project; one of KNPC’smajor investment projects to upgrade theMina Abdulla and Mina Al Ahmadi refineries,in order to reach a daily production target ofaround 800,000 bpd. Petrofac, in joint

venture with Korean-based Samsung andCB&I, is working on a US$3.7bn contract forthe Mina Abdulla (MAB1) refinery in Kuwait.

How do you view the future for thedevelopment of the country’s gas sector?In terms of opportunities associated withnatural gas, ample prospects remain in thecountry with many of the developments yetto come on stream. It will be a competitivelandscape for sure, but there is plenty ofopportunity as Kuwait’s demand for gas isrising, indicating room for growth in theindustry.

Many pipeline projects are underwaythroughout the northern part of the countryand these developments represent apromising expansion.

What are the main challenges you face inKuwait?One of the biggest challenges in fullydeveloping expansion projects in Kuwait issimply the shortage of experienced workers.

Another potential challenge as I see it isin relation to the density of projects goingon in the northern part of the country. Thesedevelopments will invariably result in a greatdeal of additional traffic on the existing roadnetwork infrastructure which is beingdeveloped as more projects start up. Thiswill be a very busy part of the country and itwill be incumbent on all the contractorsworking there to ensure that safety remainsour number one priority.

To what extent is the low oil priceenvironment affecting Petrofac'soperations?Over recent months we have experiencedfluctuation of the oil price, cuts in industrycapital expenditure and deflationarypressures on the supply chain. While manyhigher-cost projects in the industry may becancelled or re-evaluated, at this stageclients in our core onshore markets arecontinuing to commit to ongoing investmentin large strategic projects. n

Mohammed Al Fahoum, country manager forKuwait, Petrofac

Mohammed Al Fahoum, Petrofac’s country manager for Kuwait, speaks toOil Review about the company’s extensive operations in the country.

Encouraging prospects in

Kuwait

It will be acompetitive landscape forsure, but there is plenty ofopportunity”


Kuwait / KOGS


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MATRIX STIMULATION FORcarbonate reservoirs is one ofthe most frequent operations atKuwait Oil Company (KOC), and

is associated with operational and technicalchallenges in the selection and design of theappropriate stimulation method. The challenges include selecting the acid

type, concentration, dosage and diversionmethod, as well as the most suitablestimulation technique for each individualwell/formation. The Well Surveillance Group* has created

a customised software application to providea full acid stimulation programme. Thesoftware is built based on the KOC databasefor all carbonate wells. This data wentthrough a sequence of analysis and beengrouped based on the reservoir’s rockproperties, fluid properties,pressure/temperature, fluid compatibility,and formation lithology.By using the software, the user will be

able to define the following for eachcarbonate reservoir:• Main acid dosage and the correspondingtreated radius (rs)

• Main acid type and concentration• Diverter method and type(chemical/mechanical diversion,polymer/non-polymer based fluid)

• Pre and post flush dosage and type• Detailed treatment pumping schedule forany stimulation technique/method (coiledtubing/bullheading).

• Prediction of liquid gain.

As a result, the variation in stimulationdesigns based on different levels ofexperience and knowledge will beeliminated. Thus, the chemical dosage willbe optimised from the technical/operationalprospective, which will help to minimisecosts.The software is divided to five windows,

as shown in Figure 1:• Coiled Tubing: Mechanical Diversion• Coiled Tubing: Chemical Diversion• Bullheading: Mechanical Diversion

Figure 1: Software front page

Kuwait Oil Company’s new customised carbonate stimulation software will helpto optimise well stimulation treatment and minimise costs.

Optimising matrix stimulation

treatment


KOC Case Study

Figure 2: Matrix Volume Calculator Figure 3: First input page



www.kaeser.com

• Bullheading: Chemical Diversion• Matrix Volume Calculator

The Matrix Volume Calculator (Figure 2)helps to calculate the required treatmentdosage in order to cover the desired treatedradius, given the casing OD and reservoirporosity. As an example, the Coiled Tubing:

Chemical Diversion window will beexplained in brief. The window consists of three input

pages (Well/Formation Data, CompletionData, Coiled Tubing Data), following whichthe recommended Treatment Chemicalspage will be generated.The first page includes well data and

formation data inputs, as shown in Figure 3.The second page includes “requiredtreatment interval” and “well completion”inputs, as shown in Figure 4. The third pageincludes “coiled tubing data” input, asshown in Figure 5. The last page is therecommended treatment chemicals systemsrequired, as shown in Figure 6. The user isable to change the design as well.Finally, a full propsal report will be

generated in PDF format as shown in Figure7. The proposal will include the following :1) Title Page2) Well/Formation Data3) Treatment Interval4) Completion/Coiled Tubing Data5) Treatment Chemicals6) Stimulation Treatment Schedule7) Prediction of Liquid Gain. n

*The carbonate stimulation software wascreated by Mohammad Al-Othman (Snr. WSEngineer) and Ali Buhamad (WS Engineer),with support from Humoud Al-Mohammad(WS Engineer), Nasser Al-Houti (Snr. WSEngineer), Samir Aloun (Snr. WS Engineer),Khalid Al-Qassar (Snr. WS Engineer) and SaraAl-Qaheem (WS Engineer).

Figure 4: Second input page

Figure 6: Fourth recommendation page Figure 7: Generated proposal report

Figure 5: Third input page


KOC Case Study

KUWAIT OIL COMPANY (KOC) continues to adopt new and advancedtechnologies to help achieve its 2030 strategy of increasing oil production toaround 4mn bpd . Since taking office, KOC CEO Hashem Hashem hasimplemented some of his progressive views, particularly in relation to newtechnologies, sustainability and environmental protection.

KOC has adopted new and developing technologies related to geophysics,oil exploration, production and process optimisation at various facilities.However, acquiring existing technologies, no matter how advanced, is notalways the solution to some of the unique challenges being faced by KOC. Asa result, the company’s teams of engineers and researchers have beenencouraged to themselves develop innovative solutions to tackle specificchallenges. One such instance is the introduction of its fibre optic coiledtubing straddle packer method.

Inflow control devices (ICDs) are used to balance flow rates in oil wellsthroughout the company. ICDs dramatically reduce the effect of water and gasbreakthrough and optimise production rates. However, other factors cannegatively affect the flow rate balance of the ICD. These factors includeplugged ICD ports, asphatene or sand depositions. In addition, water in the

well presents a host of other issues, including scale and corrosion. Thesefactors increase the cost per barrel for the company.

In order to avoid production from water zones containing plugged ports orformation damage, trials were done for coiled tubing or bull heading to pump atreatment that can dissolve or treat the identified damage of the plugged ports.Unfortunately, the results were not satisfactory.

In order to rectify this, KOC looked for a better way for placement acrossthe plugged intervals. Through the tubing straddle packer, and, in a world first,each ICD port was isolated and fluid was only injected into the plugged ports.

The fibre optic coiled tubing straddle packer method was an innovativeapproach to a particular challenge. This initiative, led by the well surveillanceengineering team, represented the first time an application of the combinedsolution was ever conducted worldwide. Six wells were selected in Minagishand North Kuwait fields that faced the problem of plugged ports of the ICDcompletion. Three wells showed improved oil production, with more than a 150per cent oil increase and drop in water cut, while two other wells faced aslight water cut increase. The campaign resulted in the five wells providing a40 per cent increase in oil production.

KOC introduces own coiled tubing technology


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THE EVOLUTION OF inline inspection tools has continued at animpressive pace since their inception in the early 1970s.However, the technology is not an end in itself as it needs todeliver to a very specific brief and demonstrate that pipeline

systems are safe and fit for purpose.In the past, inline inspection tools were developed for a single,

specific purpose. Magnetic flux leakage (MFL) pigs were developedfor metal loss inspection, while caliper pigs were designed to lookfor dents and geometric features and mapping systems were used toinvestigate pipeline positioning. Within each of these types of pig,there were multiple variants, each designed and developed to meetspecific industry requirements. At one time, PII Pipeline Solutionshad seven different types of MFL systems in operational use, eachdelivering inspection results to subtly different specifications.

From an operational standpoint, having multiple types of inlineinspection tool presents an unwelcome dichotomy. While pipelineoperators have a fundamental need for confidence in the quality ofthe inspection, they must balance this against the downtime causedby every inspection run. For a clean bill of health covering metal loss,dents and pipeline positioning, a minimum of three inspection runswould have had to be completed. This increases downtime andlikelihood of a failed run. However, this could be compounded by theneed to rerun with one of the other MFL or caliper system variants ifthe pipeline condition was not as anticipated, further increasing thedowntime and costs suffered by the pipeline operator.Faced with this problem, one of the goals for PII in developing its

fourth-generation MFL technology was to reduce the range of pigs inits inventory while enhancing inspection quality, safety, anddelivering first-run success.

Compact multi-mission systemAs a result of the smart application of this latest technology, PII’snext generation of intelligent pig now incorporates MFL, caliper andinertial measurement unit (IMU) mapping in a single, compact yet

The evolution of pipeline inspection tools hascontinued at a rapid pace

Martin Bluck, Magnetics Product Manager at PII Pipeline Solutionsexplains how its next-generation multi-mission inline inspection pigenhances inspection quality and reduces downtime and costs.

Broadening the remit of

intelligent pigs

What used to need three runs can nowbe completed in a single inspection”


Technology


flexible multi-mission system. What used to need three runs cannow be completed in a single inspection while offering enhancedlevels of accuracy and the flexibility to meet individual client needs,cost effectively.This has been achieved by optimising the design of each of the

three core components of the inline inspection system to gathermore data to provide a higher resolution inspection. By reducing thesize of the MFL sensors, configuring them in a triax array, whileincreasing their volume and the sampling frequency, anunprecedented level of inspection accuracy can be achieved. Thesame is true for the caliper and IMU modules. By running everyinspection with the same set-up at maximum resolution, theprobability of first-run success can also be improved, whatever thecustomer’s specific requirements. However,to make the service cost effective for thecustomer, only the datasets necessary tomeet the required specification areanalysed.

Tailor-made analysis For instance, a customer with a cleanpipeline with only isolated areas of corrosionmight only need a very simple metal-loss

inspection, so only a fraction of the MFLdata would be used, while the caliper andIMU data would be recorded and stored, butnot analysed. However, because the entiredata set has been collected at the highestresolution on the initial run, it is possible torevisit the analysis with a revised higherspecification and scope without having torerun the tool. This flexibility allows PII torun different analysis options depending on acustomer’s specific concerns about theirpipeline. Because the analysis can betailored to the pipeline, its age, location,type of product transported and history, it isa very cost-effective way of protecting theintegrity of the assets.In parallel with the hardware

development, PII has invested in analysissoftware and tools that look at metal loss,geometry and mapping data as onehomogenous dataset, so the combinedeffects can be assessed. With thisinformation readily available, PII’s analystscan make a far more informed call on thelevel of threat, and advise the client so theycan take the necessary mitigationmeasures, thereby further enhancingpipeline safety and security.PII recently celebrated six years of the

fourth-generation MagneScan™ (MFL4) –PII’s signature inspection system that hasnow completed more than 1,000 runs,approaching 50,000km of successfulinspection, and with thousands of verifiedfeatures. From the first run, PII worked withits customers to gather dig verification data

PII’s analysts canmake a far more informedcall on the level of threat”

The PII MagneScan super high resolutioninspection tool


Technology


www.dmiinternational.com

to validate and improve published specifications, and to develop newspecifications to address specific customer concerns. While therehave been improvements in terms of cost, reliability andresponsiveness, the sensing mechanisms and the way the systemgathers data hasn’t changed since the first run in January 2009. Thisensures that the latest algorithms, software and specifications canbe applied to all previous runs, thereby providing an accuratebenchmark for any change in the condition of a pipeline. Current PII technology can detect, identify size and locate metal

loss as shallow as 0.2mm deep and features as small as 2mm indiameter. With the same tool, PII can identify dents as shallow as2mm deep and 25mm circular diameter which are barely visible tothe naked eye. IMU mapping can now identify movement in thepipeline of less than the width of the pipeline itself, with offsets ofas little as 150mm being detectable.

‘Pinhole’ enhancementThe improvement in resolution has also delivered some unexpectedbenefits. The capability to detect pinholes down to 2mm diameterwas formally validated by one of the largest publicly tradedinternational oil and gas companies through a blind test followed byin-field dig verification. The company’s interest was not only in pinholes arising from typical corrosion mechanisms, but also from illegaltapping by third parties for product theft. To better address thisspecific threat, PII enhanced its ‘Pinhole’ offering to includeidentification of unauthorised connections to live pipelines wherethere is the possibility of product being stolen. The issue of pilferage is becoming a major commercial threat to

pipeline operators around the world, and being able to identify wherenew fixtures and fittings have appeared in a line, particularly whencoincident with deep small diameter metal loss, has already provedeffective in mitigating this threat.Circumferential cracking in the girth weld is another major

concern for oil and gas pipeline operators. The capability to detectmetal loss in the girth weld area with magnetics technology hasbeen understood since the early 1990s. However, it is only now withthe latest high resolution data and algorithms that it has becomepossible to detect circumferential cracks open by as little as 0.25mmand discriminate from metal loss. This was proven in collaborationwith a major Chinese operator in both girth and spiral welds usingthe latest triax sensor array.There are implications associated with gathering multiple data-

sets at high resolution, the main one being the size of the data filesinvolved. An inspection can now generate up to a terabyte of data.PII has invested heavily in order to build the IT and infrastructuresupport required to transport, analyse and store such large quantitiesof data. Another challenge is the complexity of the new multi-mission

tools. With up to 10 times the level of sensing technology of previoustools, the complexity of the system has increased significantly, but itis still required to deliver maximum reliability and first-run success. PIIcurrently delivers first-run success of around 95 per cent, beating theindustry benchmark of 90 per cent. However, a five per cent failurerate is still too high, and PII has taken on the challenge to reduce itthrough operational enhancements and reliability improvements atsub-system component level while remaining cost effective. Once the inspection is complete, PII undertakes the analysis and

delivers the report to the customer within agreed timescales so itcan act on it in a timely fashion. The more accurate and reliable thedata is, the more benefit can be derived from both an assetmanagement and a commercial standpoint. High levels of confidencein inspection results mean that clients can afford to put lesscontingency around PII’s accuracy and undertake remediation onlywhen strictly necessary.As inspection technology is now catering for traditional threats

to pipeline integrity, the focus has moved to less prevalent threatsand new failure modes as pipelines continue to age. Matchinginspection system signal data to unusual features found during digverification and performing pull-through tests in client pipelinespools are two methods by which PII works with customers toidentify and optimise inspection system capability to addressthese new challenges. Looking to the future, investment in software, algorithms and

data mining offer the potential for further exciting developments. n

The issue of pilferage is becoming a major commercialthreat to pipeline operators around the world

The focus has moved to less prevalentthreats and new failure modes as pipelinescontinue to age”


Technology



http://www.gracoblasting.com/

OPERATORS OF FIELDS in theMiddle East and North Africa(MENA) are becoming increasinglyaware of the importance of

monitoring and forecasting tools thatintegrate production systems into a FieldManagement and Information System(FMIS). These system implementationsoptimise field development efforts and focuson maximising the recovery of hydrocarbonreserves. They require accurate and reliablemodels to predict the effects of operationaldecisions on the performance of thereservoir, wells, surface production volumes,gathering network, booster compressorstations and central processing facilities. Theability to accurately predict the outcome ofmodifications to the system set points is keyto successful field operations.An essential element to maintaining the

integrity of these models is the acquisitionof accurate flow rate data from the well andsurface network. To this end, several large oilfield operators in MENA are conducting fullfield metrology campaigns using clamp-onsonar flow metering to measure wells andfacility volumetric data. These scheduledactivities are playing a pivotal role in theintegrated model (FMIS) tuning andcalibration, and, subsequently, improvingconfidence in the operation and forecastedproductivity of these assets.

Complex interactionsProduction from many fields in MENA ischiefly constrained by reservoirperformance, changes to the flow networkand fluid treatment capacity. As a result,appropriate determination of the daily

optimal operating conditions requiresexamination of the complex interactions ofthe reservoir, the wells and surface networkfacilities. Further complexity is added whenother field management issues areconsidered, including problems such as earlygas and water breakthrough, flow assuranceissues and operational issues through theuse of artificial lift methods.Typical ‘real world’ production

optimisation challenges can include:• Operators put a new well into production,but see no change in overall fieldproduction.

• Field production is limited by backpressure in a particular sector.

• Oil production can fluctuate significantlydue to wells producing intermittently.

• Choke settings are not optimised.• Investments in artificial lift methods arenot realising the expected increases inproduction.

• Candidates for gas lift are constraineddue to the impact of increased injectiongas volume requirement through theproduction and injection systems and theneed for facility modifications.

Implementation of an FMIS is essential toaddressing these production optimisationchallenges in a systematic and holistic way.However, actual measured production andinjection flow rate data is also essential.

Data acquisition challengesWhile beneficial, obtaining timely andaccurate wellhead measurements can bechallenging due to a range of factors: • Multiple Conventional Test Separator(CTS) or Multi-Phase Flow Meter (MPFM)packages would be required toaccomplish the desired testing frequency.These may not be available and may becost-prohibitive.

• The production losses/deferral associatedwith traditional well-testingmethodologies may be significant.

• Shutting in wells to rig up test equipmentcan negatively impact the long-termperformance of the well.

• Higher HSE risk associated with theincreased number of invasive well tests.

• The amount of gas and oil flared to theatmosphere may exceed environmentallyaccepted levels unless the existing

Expro sonar meter on production flowline downstream of production chokefor ESP surveillance, Middle East

Mark Cullen, EGIS product line director, Expro, and Patrick Curry, meters general manager, Expro,explain ways of optimising hydrocarbon production using the company’s clamp-on sonar technology.

Optimising production through

sonar surveillance

Implementation of anFMIS is essential toaddressing these productionoptimisation challenges”


Technology



www.gardnerdenver.com

wellhead connections and well-testequipment are modified.

• Security concerns of having large crewsof well-test personnel in remote, desertareas.

Most fields do not have permanent wellheadand downstream surveillance infrastructureinstalled, and, in many cases, the need forthis data is satisfied by periodic surveillancetesting programmes. The equipmenttraditionally used for this purpose is either aCTS or MPFM.To overcome these challenges, several

large operators in MENA have opted forperiodic injection and production surveillancecampaigns using Expro’s clamp-onSonarTest™ services.

Clamp-on sonar technologyAcross various areas of the globe, operatorsare adopting sonar technology for acquiringaccurate production and injectionsurveillance data. What makes clamp-onsonar distinctly appropriate for the MENAregion is its flexibility and operationallysimplistic approach. Expro can deploy clamp-on sonar technology through one of twodelivery methods: SonarMonitor™ andSonarTest™. SonarMonitor gives operators the ability

to purchase a flow meter system forpermanent installation: the meter isinstalled, commissioned and tied into theexisting facility data acquisition system. Thisdelivery method is suitable for criticalapplications that require 24/7 flowsurveillance for reservoir management. It isalso used by operators to non-intrusivelyreplace meters that are faulty or out ofoperating range, consequently saving theoperator costly shut-downs.The SonarTest method deploys the

company’s sonar meter and technician on arental basis for periodic surveillancecampaigns or for one-off production/injectionwell tests. It allows operators to acquirereservoir data periodically for large volumesof wells without the need for capitalexpenditure. The acquired production data ispresented to the client in the form of aSonarTest report. SonarTest has been themost popular delivery method in MENA,mainly due to this simple approach. Acomplete clamp-on sonar system(equipment, cabling, even personnel) iscompact enough to fit in an SUV or

helicopter, providing accessibility to remotewell locations in the desert or offshore.Power from the site infrastructure, SUVvehicle, or a portable power unit can beselected as appropriate to the location. Notonly does this simplify logistics, but it alsokeeps the operations on a low profile whenmoving to location and while operating;important when considering relations withlocal stakeholders and remaining discreet forsecurity purposes.The sonar meter is typically clamped on

the pipe in about one hour, allowing for arelatively quick installation andcommissioning. Within meter installationguidelines, the sonar meter can be installedon the pipe anywhere at the wellhead, eitherupstream or downstream of the choke. Theclamp-on non-intrusive nature of the metereliminates any pressure drop and productionloss, and minimises the HSE risks associatedwith invasive well-testing methods. The duration of the test may vary

depending on the stability of the flowconditions. In general, an assumption of onetest per day is reasonable. Multi-rate testsare also possible on an intra-day basis,provided the flow is stabilised at each rate.This enables testing the wells at variouschoke settings and/or electric submersiblepump (ESP) frequencies with the goal ofdetermining the settings resulting inoptimum production. In one MENA onshore field, sonar has

been employed to measure gas lift rateswhile measuring production rates using CTS.The field operator is correlating gas lift withproduction rates in an effort to optimiseproduction. In the same field, Expro is usingSonarTest to measure gas injection rates atthe wellhead and upstream at the manifoldorigin locations to provide a sector-wideview of gas injection rates. In addition, in this field Expro is using its

ActiveSONAR meters to measure the waterinjection rates. This clamp-on technologyuses pulsed-array sensors to track the speedof coherent flow structures. All of the datagathered is then summarised and reportedto the operator’s subsurface team and fedinto their FMIS.In another large onshore oil field in

MENA, Expro has been contracted toperiodically measure the production ratesusing SonarTest. Production data has beencollected from hundreds of wells, many atmultiple choke settings. The data collected isused by the operator’s subsurfaceengineering team to validate, tune andimprove production and reservoir models.Many of the wells in this field are ESP lifted.ESP performance is modelled using pumpparameters and theoretical pumpperformance curves provided by thesupplier. Theoretical pump curves makecertain assumptions with regard to pumpefficiency, the mechanical integrity of thepump and reservoir deliverability. The most useful tool to measure, analyse

and, ultimately, improve the performance ofan ESP system is to measure the actualpump flow rate from the well. Additionally,many failures of these systems occur atstart-up for a variety of reasons. Productionsurveillance at the wellhead duringcommissioning can help confirm successfulinstallation of the ESP.Field management information systems

are used to optimise production, which isespecially important in a challenging industryenvironment. Actual flow rate data, both wellproduction and injection and lift rates, arecritical inputs into an effective FMIS. Clamp-on sonar flow measurement technology isemployed in the MENA region andelsewhere as a cost-effective way to gatherthe surveillance data required for aneffective FMIS. n

Expro’s Meters use SonarTest™, a clamp-onproduction surveillance service

SonarTest has beenthe most popular deliverymethod in MENA, mainlydue to this simple approach”


Technology



www.darvico.com

www.transasiapipelines.com

OFFSHORE RESERVES WILLaccount for around 50 per cent of total oil production in AbuDhabi by 2018 as a result of

continued investments in productioncapacity, say experts.

With US$25bn of investments inoffshore oil projects planned by the AbuDhabi National Oil Company (ADNOC) overthe next five years, developments inresearch and technology are becoming evermore critical to preserving the sector as avaluable energy resource, say industryleaders. The ADNOC investment is part ofthe UAE’s strategy to boost its total oiloutput capacity to 3.5mn bpd by 2017-18from the current 2.8mn bpd.

Currently, an estimated 40 per cent of oilproduced in Abu Dhabi comes from offshorereserves; however, sources say that figurewill rise to 50 per cent in the next threeyears. Globally, about 30 per cent of oilproduced worldwide comes from offshoreoil wells, and offshore resources are playinga greater role in supplying the rising demandfor energy, with a growing interest in thepotential of deep water reserves.

According to figures from a 2014 reportby Total, deep offshore is believed tocontain more than five per cent – anestimated 300bn barrels – of the world’sliquid hydrocarbon resources, or 12 per centof total conventional oil resources. In 2013,deep water liquid reserves accounted for sixper cent of global production. That share isforecast to rise to close to 11 per cent ofconventional oil output, or 9mn bpd, by2035, according to the same document.

In line with regional and global efforts tocontinue exploring and developing offshoreproduction, the Abu Dhabi InternationalPetroleum Exhibition and Conference

(ADIPEC) will be launching a dedicatedOffshore, Marine and Heavy EquipmentZone at this year’s event which takes placefrom 9-12 November.

The new purpose-built area will cover8,000 gross sq m, including a 500m jetty,provideing water access, mooring andquayside exhibition space. More than 200exhibitors will showcase a host of offshoreproducts and services, including ships, rigs, and vessels, subsea drillingequipment, oceanography and mappingequipment, pipelines and pipingcomponents and tools for reservoirproduction and monitoring.

The inaugural ADIPEC Offshore andMarine Conference, produced and managedby dmg events, will take place in a purpose-built dedicated waterside theatre, wheremore than 40 industry experts will presentvaluable offshore oil and gas information.

Three keynote presentations will look attopics including an economic analysis ofoffshore exploration and production, therole of the shipping industry in the 21stcentury, and operator cost-reduction

initiatives. Fifteen industry sessions willfocus on developments related to shipping,maritime security and safety, pipelineinfrastructure and transportation, shallowand deep water exploration and production,oil fields, drilling and completions andtechnological advances.

National Drilling Company and DetNorske Veritas will host the 11th AnnualRegional Rigowners Seminar on 12November under the theme Asset Integrity:The New Industry Imperative.

“With offshore exploration andproduction on the global agenda, it is crucialwe develop sustainable and cost-efficientmethods of tapping into this valuableresource,” said Christopher Hudson,President – Global Energy, dmg events.

Dagher Al Marar, CEO of the Abu Dhabioffshore services company ESNAAD, andADIPEC 2015 Offshore and MarineConference advisory board member, said,“Tapping into offshore oil reserves hasalways had its challenges, and advances intechnology have been helping the industryovercome such challenges.” n

Al-Hail Enterprise on the Nasr offshore field

In line with the regional and global focus on developing offshore production, ADIPEC will belaunching a dedicated Offshore, Marine and Heavy Equipment Zone at this year’s event.

The growing focus on

offshore production

Offshore resourcesare playing a greater role insupplying the rising demandfor energy”


Offshore Production


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Middle East Health & Safety ForumDate: 6-7 September 2015Venue: Dubai


Exhibition

AT THE INAUGURAL Middle East Health & Safety Forum, Dr AliSalem Al Qaiwani, director of client affairs, Ministry ofLabour in the UAE, laid out what best HSE practicesgoverning an organisation should look like, in a keynote

speech.Best practice should be set to lead to the desired result, which is

saving lives that can only be driven through educating the workforce– from the CEO down to all departments of the organisation.“Techniques or methodology must be based on experience andresearch to accomplish the desired outcome – a safer workplace.”Occupational Health and Safety, he said, must be more thancompanies following specific guidelines like ISO standard, addingthat organisations must devise strategies to fit their practices andcircumstances rather than blindly following guidelines that may notbe suited to their environment.

Al Qaiwani noted that the duty of an organisation is to enlightenall workers with safer work practices. “Do not try to sell safety;educate workers.” By starting at the CEO level, best practice has amuch better chance of reaching the whole organisation, he noted.

The need for buy-inOrganised by Alain Charles Managed Events, the event was held atHabtoor Grand Beach Resort & Spa in Dubai and was opened byWaddah Ghanem Al Hashemi, executive director, EHSQ andcorporate affairs, Emirates National Oil Company (ENOC). Mr AlHashemi told the conference, “For the successful implementation ofHSE policies, it is necessary for practitioners to communicateeffectively using explanations to get buy-in. The trick is to explain whyHSE policies are implemented without being too complicated.”

On Day One, the session highlighted the concerns revolvingaround the health and security aspects of personnel in the regionacross various industries. It comprised of two panel discussions, thefirst of which discussed ‘HSE Leadership: Why Health, Safety andEnvironment is a CEO Issue’.

Moderating the panel, Al Hashemi laid down the points as to whyit was imperative for the CEO to play an important role. “In recentyears, compliance to HSE has become more prominent because anincreasing number of disasters have financially crippled large

companies.” Only creating a strong HSE culture in a company cancombat this risk, he added.

Elaine Harbour, head of liaison-Middle East, Health & SafetyExecutive, UAE, stated that accountability starts at the top. Citingthe UK as an example, she added that regulation changes have beenbrought about with regard to health and safety in the country,moving from prescriptive laws to goal-oriented legislation. She saidthat it is all about the leadership qualities at an organisation that driveHSE policies. “Today, HSE needs to be integral to a company, notjust an add-on.”

Saleh Ali Albalooshi, TECOM HSE director noted, “Compliance tosafety is very important to UAE.” He cited the example of olil andgas industries in the country and added while the UAE has goodtrack record, not all companies share the same values in terms ofsafety aspects of their workers. He believes that poor HSE cultureoften stems from the CEOs who do not involve themselves in safetymatters.

Raed Al Marzooqi, head of Occupational Health and Safety, DubaiMunicipality, also pointed out that with many nationalities working inthe UAE, embedding a good HSE culture is more challenging, “CEOsmust be committed to safety compliance in their organisations,” hesaid, adding that there is a scope for further regulations to drivesenior management responsibility for a safer work environment.

Another panel discussion titled ‘Implementing health and safetystrategy in a complex work environment’ included noted panellistslike Ahmed El Hadidi, chair, IOSH; Benjamin Legg, HSE director,Mace International, UAE; Mathew Cox, chairman, IIRSM ME, UAE;and Michael Anderson, Abu Dhabi Terminals, UAE.

The panel session on the second day of the Middle East Health & SafetyForum tackled issues from understanding HSE regulations to behavioural-based safety practices

Pushing for better HSE practices

in the regionWith the increased focus on health and safetyin the GCC states, the two-day event exploredthe trends – ongoing and upcoming.


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Exhibition

Legg believed that the HSE practitioners on the ground should beengaged in the process of developing the policy in the first place andbe competent. El Hadidi reinforced the point that the most importantaspect is to educate the workers who play the most important role inoperating plants and projects.

In order to understand and prevent disasters, it is imperative forcompanies to report incidents so that the root cause can beassessed. Karim P Pachiyannakis from AlMansoori raised thisconcern and said that most accidents can be prevented if only weknow the reasons as to why they occur. “That is why an open andhonest reporting culture must be at the heart of all good HSEpractice.” Rejoy Shamsudeen, corporate QHSE manager at Oman’sMB Petroleum, also mirrored the opinion that it is necessary to havegood data management in place to be able to make informeddecisions on the HSE information that an organisation collects. “It isonly by analysing honest and open data on HSE incidents, such aslost time injuries (LTIs) or near misses, that a company can reallylearn. Then educating the workforce can be much better focused onmitigating the real day-to-day risks that they are facing,” Shamsudeenadded.

The two-day event covered topics from developing world-classsafety culture to understanding the latest regulations and complianceissues in the country. The speakers also included Christian Hopperfrom CIEK, UK; Tom Foley from ICME; and Clarence Rodriguez fromthe Petroleum Institute, UAE, among others. n

For a more detailed round up of the event, please see the nextedition of Health, Safety & Security Review magazine(http://www.hssreview.me).

“I think this is a great event andI am glad that Alain CharlesManaged Events has put togethera platform where we can meetlike-minded people and worktowards a common goal.” — Michael Sudheimer, managingdirector at ICME Healthcare.

“I think you are a great teamand are doing a fantastic job.” — Steven Robinson, globalaccount manager at Enablon.

“For a first time, this is a verygood participation and thespeakers on the panel weregood.” — Ahmed El Hadidi, chair atIOSH.

“The HSE Forum 2015 was anexcellent platform for theexchange of some of the latestthinking with respect to effectiveHSE management and leadership.It was a pleasure and an excellentlearning experience for all of us.

The morning panels were able to‘jump-start’ the thinking andcreated an excellent opportunityfor the delegates to hear fromsome of the most informedpractitioners within the region,and the information and ideasshared were recent and verymuch region specific. I washonoured to have been chosen tochair the morning openingpanels.” — Waddah Ghanem Al Hashemi,executive director, EHSQ andcorporate affairs, EmiratesNational Oil Company (ENOC).

“These kind of forums help usgetting acquainted, shareknowledge and continue ourpursuit for better practices. Theforum, in these terms, helped usget together, keep in touch andmeet the best experts in the fieldto exchange information.” — Dr Ali Salem Al Qaiwani,director of client affairs, Ministryof Labour in the UAE.

DUPONT PERSONAL PROTECTIONwill showcase its new TychemThermoPro garment at this year’sA+A in Dusseldorf at the end ofOctober 2015. The new garmentcombines DuPont’s Tychem andNomex material technologies in asingle-layer solution. The companywill also exhibit the latest innovationsof its Nomex fabric, Nomex MHP andNomex DP, which are designed forheat and flame -protective garmentsfor industrial workers.The Tychem ThermoPro garment is

a new addition to the company’schemical protection range. The novelmaterial pairing combines thechemical barrier of Tychem with theflame resistance of Nomex fibre in a single layer, allowing Tychem ThermoPro to provide completeprotection against chemicals, flash fire and electric arc. Typical applications are in the oil and gasindustry, the chemicals industry, the fire -fighting and emergency response services and other fieldsin which personnel may be exposed to combined chemical and flame hazards.Nomex MHP has been designed in response to growing market needs for multi-hazard protection

providing mid-performance protection and performance coupled with high wearer comfort. It is suitedfor applications where users can face multiple hazards such as flash fire, occasional welding/smallmolten metal splash, arc flash or static build-up. The fabric was developed as an alternative tomodacrylic and FR-treated cotton blends. It offers low shrinkage, good abrasion resistance andtensile strength.At A+A, DuPont will also be providing in-depth information about current and future developments

in chemical protective garments of its Tyvek, Tychem and ProShield brands, as well as about heat andflame-protective garments made with Nomex and cut protective gloves and clothing made with Kevlar.The company will also bring its Thermo-Man to the event. The life-sized mannequin will be dressed

in protective garments and exposed to flames from 12 propane gas burners for a live burn test.

GERMANY-BASED SAFETY productsgroup uvex has two disposable coverallsin its Type 3B range, classic and extravibratec variants, which offer full-bodyprotection for workers in the oil and gasindustry.

The Type 3B coveralls are made oflight, tightly spun-bound polypropylene-laminate that makes for a highly effectivebarrier against many organic and inorganicliquid chemicals, making it very useful forthe oil and gas industry. The highly durablematerial is ultrasonically welded and hastaped seams to provide maximum safety.

The coveralls are impervious to liquidsand provide protection against a widerange of chemicals, while remaining skin-friendly due to the soft-textured non-woven fabric on the inside. The elasticwaistband allows for a comfortable, yettight fit that provides maximum freedomof movement to the wearer. Middle fingerloops on the sleeves prevent them fromsliding up the arm, while a zipper flapprovides optimum protection and a zippuller makes the coverall easy to use.

The Type 3B disposable coveralls fromuvex are appropriate for application in manyareas, such as oil and petrochemicals,chemical and pharmaceutical industries,industrial cleaning and maintenance work,tank cleaning, work with varnishes andpaints and disposal of hazardous materials.

Disposable coverallsDuPont to exhibit new protective garments at A+A

Thermo-Man effectively displays the properties of DuPont’sfire-protection garments (Photo: DuPont)



www.arcelormittal.com/tubular

JOTACHAR JF750, THE industry’s first mesh-free Passive FireProtection (PFP) epoxy coating system for structural steel, hasattracted substantial orders from some of the big oil and gasoperators in the Middle East for the protection of key assets.

Launched two years ago by Jotun, Jotachar JF750 helps usersreduce cost and save time while protecting steel structures against abroad range of hydrocarbon fire scenarios, including jet fires. TheJotachar system does not require mesh reinforcement, meaning therequired coating thickness for any fire scenario can be applied in asingle day, greatly reducing potential downtime, according to thecompany. When compared to traditional mesh containing products,independent tests show that Jotachar can cut material costs by morethan 20 per cent and application time by 60 per cent (on a typical6,000 sqm project).

Jotachar is fully compliant to the latest revision of Norsok M-501,widely considered to be the industry’s most rigorous durability teststandard, proving corrosion resistance, material durability, mechanical

and fire performance after exposure. In addition to certification by allmajor Classification Societies, Jotachar JF750 is also approved underthe Underwriters Laboratories listing scheme for up to 240 minutesprotection.

Jotun says that that “many millions of kilogrammes” of JotacharJF750 have already been installed since its launch. One recentproject award will consume more than half a million kilogrammes fora major Middle East operator to protect two large offshore unitsagainst a broad range of fire scenarios, including jet fires.

“These significant volumes are an indication of the interestJotachar JF750 has generated in the market,” states global PFP salesdirector Performance Coatings, Andy Czainski. “Third party data andcustomer experience has shown that Jotachar reduces risk, time and

Jotun’s PFP coating system protects steel structuresagainst a broad range of hydrocarbon fire scenarios

The heightened focus on safety, along withthe current drive for cost efficiency, arehelping to boost sales of Jotun’s JotacharPassive Fire Protection (PFP) epoxy coatingsystem in the region.

Protecting key assets

from fire

Jotachar can cut material costs bymore than 20 per cent and application time by60 per cent on a typical 6,000 sqm project”


HSE


www.hima.com

cost during installation and increases safety during operation. Majoroil and gas companies are approaching us to protect their high-valueassets.”

Adding to a long list of third party approvals and certifications,Statoil, known to posses one of the industry’s most stringent safetystandards, recently approved Jotachar JF750 in their governingdocument TR 0042.

“Endorsements of this importance open up new opportunitieswith some of the industry’s best-known companies,” states Czainski,pointing out that Jotachar’s capacity to withstand the highest heatflux jet fires exceeding 350 kW/m2 – the only mesh-free PFP epoxyto be successfully tested to this extreme requirement – has beencritical in gaining such third party assurance.”

The fire protection sector is currently a strong focus for Jotun, interms both of new builds and maintenance. “Fire protection is agrowth area in the region, and while the oil and gas industry iscurrently experiencing cutbacks, there is no compromise on safety,”says Czainski. “While the offshore industry is subject to stringentinternational legislation, there is now growing safety awareness

onshore. where there is more gas production. This is potentiallymore hazardous as there is a greater risk of a pressurised incidentleading to a jet fire.” There is growing interest in Jotun’s solutionsfrom downstream operators, and LNG projects offer hugeopportunities, he adds.

“There is a drive in the industry to provide protection for higherrisk assets against the most intense high heat flux jet fire scenarios,”comments Czainski. “Jotachar has proven that it is more thancapable exceeding these extreme requirements through rigorousindependent tests, actually outlasting the high heat flux test facilityduring a recent witnessed test.”

While increased safety and reduced risk continue to be theprimary objectives among operators, the current cost focus in the oilindustry underlines the appeal of technologies that are proven tohelp meet project budgets and schedules. Recent project winsconfirm this, says Czainski.

“With oil hovering around the US$50 mark, reducing downtime ismore critical than ever. This is especially the case on maintenanceprojects, where operators are seeking every opportunity to fast tracktheir assets back to production. In this climate, a fire protectionsystem that is proven to cut application time, while improving safety,is very attractive to asset owners and installers alike.

“We are excited about the opportunities in the near future,” heconcludes. n

See our feature on fire protection in the forthcoming issue of ournew magazine, Health, Safeth & Security Review Middle East(www.hssreview.me).

There is a drive in the industry toprovide protection for higher risk assetsagainst the most intense high heat flux jetfire scenarios”


HSE


www.fcfsd.com


COMPRESSOR AVAILABILITY IS veryimportant in oil and gas production.Air of differing qualities can be usedto carry out a huge variety of tasks,

including driving power tools. Its use withhydrocarbon products is widespreadbecause it is so safe, with minimal risk ofignition involved. Air power is widely used inall forms of extraction of solid minerals, too.However, safety and convenience come

at a cost. Compressors use a lot of power.This is a burden wherever mains supply isinvolved. Even more so when there arecompeting demands for the finite output ofan engine generating set or synchronisedset-up. On oil and gas installations, a singlediesel genset is often used exclusively tokeep the compressor(s) running. Onoccasion, a gas turbine has to be relied oninstead.Suppliers maintain that up to a third of

the energy used by a typical air-cooledcompressor can be saved if the machine isset up optimally. Specifiers often think interms of the capital cost/operating life trade-off first without taking into account just howmuch could be saved in the long term bygetting the working pressure and air qualityoutputs right under the most typicaloperating conditions. The key consideration is by how much

these vary within the specific application,and when it is necessary to have back-upplant standing by to cope with occasionalpeaks in demand.

Maintaining maximum efficiency underaverage running conditions is the keyobjective. This is normally achieved, firstly,

by assembling a balanced mix of air-consuming equipment that does not requiresupply above the rated pressure levelbeyond which power costs start to risesteeply.Secondly, the need is for an inbuilt

control/air management system that ensuresthe compressor always indicates whenevera critical servicing operation – such aschanging oil or a filter, dealing withcondensate or tracing a leak – is required.This makes it possible for preventative ratherthan breakdown maintenance tasks to becarried out when maximum air supply is notneeded. This can be during an operation, toolor shift changeover.By means of such optimisation

measures, total maintenance costs canusually be kept down, the compressor’sresidual or exchange value maximised andthe entire system’s reliability increased.Inevitably, however, air consumption

requirements vary over time, and not alwayspredictably. This can happen when availablemanpower changes, a new tool or process isintroduced, or an incident occurs.Sufficient reserve capacity should always

be available to permit flexible operation. Not

only will the compressor’s own maximumcapacity be called on occasionally, but alsooptimal functioning of all the air treatmentand delivery hardware it is connected to aswell. The performance of hoses and piping,valves, joints and junctions within the wholenetwork will be particularly important; leaksusually increase over time. This can result inenergy losses and avoidable costs orinconvenience creeping up unnoticed. Without a reliable monitoring system in

place, as available from the major suppliers,these can be both invisible and inaudible at abusy work station. Wear/tear, vibration andcasual alteration are usually the primarycauses, hence the need for plannedpreventative maintenance.A complication arises if changes in air

quality are called for. Temperature, dust, oiland moisture content are all critical foroptimum performance of many operations,tools and costs, and normally it is notpossible to supply air simultaneously tomeet more than one specification unless amultiple-treatment system is installed.In the absence of this, a supplementary

standby compressor may have to be usedso that quality is maintained when thewhole system is live. Unless independentpeak-shaving plant is installed, capable ofdelivering air of different quality levels,complementary treatment facilities shouldbe installed to cope when all the availablecompressors are running. If improved air quality is needed at just a

few outlets, local adaptation to thetreatment equipment should suffice,resulting in a system which delivers atdifferent levels. A well-designed one willensure that meeting increased demand doesnot result in lower quality overall.The key point is that compressor

managers need to be aware of the completecost profile of the air they are supplying, andhow this will change with demand over time– details which can be displayed by thesystem’s own monitoring software. In thelong term, this will make more difference tothe bottom line than acquisition costs. n

Compressors are used for a variety of tasks inthe oil and gas industry. (Photo: OlegSam/Shutterstock)

Power consumption is a key consideration for all compressor users. In the oiland gas sector, it is usually more about availability than cost.

Keeping compressed air

under control

Maintainingmaximum efficiency underaverage running conditions isthe key objective”

Technology

S12 ORME 6 2015 - IT_Layout 1 29/09/2015 14:58 Page 62

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ONE KEY LEARNING from the BigData Analytics for Oil & Gasconference held in Abu Dhabi inApril, was that real time advanced

analytics utilising data and technology will beincreasingly important. These analytics arerequired by the oil and gas industry tomaximise efficiencies of existing assets andimprove decision-making, as well asreducing cost. According to the Halliburtonchief data scientist, Dr. Satyam Priyadarshy,the event had come at the right time to helpcompanies optimise their business value,even with low oil prices.A clear example is the way today’s

revolution in computing power is addingvalue to the analyses of seismic data. BP in2013 built the world’s largest supercomputerfor commercial research, which has thecapacity to perform 4,000 trillion calculationsa second. This means that seismic imagingwork that took a geoscientist months just afew years ago can now be done in days.According to research by Bain &

Company, organisations with better analyticscapabilities are twice as likely to be amongthe top financial performers in their industry.They are also five times more likely to makedecisions faster and three times more likelyto execute decisions as planned, than theirpeers. Sadly, the research also revealed thatonly four per cent of oil and gas companieshave the talent and skills they need to drawtangible business value from analytics.Interestingly, some studies show a

significant increase in Big Data and technologyinvestments within the oil and gas sector.

Although this increase in investment is amarked departure from current levels, it isimportant to note that they are far below thelevels in other industries such as aviation,healthcare, telecoms and finance. In thecurrent environment of price uncertaintywithin the oil and gas industry, companies areseeking ways to derive the most value fromcurrent assets and innovative ways to maturenewer assets at a minimal cost. With this desire to improve operational

efficiencies, companies have to determinewhich key performance indicators they seekto address using data. Big Data andtechnology can help organisations makeinformed decisions faster and moreefficiently because of an increased ability toanalyse, model and visualise scenarios, evenbefore they unfold. This helps to optimisemaintenance, identify opportunities tomaximise production and manage projectcosts. All these together help to driveinnovation and improve operationalefficiencies.

Technology alone is not enoughMost executives in the industry agree thatsuccessfully harnessing and implementing BigData initiatives will unlock volumes and addbusiness value by driving efficiency. However,

this alone cannot bridge the efficiency gap.There are important factors which play acentral role in achieving this promise:• The business should ensure thattechnology deployments are targeted andfit for purpose. Even though technologyis a key enabler to aid analysis andprovide insights, it is important not to getsucked into the technology trap.

• Existing workflows and processes needto be constantly reviewed in order toprove that the application of theseinitiatives can provide high-valuebusiness solutions.

• The oil and gas industry should recognisedata management as a discipline in itsown right, rather than continue to see itas a function of IT. Competencyframeworks and career developmentroadmaps for educating and recruitingnew and current practitioners should bedeveloped to encourage professionalismand accountability.

• Ultimately, the business must identify itscritical data and aim to get the right qualityout to the right people at the right time. Thebiggest obstacle to using real time data isoften the quality of the data. Companiesshould invest in better ways to managetheir data for optimum performance.

Low oil prices, rising cost profiles andmarket volatility have created uncertainty inthe industry. Integration, standardisation andcollaboration, driven by a visionary andstrong corporate leadership, will be thedifferentiator between well preparedcompanies and those playing catch-up. n

These and other issues will be addressed atthe Data Driven Visualization TechnicalWorkshop to be held from 11-13 October inAbu Dhabi. This highly interactive workshopwill enable data and information managers tolearn from industry experience and from eachother. See the website at http://www.ppdm-course.com for further information.

Emmanuel Udeh addressing the Big DataAnalytics for Oil & Gas conference held in April2015 in Abu Dhabi

With the continuing uncertainty caused by the oil price collapse, many oil companies will have torevise their corporate strategy, focusing on core assets and cost discipline. This is where having aneffective data and technology strategy comes in, says Emmanuel Udeh, subsurface data analyst,Beneprojecti Nigeria Ltd.

Is Big Data the

new energy?

Big Data andtechnology can helporganisations make informeddecisions faster and moreefficiently”

IT



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THE ADVANCE OF the ‘IndustrialInternet of Things’ era and growingnetwork interconnectivity betweenoperational technology and IT

networks have the potential to bring greatbusiness benefits. But it also means thatcritical infrastructure and industrialfacilities are increasingly vulnerable tocyber threats and attacks.According to a Honeywell study, three

quarters of surveyed adults across 10countries are fearful that cyber attackscould damage their country’s economy. In March this year, cyber security firm

Symantec revealed that it had observed amulti-staged, targeted attack campaignagainst energy companies around theworld with a focus on the Middle East,while according to a 2014 study by PriceWaterhouse Cooper, cybercrimes are thesecond most common form of economiccrime reported in the region. As IBM comments, over the past few

years the conversation has changed fromtalking about “if you will be hacked” to“when you will be hacked.”

Heightened awarenessIncreasingly, cyber security planning andprotection have risen from an operationalconcern to a CEO and board-level strategicbusiness concern. According to Akhtar,there is in the Middle East a heightenedawareness of the risks and a willingnessto plan for a secure environment, as aresult of several well-publicised securitybreaches of critical infrastructure. “Oilcompanies and other industry operators in

the region are increasingly investing incyber security solutions to guard againstthe economic losses and downtime thatcould result from a cyber attack,” hecomments. Akhtar also notes that action is being

taken at government level to addresscybercrime, .Against this background, Honeywell’s

recently introduced Industrial CyberSecurity Risk Manager, which provides acontinuous evaluation of cyber securityrisks within industrial environments, isbeing received with open arms in theregion, says Akhtar. “Honeywell is a leader in cybersecurity

strategy, having delivered more than athousand industrial cybersecurity projectsglobally,” he says. “We offer a completecybersecurity solution to protect industrialplants and operations against cyberthreats, through six lifecycles. Theselifecycles are based around ‘people,

process and technology’. So vulnerabilitiesaround people could concern simplehuman error, negligence or sabotage,whether by vendor, visitor or employee –essentially, where trust has beencompromised,” he explains. “As for processes, cyberattackers will

target your weak processes and policies –for example inadequate authorisationpolicies. While weaknesses aroundtechnology include failure to patch orupgrade nodes and computers, therebyintroducing system vulnerability.“The six lifecycles are assessment and

audit; architecture and design, where weprovide a secure and optimised designbased on the results of the detailed audit,based on international or other specifiedstandards; network security, whichaddresses policy and procedures as wellas firewalls and intrusion protection; n-point protection, such as patching,antiviruses and updates to software;situational awareness; and back-up andrestore.”It is at the situational awareness stage

that Risk Manager comes in, he explains.Designed to proactively monitor, measureand manage cyber security risks forcontrol systems for refineries, plantsplants and other automated productionsites, the software platform simplifies thetask of identifying areas of cyber securityrisks, providing real-time visibility,understanding and decision supportrequired for action. Using advancedtechnologies that translate complex cybersecurity indicators into clearmeasurements and key performanceindicators (KPI) Risk Manager providesessential information through an easy-to-use interface, allowing users to createcustomised risk notification alerts andperform detailed threat and vulnerabilityanalysis so that they can focus onmanaging risks that are most important forreliable plant operations.“Risk Manager is a game-changing,

Safdar Akhtar, business development leader for Lifecycle Service Solutions, HoneywellProcess Solutions

Safdar Akhtar, business development leader for Lifecycle Service Solutions, Honeywell ProcessSolutions, outlines the benefits of the company’s latest addition to its cybersolutions portolio.

Protecting industrial systems and

critical infrastructure

Cybercrimes are thesecond most common formof economic crime reportedin the region”


IT



http://www.bauer-kompressoren.de/en/

first- of-a-kind software platform,”comments Akhtar. “Without it thecustomer is dependent on yearly auditsand monthly network checks which canentail 18 days of lag – this does not givesufficient protection against cyber attacksin real time. Whereas Risk Manager isproactively giving a real-time assessmentand an accurate risk scoring of yourvulnerabilities and threats – such asinsecure network and systemconfigurations, rogue devices, intrusionattempts, malware and so on – with fullvisibility of your network.

“With Risk Manager industrialcustomers don’t need to be cybersecurityexperts,” he adds. “Industrial operatorsoften don’t know what to do with the datathey are provided with or what to do if anincident occurs. Risk Manager changesthat. It gives guidance on the potentialimpact of threats and vulnerabilities aswell as possible resolutions, making iteasier to manage cyber security risks. Thatis one of its USPs, how easy it is tooperate. It is easy to see things, easy tomake better and faster decisions to protectyour network and avoid cyberattacks.”Risk Manager is the latest addition to

Honeywell’s end-to-end portfolio ofprofessional and managed services forindustrial environments. HoneywellProcess Solutions has included proprietarycyber protection software for more than10 years with its leading process

automation solutions. In June itannounced its collaboration with IntelSecurity to bolster protection of criticalindustrial infrastructure and the IndustrialInternet of Things (IIOT). This will combine

the latest advances in cyber securitytechnology with Honeywell’s industrialprocess domain knowledge to provideenhanced security solutions for theindustrial environment. n

The Risk Manager dashboard

With Risk Managerindustrial customers don’tneed to be cybersecurityexperts”


IT

New white paper addresses network securitypolicy enforcement THE RAPID EXPANSION of vendors connected to manufacturer industrial networks iscomplicating efforts to manage network access security for plantwide operations. A newwhite paper from Cisco and Rockwell Automation, Deploying Identity Services within aConverged Plantwide Ethernet Architecture, introduces an approach to security policyenforcement that tightly controls access by anyone inside the plant, whether they’re tryingto connect via wired or wireless devices.The approach uses the Cisco Identity Services Engine as part of a Converged Plantwide

Ethernet architecture design to centrally manage network access policies, detect unknownor untrusted devices automatically, and enforce authentication and authorisation foremployees and contractors.

The white paper is available at www.literature.rockwellautomation.com


www.ergil.com

WWW.PPDMCOURSE.COMTO REGISTER FOR THIS TECHNICAL WORKSHOP CONTACT: Riad Mannan +971 (4) 448 9260, [email protected]

DATA DRIVEN VISUALIZATION for Upstream and Downstream

Oil and Gas Analytics and Information Management

A highly interactive 3-day technical workshop for data and information managers to learn fromindustry experience and from each other. Case studies are drawn from a wide variety of

geographic areas, disciplines and organization types. Participants will create deliverables thatcan be applied directly to challenges in their own groups.

TAKE AWAY KEY KNOWLEDGE SO YOU CAN:• Understand the common terms, de*nitions, roles and responsibilities

• Embed analytics data governance in your daily activities

• Assess data analytics methods and techniques for upstream and downstream

• Apply industry standards and business rules in analytics work+ows

• Visualize analytics data for technical applications

• Identify and resolve duplicate data and achieve high integrity of data

• Work with external stakeholders, vendors, partners, and regulators

• Evaluate security policies used for document management in analytics data +ows

• Put in place metrics for measuring success of analytics visualization

• Use geospatial data analytics for enhanced oil recovery, reservoir management and

reserves optimization

WHO SHOULD ATTEND:THE COURSE IS DESIGNED FOR:

• E&P Data Managers • Data Engineers• Heads of Data Management • Seismic Data Engineers• Subsurface Data Managers • Well Data Managers• Data Scientists • Data Application Managers• Heads of Information Management

WORKSHOP FACILITATORJess KozmanRegional Representative, Asia-PacicProfessional Petroleum Data Management (PPDM)Association

Organized By

11 - 13 OCTOBER 2015, AL RAHA BEACH HOTEL, ABU DHABI, UAE

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S13 ORME 6 2015 - Seismic_Layout 1 29/09/2015 15:01 Page 69

http://www.ppdm-course.com/

THE EASTERN MEDITERRANEAN region has generated a greatdeal of interest in recent years, and not just because of thedynamic geopolitical situation. The petroleum industry hasbeen watching the region with a keen eye, as exploration

successes in the offshore waters of the EastMed have manyintrigued by the potential riches to be unlocked in this newlyemerging hydrocarbon province. Noble Energy’s 2010 discovery ofthe Leviathan field, and the reported 16 trillion cubic feet of naturalgas it contains, captured the attention of explorationists worldwide.Other discoveries in the EastMed, including Egypt’s ‘super-giant’offshore gas field last month and the 5-10 tcf Aphrodite field inCyprus’ territorial waters, have only added to the fervour.

While these recent offshore discoveries make it appear that theEastMed is one of the newest regions on the global hydrocarbonstage, it is, in fact, one of the oldest. Syria has a hydrocarbon historythat dates back to the days of antiquity, when bitumen on thesurface was used to lubricate stone tools and to waterproof cropbaskets. Just a few years ago, Syria was producing 400,000 bpd. At2.5bn barrels, Syria possessed the largest hydrocarbon reserves ofany producer in the greater Levant region, except Iraq.

Growing interestSitting squarely in the centre of all this activity is Lebanon, a countryknown for its rich cultural history, vibrant tourist sector and intriguingpolitical mix, as well as its current role in hosting 1.5mn Syrianrefugees. What Lebanon has not been known for, however, is theproduction of oil and gas. Only seven wells have ever been drilled inthe country, all of them onshore, and none of them having everproduced in commercial quantities.

Interest in Lebanon’s hydrocarbon potential began to build severalyears ago, with the initial focus on the country’s offshore prospectsin the EastMed just northeast of the Leviathan and Aphroditediscoveries. Spectrum Geophysical and PGS collectively acquired14,000 line-km of 2-D and 14,000 km2 of 3-D seismic data. To date,not a single well has been drilled nor has a single lease block evenbeen awarded as political wrangling has brought the entire offshoreblock bidding process to a virtual standstill.

Having enriched the country’s offshore geophysical database, theLebanese Petroleum Administration (LPA) turned its attention togathering geophysical measurements and assessing the hydrocarbon

potential of the country’s onshore basins. Initially, the plan was toacquire several hundred line-km of 2-D seismic. However, thoseplans were scaled back and ultimately never implemented, bothbecause of the geopolitical situation on the ground in certain plannedacquisition locations, and because of the challenges to terrestrialgeophysical acquisition posed by Lebanon’s topography. Thecountry’s natural beauty – shaped by rocky hillsides, deep ravinesand even snowcapped, 2,500m mountains – are not well suited toseismic vibrator trucks or dozens of juggernauts hauling tons ofseismic acquisition gear.

To sidestep these challenges, the LPA turned to NEOS and itslocal Lebanese partner, Petroserv, to propose an alternative path. ThePlan B option that was identified involved acquiring a suite of

Figure 1: 6,000 km2 survey area covering the northern onshore region andnear-shore waters of the Eastern Mediterranean

Amanda Jane, Project Manager Lebanon at NEOS Geosolutions, discusses Lebanon’s emergence asa frontier hydrocarbon province and the results of a project to map regional prospectivity.

A clearer path in

Lebanon

Interest in Lebanon’s hydrocarbonpotential began to build several years ago”


Technology


O I L & G A S25 - 27 October 2015

Dubai, UAE

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in the oil and gas downturn throughimproved talent management andleadership development

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RayedAl-EskandraniTalentManagementManagerBaker Hughes, UAE

Ademola OgubanoHead – HumanCapitalManagementOando Energy Resources, Nigeria

Shahid MahmoodSenior PersonnelOfficerAbu Dhabi Oil Refining Company (TAKREER), UAE

Kartikey SinghPortfolio Manager –Oil and GasHay Group, UAE

Shaima Al-AwadiLead TrainingSpecialistDolphin Energy, UAE

Assma GosaibatCorporate AffairsManagerTotal E&P, UAE


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airborne geophysical measurements – including gravity, magnetic,radiometric and hyperspectral – complemented by sub-surfaceregional resistivity data acquired using ground-based magnetotelluric(MT) receivers. The two-month acquisition operation over a 6,000km2 area of investigation in the northern onshore portion of thecountry and its near-shore coastal waters concluded earlier this year(Fig. 1). Once processed, the acquired measurements wereintegrated and simultaneously interpreted with other legacygeological and geophysical (G&G) datasets, including logs from twoof the wells in the study area along with some of the offshoreseismic data.

Promising resultsThe results, which were shared with the LPA and several cabinetministers in June, appear very promising. Perhaps the biggestsurprise came from the hyperspectral measurements (Fig. 2), whichare used to search for indirect and direct hydrocarbon indicators onthe surface. The hyperspectral data identified mineral alteration zonesoften associated with hydrocarbon micro-seepage in large parts ofthe survey area. Even more telling, the hyperspectral data indicated alarge expanse of oil seeps throughout much of the area ofinvestigation. The sheer number of these seeps and their locationsalong newly mapped fault networks and along the boundaries of keystratigraphic intervals suggest we are dealing with an active (andpotentially liquids-prone) hydrocarbon-generating system beneathLebanon.

Peering down into the subsurface, the interpretation of the multi-physics measurements revealed some other intriguing attributesoften associated with prospective frontier exploration areas. Theseinclude:• Evidence of multiple source rock intervals, including those

believed to be hydrocarbon-generating in Syria and in theSouthern Levant immediately south of Lebanon;

• Evidence of sedimentary depo-centres, reservoir rocks, andtypical structural trapping mechanisms such as anticlinal closuresand prospective reservoir intervals abutting faults (Fig. 3);

• Evidence of resistivity anomalies within several of the structuraltraps, potentially indicative of hydrocarbon charge within theprospective reservoir intervals.

The features described were observed at different intervals withinthe geologic column and in different parts of the area of investigation

– including along the nearshore coastalwaters of Lebanon – suggesting a variety ofpotential exploration play types (includingboth gas and oil plays) might exist in thecountry. The multitude of plays and thestacked nature of a couple of them – all ofthem now highgraded following this project –serve to de-risk the overall explorationopportunity.

Although Lebanon is in the earliest stagesof the exploration cycle, the initial results ofthe multi-physics project appear to supportadditional investments in data gathering –including targeted seismic acquisition – andG&G analysis to further highgrade theopportunity areas and to identify potentialprospects for an initial wave of exploratorydrilling, to extend the science ahead of formaltendering processes.

More remains to be done to de-risk theplays in Lebanon, but we may finally have aclearer path forward and be able to celebratethe birth of the country’s oil and gas industry. n

Figure 2: Airborne hyperspectral imaging revealed direct and indirecthydrocarbon indicators, including oil seeps, over a large portion of thesurvey area

The initial results of the multi-physicsproject appear to support additionalinvestments in data gathering and G&Ganalysis”


Technology

Figure 3: Multi-physics modelling work revealed several promising structural features, includinganticlinal highs (adjacent to faults) in the thick Triassic and Paleozoic intervals


From Start to Finish Your Best-in-Class Partner for Event Management

To find out how we can help you with planning an event that is aligned with your expectation and fits your needs, contact:

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A S14 ORME 6 2015 - Innovs_Layout 1 29/09/2015 15:03 Page 73

TRATOS UK SHOWCASED its ultra-tough subsea Tratos JBA cablerange at SPE Offshore Europe inSeptember 2015. The Tratos JBAcables are mud, fire and extremetemperature resistant, and arealso resilient to water andmechanical impact.The challenging environments

of the oil and gas industry requireexceptional durability from allequipment, especially cabling thatmay be permanently open to theelements or used alongside heavyduty, industrial equipment thatcould cause damage to it.Tratos, which manufactures

across five facilities in the UK and

Italy, is headquartered in the UKand has offices around the world.It has been producing cables tohandle low through high voltagesfor the oil and gas industry fornearly 50 years. The company also manufactures

fibre optic cables and umbilicals,which it has supplied to a large

number of onshore and offshoreoperations. It provides its clients inthe oil and gas industry with bothoff-the-shelf and custom-designedupstream, downstream and subseacables.

Wide rangeThe company’s wide rangeencompasses specialist cables forpower, control, signalling and fibreoptics, and it also developscomposite types that include any orall of these elements. All Tratosoffshore cables are testedextensively in laboratory trials andactual installations to prove theirreliability.Tratos manufactures its cables

to pass a wide range of standards,such as the UK standard BS6883,IEC 60092-353, Norwegianstandard NEK 606 and Eni Italianstandard. Tratos JBA cables havealso received Type Approval fromLloyd’s Register.

The Tratos JBA cables are designed to withstand the harsh conditionsin which the oil and gas industry operates (Photo: Tratos Limited)

Tratos UK’s ultra-touch Tratos JBA showcased at SPE Offshore Europe


Innovations

THE SF CEMENTOR D stage collar fromCanadian oil and gas services companyPackers Plus Energy Services is a cementingstage tool typically used in monobore wellcompletions, but was redesigned for aunique application in the Middle East.

Earlier this year, an operator in the MiddleEast was looking to effectively cement andisolate a water-producing formation thatwould be encountered in the build section ofa sidetrack lateral wellbore. The SF Cementorwas redesigned to incorporate a liner hangerpacker in the multi-stage completion system.The operator required that a drill pipe dartand wiper plug assembly be used to displacecement through the drill pipe and the liner aswell as to close the tool. For this uniqueapplication, the SF Cementor D stage toolwas redesigned to close with the wiper pluglaunched from below the liner hanger packer.The system was run and completedsuccessfully as per the operator’s programme.

Run as part of an open hole multi-stagecompletion system, the SF Cementor Dstage collar is used to cement-back thevertical and build sections of horizontal wellcompletions. This stage collar is openedhydraulically after the packers have been set,and closed using an actuation ball orspecialised wiper plug pumped after thecement has been displaced. The stage collaris specially designed with a built-insecondary sleeve that has no inside diameterrestriction. This ensures that all stages canbe stimulated and that the production flow-

back is not hindered even if the secondaryclosure sleeve is used.

Monobore well completions arebecoming a common industry practice forthe exploitation of unconventional oil and gasreservoirs. With this method, operators cansave on the cost of intermediate casing anda liner hanger packer, as well as the numberof cleanout trips required and the need topull out the running string and run in thefracture string for stimulation operations.

In May this year, the company hadlaunched the ePLUS Retina monitoringsystem. The technology can be used toobserve downhole events and their effectson the reservoir. “Uncertainty in downhole

operations can lead to costly delays,” saidDan Themig, the company’s CEO, during thelaunch. “In the current context, the Retinasystem will allow operators to make on-the-fly operational adjustments with real-timedata, ensuring a successful stimulation andmaximum cost savings.”

Packers Plus specialises in providingsolutions for multi-stage completion systemsand technically challenging applications inhorizontal, vertical, multi-lateral and highpressure/high temperature oil and gas wells.Well solutions are customised based onspecific requirements of each operator andcan be adapted based on changing industrydemands.

Packers Plus SF Cementor D manages unique well completion application

The SF Cementor D was redesignedto isolate and cement a water-producing formation (Photo: PackersPlus Energy Services)

S14 ORME 6 2015 - Innovs_Layout 1 29/09/2015 15:03 Page 74


Innovations

OILFIELD EQUIPMENTSUPPLIER ERGIL has completedthe delivery of equipment toPetronas for a project in theGharraf oilfield, Iraq. Gharraf isranked as the fifth-largest oil andgas field in Iraq with reservesestimated at one million barrelsof oil equivalent.

The scope of work for theproject included one six inchesby eight inches skid-mounted piglauncher, complete withinterconnecting piping andvalves within the skid, one sixinches by eight inches skidmounted pig receiver, completewith interconnecting piping andvalves within the skid, pigtrolleys, jib cranes and spareparts for start-up andcommissioning.

Nallinikanth, businessdevelopment manager at ERGILfor this project, said that the

company’s association withPetronas on the Gharraf oilfieldproject had been very promising,

and that the company hopes tobe a part of further such projectsin the future.

ERGIL’s pig receivers andlaunchers are easy to use andinstall, and are made ofcorrosion-resistant materials,providing a complete solution forall pipeline-related jobs, likecleaning, drying, testing anddisplacement. The company’spig- handling and trolley systemshelp to handle and unload thepigs safely, thereby reducingwork accidents. They aredesigned and manufactured tomeet the specific requirementsof each client.

The Turkey-based companyhas a 32,000 sqm facility inMersin where it designs,manufactures and tests itsproducts. ERGIL providessolutions for the oil and gas,power, construction andchemical industries, and exportsto more than 60 countriesaround the world.

ERGIL completes equipment delivery for Petronas Iraq project

ERGIL’s pig receivers and launchers are easy to use and install, and aremade of corrosion-resistant materials


http://www.xr-ind.cn

US-BASED TRENDSETTER ENGINEERING has completed work ona containment kit that can be deployed to minimise the spillageand associated environmental impact of a subsea well that hasgone out of control.

In the cases where an uncontrolled well cannot be sealed, thecontainment system can be used to flow hydrocarbons from asubsea well to the surface for storage and disposal. During aresponse, it can be assembled in one, two, or three containmentphases as needed.

The toolkit is designed to work alongside standard industrywell test hardware, like vessels, well test equipment, drilling riser,BOP, inner string, coil tubing unit, etc. It also incorporates itemsgenerally considered to require long-lead times, according to astatement from Trendsetter.

Also included in the kit are a flowline end termination; side-entry flow spool with subsea test tree latch; diver-less subseaconnectors; coiled tubing termination head; chemical distributionassembly; deployment reels for flying leads; flexiblejumpers/flowlines; topsides transfer pumps and coolers; hose endvalves; and offloading hoses.

Trendsetter said the toolkit will be stored in strategic locationsaround the world to enable timely response. The equipment willbe owned by Oil Spill Response Limited and be made available toall operators worldwide on a subscription basis. Its flexible subseajumpers and subsea flowlines are too large to be transported byair, so three sets will be stored in the UK, Brazil and Singapore.

Subsea well-sealing kit now readyWEATHERFORDINTERNATIONAL HAS addeda sand-tolerant pump (STP)to its artificial-lift solutionsoffering. The STP is aimed atoptimising the life of wellsand to arrest the slowdecline in production, and isan alternative to standardrod pumps in wells with highsand production. It preventsabrasion caused by sandaccumulation in thebarrel/plunger, which leadsto decreased efficiency ortotal failure of the pump.The STP has been

designed to operate atdepths of up to 2,743m andcan perform in temperaturesup to 182°C. A unique wiperassembly and filter couplingreduce sand damage bymoving sand upward through the pump and away from the critical area ofthe barrel/plunger interface. Based on results from field trials in sandyconditions, the device has demonstrated up to more than five times longerlifespan than conventional rod pumps, says the company.

Sand-tolerant pump from Weatherford

The STP lubricates and keeps sand out ofthe barrel/plunger interface area (Photo:Weatherford International)

HUAWEI, ALONG WITHSaudi Aramco and KingFahad University ofPetroleum and Minerals(KFUPM), has launcheda Joint InnovationCenter (JIC) dedicatedto the oil and gasindustry.Located in DhahranTechno ValleyInnovation Center, JICis committed toenabling ICT technologies for the oil and gas industry, leveraging Huaweitechnologies and its global partners’ expertise to meet specificrequirements of customers. Huawei is working with leading partners suchas Honeywell, Schlumberger, GE, Yokogawa and SAP to develop solutionsfor the industry.JIC will focus on digital and intelligent oil fields, digital pipelines,intelligent refineries, high performance computing, big data, mobility,safety and security, cloud computing and energy management. It will alsoplay a key role in knowledge sharing of broad technical industry areasthrough structured training and knowledge transfer programmes that caneffectively add value to Saudi Aramco, KFUPM and other oil and gascompanies, as well as to other partners.Yan Lida, president of Huawei’s enterprise business group, said, “Businessis the source of power to determine ICT needs and will ultimately drive ICTinfrastructure changes. The key to business-driven ICT infrastructure liesin ‘Ecosystem-based Innovation’, which is reflected in three ways —customers’ business innovations, partners’ industrial applicationinnovations and Huawei’s ICT infrastructure innovations. Huawei will focuson ICT infrastructure that includes cloud computing, pipe, and devices.”

Joint Innovation Center launched in Saudi Arabia


Innovations

The JIC will help improve the implementationof ICT in the oil and gas industry (Photo: JIC)

BAKER HUGHES HAS released its SPECTRE™ frac plug, the first in theindustry to completely disintegrate downhole after fracturing. The plugeliminates coiled tubing (CT) interventions, accelerates completion timesand leaves behind an unobstructed production inside diameter (ID) formaximum flow area and easy future access. “The SPECTRE plug was made possible only through the application of

nanotechnology and the marriage of seemingly incompatible properties—high strength and rapid degradability,” said Jim Sessions, vice presidentof Technology, Completions and Wellbore Intervention at Baker Hughes.“This distinctive combination delivers plug-and-perf efficiency andflexibility that no other plug currently provides.”As with a traditional frac plug, the SPECTRE plug enables flexible stage

placement. But unlike traditional plugs and other disappearing downholeplugs, however, the entire SPECTRE plug—including the plug body,anchoring grip and packing element—disintegrates fully at predictablerates when exposed to wellbore fluids. Complete disintegration ensuresthat no plug debris are left downhole, thereby protecting the wellinfrastructure from undissolved components, which can compromisewellbore integrity, restrict access and complicate operations such asfuture well rejuvenations. The SPECTRE plug’s innovative design leverages a high-strength,

controlled electrolytic metallic (CEM) nanoconstructed materialdeveloped by Baker Hughes. Much of the plug body is formed from thesame CEM material used in the company’s IN-Tallic™ disintegrating fracballs, which inaugurated an era of higher efficiency for multistagehydraulic fracturing by eliminating the time, cost and health, safety, andenvironmental risks associated with milling out frac balls. Developmentlocations and plug setting depths are not constrained by the availabilityand/or finite horizontal reach of CT, allowing operators to access morefeet of pay zone, in more locations. The SPECTRE plug’s virtually unlimitedtreatment depths also enable operators to achieve more reservoir contactper wellbore to reduce surface infrastructure and costs, while creating amore environmentally responsible operating footprint.

Disintegrating frac plug launched


SAOGE 2015


THE SEVENTH EDITION of the SaudiArabia Oil and Gas Exhibition(SAOGE) will be held in Dammambetween 23-25 November 2015,

bringing the spotlight to the oil-rich nationyet again.His Royal Highness Prince Saud Bin Naif

Bin Abdulaziz, Governor of the EasternProvince, Kingdom of Saudi Arabia willofficially inaugurate the show, stated theorganisers, adding that 180 companies from25 countries will host around 8,000 visitors. Over the years, the oil and gas exhibition

has witnessed strong attendance fromindustry leaders and professionals. 40 percent of exhibitors have been from the GCC,and the remaining 60 per cent from acrossthe world. Countries represented this yearinclude Azerbaijan, China, India, France,Germany, India, Italy, Korea, Malaysia,Pakistan, Qatar, Russia, UAE,USA and the UK. The Eastern Province of Saudi Arabia, the

centre of the Kingdom’s oil industry,provides strategic trade opportunities, saidthe organisers, making it an ideal showdestination.

Saudi Arabia is planning majorinvestments in all sectors including oil, gas,petrochemicals and power. According to theArab Oil and Gas Directory, investments tothe tune of US$90bn in petrochemicals andpower generation each, US$88bn in waterdesalination and US$50bn in natural gas-related products are expected to be made inthe Kingdom. Huge investments in the oiland gas sector are being made as theKingdom continues to pump oil at recordlevels to maintain market share, creatingplentiful opportunities for the supply oftechnology and expertise. Attendees can

gain access to such opportunities throughthe three-day show. Several major companies have confirmed

participation in the upcoming seventh editionincluding key industry players such as ChinaPetroleum Technology & DevelopmentCompany, Al Estagamah Global Group,

Abdullah H.Shuwayer Sons Trading andContracting Company, Alfanar, Maxim,Draeger, Pioneer Technical, Saudi Chemicaland X-Smart. Draeger has been confirmedas a silver sponsor again, said theorganisers. The company is a leader inmedical and safety technology with apresence in more than 190 countries. Organisers are confident that the show

will be a useful platform for companies toshowcase their latest technologies, and fordelegates to build lasting industryrelationships. n

For further details, please see the website atwww.saoge.org

The packed exhibition floor at SAOGE 2014

Saudi Arabia’s biggest oil and gas show returns to Dammam in November as the country presentsa slew of opportunities in oil, gas, power and petrochemicals.

SAOGE shows

steady growth

The Eastern Provinceprovides strategic tradeopportunities, making it anideal show destination”

SAOGE 2015Date: 23 - 25 November 2015Venue: Dammam, Kingdom of Saudi Arabia

S15 ORME 6 2015 - IES_Intergraph_Layout 1 29/09/2015 15:05 Page 77

RIG COUNT

Middle East & North Africa The 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

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

Middle EastABU DHABI 22 16 38 0 22 16 38 25 11 36DUBAI 0 2 2 0 0 2 2 0 2 2IRAQ 48 0 48 4 44 0 44 61 0 61 JORDAN 0 0 0 0 0 0 0 0 0 0 KUWAIT 46 0 46 2 44 0 44 45 0 45 OMAN 66 0 66 -1 67 0 67 57 0 57 PAKISTAN 23 0 23 0 23 0 23 19 0 19 QATAR 3 6 9 2 1 6 7 2 7 9 SAUDI ARABIA 98 22 120 -3 104 19 123 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 306 46 352 4 305 43 348 309 38 347

North AfricaALGERIA 52 0 52 2 50 0 50 49 0 49EGYPT 35 6 41 -1 36 6 42 46 16 52 LIBYA 0 1 1 0 0 1 1 4 3 7 TUNISIA 1 0 1 -1 2 0 2 3 0 3 TOTAL 88 7 95 0 88 7 95 102 9 111


Project DatabankCompiled by Data Media Systems

OIL, GAS AND PETROCHEMICAL PROJECTS - KUWAITProject City Facility Budget ($US) Status

EQUATE Petrochemicals Company / Shuaiba Carbon Dioxide 100,000,000 ConstructionGreen Carbon Company - Green Carbon Project

Kuwait National Petroleum Company (KNPC) - Ahmadi Acid Gas 522,176,000 ConstructionAcid Gas Removal Plant

Kuwait National Petroleum Company (KNPC) - Ahmadi Refinery 15,500,000,000 Engineering & ProcurementAl Zour New Refinery - Overview

Kuwait National Petroleum Company (KNPC) - Ahmadi Refinery 3,000,000,000 Engineering & ProcurementAl Zour New Refinery - Package 1 (Main Process Plant)

Kuwait National Petroleum Company (KNPC) - Ahmadi Refinery 3,000,000,000 Engineering & ProcurementAl Zour New Refinery - Package 2 (Support Process Plant)

Kuwait National Petroleum Company (KNPC) - Ahmadi Refinery 3,000,000,000 Engineering & ProcurementAl Zour New Refinery - Package 3 (Utilities and Offsites)

Kuwait National Petroleum Company (KNPC) - Ahmadi Refinery 3,000,000,000 Engineering & ProcurementAl Zour New Refinery - Package 4 (Tankage)

Kuwait National Petroleum Company (KNPC) - Ahmadi Refinery 850,000,000 Engineering & ProcurementAl Zour New Refinery - Package 5 (Marine Facilities)

Kuwait National Petroleum Company (KNPC) - Kuwait Dredging/ Reclamation 700,000,000 ConstructionAl Zour New Refinery - Soil Reclamation & Treatment Works

Kuwait National Petroleum Company (KNPC) - Mina Abdullah Refinery 4,000,000,000 ConstructionClean Fuels Project - Mina Abdulla Refinery - Phase 1

Kuwait National Petroleum Company (KNPC) - Mina Abdullah Refinery 4,000,000,000 ConstructionClean Fuels Project - Mina Abdulla Refinery - Phase 2

Kuwait National Petroleum Company (KNPC) - Mina Al Ahmadi Refinery 5,000,000,000 ConstructionClean Fuels Project - Mina Al Ahmadi Refinery - Phase 3

KKuwait National Petroleum Company (KNPC) - Various Refinery 13,000,000,000 ConstructionClean Fuels Project - Overview

Kuwait National Petroleum Company (KNPC) - Mina Al Ahmadi Gas Production 2,000,000,000 Engineering & ProcurementFifth Gas Train in Mina Al Ahmadi Refinery

Kuwait National Petroleum Company (KNPC) - Al Zour Liquefied Natural Gas (LNG) 333,000,000 EPC ITBLNG Import and Regasification Terminal

Kuwait National Petroleum Company (KNPC) - Mina Al Ahmadi Liquefied Natural Gas (LNG) 250,000,000 ConstructionLNG Storage & Re-gasification Services

Kuwait National Petroleum Company (KNPC) - Mutla Ridge Oil Storage Tanks 1,000,000,000 Feasibility StudyMutla Ridge Project

Kuwait National Petroleum Company (KNPC) - Northern Kuwait Oil Storage Tanks 500,000,000 DesignNew Depot At Matlaa

Kuwait National Petroleum Company (KNPC) - Mina Al Ahmadi Sulphur Recovery 600,000,000 ConstructionSulphur Handling Facilites

Kuwait National Petroleum Company (KNPC) - Mina Abdullah Sulphur Recovery 1,000,000,000 EPC ITBSulphur Recovery Units - Mina Abdulla Refinery

Kuwait Oil Company (KOC) - Ahmadi Oil 800,000,000 EPC ITBAl Zour New Refinery Crude Oil Pipeline

Kuwait Oil Company (KOC) - West Kuwait Gas Gathering Centre 950,000,000 ConstructionBooster Station 171 (BS-171)

Kuwait Oil Company (KOC) - Southeast Kuwait Flowlines 100,000,000 ConstructionConstruction of South East Flowlines

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

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

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

KOC - Kuwait Environmental Remediation Program Kuwait Oil & Gas Field 3,000,000,000 Construction

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

KOC - Manifold Group Trunkline (MGT) System Northern Kuwait Oil 800,000,000 Engineering & Procurement


Project DatabankCompiled by Data Media Systems

Project Summary

Project BackgroundMina Al-Ahmadi Refinery Modernization Project (RMP) is intended to provide the local and world markets with low sulphur-content petroleum products, and toreduce dependence on gas as fuel, providing cheaper and more stable fuel to the country's power generation plants.

Project Status

Jul 2015 Engineering works are currently ongoing.

Jun 2015 KNPC raises security levels to its highest on all its refineries and ongoing projects.

May 2015 Tecnicas Reunidas wins contract to build the fifth gas fractionation train at Kuwait's Mina Al-Ahmadi refinery.

Project Name Fifth Gas Train - Mina Al-Ahmadi Refinery

Name of Client Kuwait National Petroleum Company (KNPC)

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

Facility Type Gas Production

Status Engineering & Procurement

Start Date Q2-2011

End Date Q4-2017

Award Date Q2-2015

Project FocusCompiled by Data Media Systems

Project Scope

The scope of the scheme involves:• Feed gas compressor • Feed gas dehydration • LPG dehydration • NGL recovery • Fractionation & product treating unit • Substation • Flare system • Nitrogen generation & distribution system • Air compression system

The fifth gas train is designed to process associated gas and condensate fromKOC gathering centres in southeast Kuwait and north Kuwait oil fields. It willalso be supplied with refinery gases from the acid gas removal plants at the twoother refineries owned and operated by the KNPC Shuaibah refinery and MinaAbdullah refinery. The renewed scope of the fifth gas train includes:• Pre-treatment unit• Natural gas liquid (NGL) recovery unit• Fractionation column• Product treatment unit• Propane refrigeration unit• Deep refrigeration unit• Sour water stripper• De-mineralised water plant• Fuel gas treatment unit• Utilities

KNPC has specified that the new gas liquefaction unit should have a design capacity of 805mn cfd of gas and 106.3mn bpd of external condensate, in addition tothe condensate produced in the NGL recovery section of the process. Product recoveries should be at least 75 per cent ethane, 97 per cent propane and 99 per centbutane. Current and future non-associated gas from the Jurassic and Dorra gas fields will also be considered in the gas train’s design.


RELIABILITY INOIL WELL CEMENTS

Oil Well Cement (OWC) produced by Oman Cement Company (S.A.O.G) under accurate temperatures is an obvious choice for oil well cementing worldwide and now it is ready to face the challenges of highly specialized arctic and horizontal cementing:

Conforms to the American Petroleum Institute (API) specification – 10A Class-G- (HSR), Class-B- (HSR) and Class-A- (O) grades. Tested and used by worldwide cementing companies Easy to disperse resulting in considerable cost savings First choice of major oilfield companies Exported to GC Countries, Iraq, Yemen, Libya, Sudan, Tanzania, Turkmenistan, Ethiopia, Pakistan, India and Syria.

Oman Cement manufacturing facility operates on world class qualitymanagement system ISO 9001 and environmental management system ISO 14001. Quality control is online and laboratory automation systems consist of online x-ray spectrometers and robotic samplers, linked to process controllers and a raw mill proportioning system.

OCC has an enduring commitment to customer satisfaction, continual improvement and a stronger foundation for tomorrow.

Winner of His Majesty’s Cup for the Best Five Factories in theSultanate of Oman for 10 times.

Oman Cement Company (S.A.O.G) Corporate Office:PO Box 560, Ruwi, PC 112, Sultanate of OmanTel: +968 24437070 Marketing: Ext 145 / 444 Fax: +968 24437799

Email: [email protected]: www.omancement.com

CERTIFIED COCERT NO. IND13.3020/U/Q

CERTIFIED COCERT NO. IND10.7570

API CERTIFIED COLICENSE NO. 10A-0059

S16 ORME 6 2015 - Arabic_Layout 1 29/09/2015 15:07 Page 81

http://www.omancement.com/

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GE¤ 7^75e∏«ƒ¿ Hôe«π jƒe«É. hGCT°ÉQ J≤ôjô hcÉdá Gd£Ébá Gdóhd«á, Y∏≈ hL¬ Gdàëójó,

GE¤ GCf¬ eø GŸàƒb™ J†°ÉhD∫ G’EfàÉê G’Ceôjµ» eø GdæØ§ Gdü°îô… GÿØ«∞ Ã©ó∫ 4^0

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dàü°π GE¤ 75^13e∏«ƒ¿ Hôe«π jƒe«É, hP∑ f¶ôG ŸÉ Móç eø JôGL™ ‘ JƒQjóGä

GŸª˘∏˘µ˘á Gd˘©˘ôH˘«˘á Gdù°˘©˘ƒOj˘á hGd˘©˘ôG¥ hGC‚ƒ’. ZÒ GC¿ GEf˘à˘Éê Gdóh∫ G’CY†°ÉA Ãæ¶ªá

G’ChH∂ bó RGO Ã©ó∫ 2^1e∏«ƒ¿ Hôe«π jƒe«É, GC… GCY∏≈ eø Gd©ÉΩ Gdù°ÉH≥. cªÉ hQO

GCj†°É ‘ Gdà≤ôjô GC¿ eo©ó∫ Gd£∏Öz Y∏≈ JƒQjóGä GdæØ§ eø Gdóh∫ G’CY†°ÉA Ãæ¶ªá

G’ChH∂ GROGO GE¤ 3^13Hôe«π jƒe«É ‘ YÉΩ 6102, GC… ÃÉ jõjó Ã©ó∫ 6^1e∏«ƒ¿

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Gdóh∫ ZÒ G’CY†°ÉA Ãæ¶ªá G’ChH∂, hYõR eø ‰ƒ Gd£∏Ö Gd≤ÉFº Y∏≈ G’ŒÉ√ Gdù°ÉFó.

j˘é˘óQ H˘Éd˘òc˘ô GCf˘¬ e˘ø GŸà˘ƒb˘™ GC¿ j˘ôJ˘Ø˘™ eo˘©˘ó∫ W˘∏Ö Gd˘æØ§ Y∏≈ Gdü°©«ó Gd©ÉŸ» GE¤

GCY∏≈ eù°àƒjÉJ¬ eæò Nªù¢ S°æƒGä, hgƒ 7^1e∏«ƒ¿ Hôe«π jƒe«É ‘ YÉΩ 5102, hPd∂


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القسم العربي

GCNÑ``ÉQ............................................................................................................................................................................................................................................................................

–∏«Óä................................................................................................................................................................................................................................................................................

e∏îü¢ e``ëàƒjÉä Gd≤ù°º G’E‚∏«õ…:......................................................................................................................................

Gdù°©ƒOjá –Éaß Y∏≈ Mü°à¡É ‘ S°ƒ¥ U°ÉOQGä GdæØ§ GÿÉΩ GE¤ GBS°«É ............................... 5

Gd£Ébá Gdóhd«á Jàƒb™ GfîØÉV°Ék ‘ JƒQjóGä ZÒ G’CY†°ÉA ‘ GChH∂ ................................................... 5

GEjæ» JÑóGC Yª∏«Éä G◊Øô ‘ eü°ô NÓ∫ jæÉjô GŸ≤Ñπ ........................................................................................ 7

Hôjà«û¢ HÎhd«ƒΩ “æí JôN«ü¢ GCMóç JµæƒdƒL«É ATP‘ YoªÉ¿ ...................................................... 7

’RG∫ b£É´ GdæØ§ hGd¨ÉR LÉPHÉk cªù°à≤Ñπ e¡æ» eû°ô¥ .................................................................................. 9

Gdù°ÉMá GŸà£ƒQI ’Jü°É’ä M≤ƒ∫ GdæØ§ GdÑëôjá ............................................................................................ 11

J≤ÉQjô NÉU°á:Gdµƒjâ, e©ôV¢ Gdµƒjâ d∏æØ§ hGd¨ÉR........................................................................................................................................................................................................................................................................................................................................

GS°à£ÓYÉä:Gdù°Óeá eø G◊ôj≥, eÓHù¢ GdƒbÉjá, GdàƒX«∞

hG◊ØÉ® Y∏≈ Gd≤ƒI Gd©Ée∏á........................................................................................................................................................................................................................................................................................................................................

JµæƒdƒL«É:b«ÉS¢ Gdàóa≥, S°Óeá N£ƒ• G’CfÉH«Ö, Gdà≤æ«á GdõdõGd«á........................................................................................................................................................................................................................................................................................................................................

G’Jü°É’ä hJµæƒdƒL«É GŸ©∏ƒeÉä:G’Ceø G’EdµÎhÊ, GdÑ«ÉfÉä Gdü°îªá.

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

Aggreko Middle East Ltd ....................................35

Al Mansoori Specialized Engineering LLC ..15

Alderley Plc ............................................................25

Al-Rewaq Al Dahabi Gen. Trad. & Cont. Co.19

ArcelorMittal Jubail..............................................59

BAPCO ......................................................................27

Bauer Kompressoren GCC FZE ........................67

CompAir ....................................................................51

CWC............................................................................63

CWC............................................................................57

DMG World Media Abu Dhabi Ltd ................87(ADIPEC 2015)

DMI International..................................................47

Dresser Al Rushaid Valve & Instr. Co Ltd ......53

E&P Events Management ....................................85(MEDrillTech 2015)

Ergil ............................................................................68

Fire Safety Devices Pvt Limited ......................61

Global Pipe Company..........................................23

GRACO BVBA ..........................................................49

Hempel Paints Bahrain..........................................9

Hewlett Packard ....................................................37

Hima Middle East FZE ........................................60

Honeywell International ....................................45

Indiana Gratings Private Limited ..................13

Inmarco FZC............................................................14

Interlink Petroleum Services WLL ..................21

International Exhibition Services SRL ..........83(SAOGE 2015)

JESCO (Jubail Energy Services Co) ................33

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

Kaeser Kompressoren FZE ................................43

Kallman ....................................................................28

Kohler Power Systems ........................................91

Latchways PLC ......................................................63

National Drilling Company................................11

NEOS GeoSolutions ..............................................31

Oman Cement Company....................................81

Packers Plus Energy Services ..........................29

Saga PCE Pte Ltd ....................................................3

Saudi Leather Industries Company Ltd ........39

Shanghai Xiang Rong Ind. ..............................75Equipment Co. Ltd

Shree Steel Overseas FZCO ..............................22

Socar Aqs Llc ..........................................................17

Suraj Limited ............................................................7

Tawasul Telecom......................................................2

Top Oilfield Industries Ltd FZC ........................21

Trans Asia Pipeline Services FZC ....................53

Tratos Cavi S.p.A. ..................................................63

Van Beest BV..........................................................57

Volant Products Inc..............................................65

Well Flow International WLL............................41

Wilhelm Layher GmbH & Co. KG ....................55

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Oil Review Middle East 6 2015