Oil Review Middle 2 2014

ORME 2 2014 Cover_ORMETHREE05COVER.qxd 17/03/2014 17:14 Page 1

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VOLUME 17 | ISSUE 2 2014 Oil Review Middle East - Volume 17 - Issue Two 2014

Tailored regional recruitment solutions

Covering Oil, Gas and Hydrocarbon Processing UK £10, USA $16.50

 Demystifying EPC contracts  Is the region ready for its very own shale gale?  Diversifying the petrochemicals sector  Mitigating risk using effective HSE training  Well monitoring and control  Preventing corrosion using micelle detection

See us at the shows

“Emerson continues to add local capability, both in the form of people and services to help customers.” Emerson Process Management vice president for the oil and gas industry, Larry Irving See page 64

www.oilreview.me

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Serving the regional oil & gas sector since 1997

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 Editor’s note OUR COVER STORY this month reflects a critical issue – the recruitment of skilled employees. Amid a positive outlook for the industry this year, senior oil and gas professionals have predicted that a deficit of qualified professionals will be the biggest barrier to the growth of their businesses in 2014. A recently released report from DNV GL, technical advisors to the industry, says the industry’s dwindling pool of engineering talent tops industry leaders’ concerns for a second year running; a trend that is driving up salaries to unprecedented levels in some areas. We spoke to BP who believe their tailored approach to regional recruitment is paying dividends. Elsewhere in this issue, the conference and exhibition season is in full swing, with SOGAT, OGWA and Kuwait Oil & Gas all previewed here. And our broad industry coverage continues as we take a look at whether there is a realistic possibility of the region developing its own shale gas industry and note how Saudi Arabia is developing and diversifying its downstream sector. Added to this is our usual mix of technical features, industry analysis and interviews. As always, I welcome any comments you may have.

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8

12

16

A revealing overview of BP’s regional recruitment and training programmes, which it tailors to each individual country.

KOGS 2014

Technology 52

Risk Management Mitigating risk using effective HSE training.

Hazard Awareness Training

BP

56

62

Well Monitoring

68

36

Analysis Key industry players are helping to drive the development and diversification of the petrochemicals sector.

Conferences & Exhibitions 42

OGWA 2014 A look at Petroleum Development Oman’s

extensive EOR plans along with a full exhibition preview.

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Sergei Salov  (7495) 540 7564  (7495) 540 7565  mne@acpmos.ru

Steve Thomas  (44) 20 7834 7676  (44) 20 79730076  stephen.thomas@alaincharles.com

USA

Michael Tomashefsky  (1) 203 226 2882  (1) 203 226 7447  michael.tomashefsky@alaincharles.com

Emerson Process Management

Lloyd’s Register Energy

Technology

Petrochemicals & Refining

Russia

UK

Area manager, Nick Nooren, discusses the challenges facing the industry and the risk management company’s modernisation plans.

A detailed round-up of the latest E&P news from around the region.

Is the Middle East primed for its very own shale gale?

Bola Olowo  (234) 8034349299  bola.olowo@alaincharles.com

Saida Hamad  (974) 55745780  saida.hamad@alaincharles.com

The company’s vice president for the oil and gas industry, Larry Irving, talks about automation solutions and remote, virtual operations management.

Developments

Shale Gas

Nigeria

Qatar

64

32

Tanmay Mishra  (91) 80 65684483  (91) 80 40600791  tanmay.mishra@alaincharles.com

Using micelle detection to manage corrosion.

Michael Sergeant investigates the often misunderstood engineering, procurement and construction contract model.

Gas

India

Corrosion Prevention

22

24

Ying Mathieson  (86) 10 8472 1899  (86) 10 8472 1900  ying.mathieson@alaincharles.com

South Africa Annabel Marx  (27) 218519017  (27) 46 624 5931  annabel.marx@alaincharles.com

Interviews

Exploration & Production

China

A look at Expro’s new cableless telemetry system and camera.

Analysis EPC Contracts

International Representatives

This year’s event will focus on how to improve major projects.

Market Forecast

New research from GL Noble Denton offers insight into hazard awareness training methodology.

Publisher: Nick Fordham

Advanced Technology conference.

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Training & Development

SOGAT 2014 An overview of the 10th Sour Oil & Gas

Executives’ Calendar

A look at BP’s latest long-term Energy Outlook 2035.

Editorial and Design team: Bob Adams, Prashant AP, Hiriyti Bairu, Lizzie Carroll, Andrew Croft, Ranganath GS, Rhonita Patnaik, Louise Quick, Ian Roullier, Genaro Santos, Zsa Tebbit, Nicky Valsamakis, and Ben Watts

Magazine Sales Manager: Camilla Capece  +971 4 448 9260  +971 4 448 9261  camilla.capece@alaincharles.com

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Analysis

Managing Editor: David Clancy

Advertising Sales Director: Pallavi Pandey

Contents

Columns

Serving the world of business

70

Innovations Introducing some of the latest products for the oil and gas sector.

Head Office: Alain Charles Publishing Ltd University House, 11-13 Lower Grosvenor Place, London SW1W 0EX, United Kingdom  +44 (0) 20 7834 7676  +44 (0) 20 7973 0076 Middle East Regional Office: Alain Charles Middle East FZ-LLC Office 215, Loft 2A, P.O. Box 502207, Dubai Media City, UAE  +971 4 448 9260,  +971 4 448 9261 Production: Nathanielle Kumar, Donatella Moranelli, Nick Salt and Sophia White  production@alaincharles.com Subscriptions:  circulation@alaincharles.com

Arabic Section

Chairman: Derek Fordham

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News

Printed by: Headley Brothers Ltd.

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Egypt

© Oil Review Middle East ISSN: 1464-9314

Cover Image: Companies are reaping the rewards of their bespoke regional recruitment and training schemes. (Image courtesy of Saudi Aramco).

www.oilreview.me email: oil@alaincharles.com

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 CALENDAR 2014

Executives’ Calendar 2014 MARCH 2014 23-27

SOGAT 2014

ABU DHABI

www.sogat.org

24-27

Gastech 2014

SEOUL

www.gastechkorea.com

25-28

OTC Asia

KUALA LUMPUR

www.otcasia.org

31-2 Apr

Oil & Gas West Asia

MUSCAT

www.ogwaexpo.com

APRIL 2014 14-15

Kuwait Oil & Gas Summit

KUWAIT CITY

www.cwckuwait.com

17-20

Iran International Oil & Gas Exhibition

TEHRAN

www.iranoilshow.co

5-8

Offshore Technology Conference

HOUSTON

www.otcnet.org

12-15

Oil and Gas Libya

TRIPOLI

www.oilandgaslibya.com

18-21

Middle East Petrotech

MANAMA

www.mepetrotech.com

MAY 2014

JUNE 2014 3-6

Caspian Oil & Gas

BAKU

www.caspianoil-gas.com

10-13

Gas & Oil Expo

CALGARY

www.gasandoilexpo.com

15-19

World Petroleum Congress

MOSCOW

www.21wpc.com

16-19

EAGE Conference & Exhibition

AMSTERDAM

www.eage.org

17-19

Iraq Petroleum

LONDON

www.cwciraqpetroleum.com

18-19

IADC World Drilling Conference

VIENNA

www.iadc.org

SEPTEMBER 2014 1-4

Erbil Oil & Gas Exhibition

ERBIL

www.erbiloilgas.com

30-3 Oct

KIOGE 2014

ALMATY

www.kioge.kz

BAGHDAD

www.ifpiraq.com

OCTOBER 2014 15-16

Iraq International Oil & Gas Expo

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

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 Analysis

Energy major looks

to the future Both regional and fuel-mix consumption patterns continue to change but there should be enough to see BP through to 2035, according to the company's latest annual longterm forecast.

T

HE NEW BP Energy Outlook 2035* – issued in January and the first to look beyond 2030 – says that global primary all-forms consumption growth is slowing down. Furthermore, it says that increases expected over this period will take place almost entirely in non-OECD (traditional industrialised) countries. The market for oil will show the slowest rate of increase of all contemporary fuels.

Primary demand for energy in all forms is predicted to increase by 41 per cent between 2012 and 2035. Growth will slow from 2.2 per cent annually (2005-2015) to 1.7 per cent between 2015 and 2025, and by just 1.1 per cent thereafter.

“We are leaving a phase of very high energy consumption growth,” the IOC’s forecasting team said, referring to the 2002-2012 period in particular. “There is a clear long-run shift in energy growth from the OECD to the non-OECD”.

Consumption in the first group is expected to increase by just 0.2 per cent over the whole period, and to actually fall after 2030.

China and India, which will soon overtake China, will jointly be the main national players in this changing scenario; growth here in the Middle East will continue to be buoyant too. By sector it will be industry that accounts for more than half of the worldwide increases expected, demand growing at 2.6 per cent globally right now. “This slows to just 1.0 per cent per year in the final decade of the forecast as China’s rapid industrialisation comes to an end.”

Despite its high profile transport, including consumption by road vehicles, aviation and

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The fuel mix will change dramatically during the next 20 years

shipping, will account for just 13 per cent of total growth over the entire period.

By 2035, for the first time since the Industrial Revolution there will be no single dominant fuel In terms of individual fuels, consumed gas will continue to be the fastest-growing fossil component (rising by 1.9 per cent annually), with oil the slowest at 0.8 points. New sources of energy such as renewables and unconventional oil and gas will help to meet the growth in demand, with total output of energy in all forms growing at 1.5 per cent annually on average through 2012-2035. The AsiaPacific region will provide 47 per cent of

this increase in all-forms output, ahead of the Middle East and North America combined, assuming that “the right competitive and policy conditions are in place to support [large scale] investment and technical progress”.

A key finding of this year’s survey, only the fourth edition in a new annual series, is that energy consumption generally is gradually ‘decoupling’ from economic growth as the fuel mix slowly shifts away from diminishing fossil sources. Thus total consumption is expected to grow less rapidly than the world’s regional economies as a whole so that ‘energy intensity’ declines by more than one-third (ie, 1.9 per cent annually) through the forecast period, with this fall actually accelerating. However the share of gas in the mix is expected to increase steadily; by 2035 “for the first time since the Industrial Revolution there is no single dominant fuel.”

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S02 ORME 2 2014 - Analysis 01 New_Layout 1 3/17/2014 3:21 PM Page 10

 Analysis

With OECD-country industrial demand on the way down as expected it is the generation of electrical power that will continue to take an increasing share of available energy – nowhere more so than in the Gulf – and this will play a key role in the fuel mix everywhere.

In 2012, 42 per cent of the world’s primary energy was converted into electricity, up from well under one-third in 1965. “By 2035 that share will rise to 46 per cent” according to the Energy Outlook.

And various competing fuels for power generation will account for 57 per cent of the growth in primary energy consumption through the entire review period. Dirty coal is on the way down undoubtedly, but renewables will overtake nuclear in this sector by 2028 too, increasing their share to 13 per cent in 2035 (from just five per cent today) – and with plenty of room to grow further well beyond that.

Specifically on the outlook for oil and other liquids, all of the net growth in demand will take place outside the traditional industrialised countries. This will be met by increases in supply from primarily the Americas overall (including Brazil), and the Middle East. What is correctly described within the industry as the North American natural [shale] gas revolution – fracking by most others – is fundamentally responsible for this.

“Increasing production from new tight oil resources is expected to result in the US overtaking Saudi Arabia to become the world’s largest producer of liquids in 2014.

US oil imports [nearly 10.6mbd in 2012, compared with 13.6 in 2006/07] are expected to fall nearly 75 per cent between 2012 and 2035.”

The key lesson drawn from all this comprehensive prediction and analysis is that the security and sustainability of energy supply in all its forms “continues to pose significant challenges”, the new report says. There are three key reasons for this.

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BP chief executive, Bob Dudley For Gulf readers the first is that, amongst exporting regions, the Middle East as a whole will remain the largest net regional energy exporter. But its business share will fall from 46 per cent in 2012 to just 38 per cent in 2035. The various key implications of this for BP’s fuel-by-fuel projections – too many to be detailed here – are outlined in the main part of the report.

The biggest challenge in terms of sustainability remains the level of carbon emissions Second, regional energy imbalance projections suggest that today’s trading relationships will have changed significantly by 2035. Russia will remain the world’s largest individual energy exporter but North America will become a net exporter of energy in around 2018 (in terms of all liquids the US is in the process of exceeding Saudi Arabia's output now, mostly crude of course). Asia’s need for

imports continues to increase, accounting for not only 70 per cent of inter-regional net imports by 2035, but nearly all the growth in international trade too.

And third, “the biggest challenge in terms of sustainability remains the level of carbon emissions, which continue to grow ... slightly slower than energy consumption”. This is still faster than recommended by most members of the scientific community, by key economic opinion formers such as the Paris-based International Energy Institution (an OECD body), and by many of the sustainability experts based in Abu Dhabi.

The bottom line, according to BP’s chief executive Bob Dudley, is that the findings of this now annual and publicly-available forecasting exercise “highlight the power of competition and market forces in unlocking technology and innovation to meet the world’s energy needs”.

Optimism about the world’s energy future is the reassuring overall conclusion.

There is no doubt the Gulf and North African states will continue to play a key role in maintaining this. ■

*bp.com/energyoutlook#BPstats

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 Training & Development New research from GL Noble Denton, independent technical advisor to the oil and gas industry, offers an insight into how best to approach hazard awareness training.

Appealing to the

human condition T HE SCALE OF potential disasters and the possibility for significant human injury has rightly made risk management training a top priority for oil and gas companies. As international knowledge is advanced and lessons are learnt from previous incidents, it is important that an organisation’s approach to training and development evolves as well. Recent research conducted by GL Noble Denton (Seismic Shifts; The outlook for the oil and gas industry in 2013) has shown that the oil and gas industry’s spending on health and safety is higher than ever before. The development of robust practices, technology and training has kept safety as a leading concern.

Despite such investment, incidents still occur and questions are frequently raised about whether the industry is learning enough from them. Thankfully, many oil and gas professionals will never experience the worstcase consequences of their actions – or inaction. Nonetheless, a key issue affecting all companies is a loss of any sense of operational vulnerability, where employees become too comfortable over time with the environment that they are working in. This lack of curiosity and the natural tendency not to question potential hazards in the workplace goes beyond the failings of an individual company’s safety culture, and can often form part of the human condition.

Robust hazard awareness training, such as that carried out at GL Noble Denton’s secure Spadeadam Test Site in the UK, allows training and development to go beyond theoretical understanding of operational risks. The site allows companies from across the world, including Middle Eastern operators, to experience large-scale fire and explosion demonstrations with similar technical characteristics to real-life incidents, giving attendees a chance to experience the true extent of a hazard. The facility is also equipped to carry out full-scale hazardous trials on oil and gas assets, from large-scale gas explosion and fire testing to intensive and long-term testing on the resistance of materials on corrosive environments.

Human impact

Global advances in risk management technologies, such as computer modelling programs, have allowed professionals to 12

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The 2005 Buncefield oil storage terminal explosion in the UK provided a clear example of how a series of small failings can combine to create a major disaster (Image source: Stuart Axe) constantly evaluate potential hazards by simulating their causes and effects in a virtual environment. However, according to delegates at a recent GL Noble Denton conference on managing of major incident risks, the industry needs to do more to demonstrate to oil and gas professionals the devastating impact that operational decisions have on the lives of others. While there is no scale on which to measure the consequences of an incident on peoples’ lives, disasters can have profound social, physical and emotional consequences.

As one delegate at the conference said, “Oil and gas professionals have a tendency to focus on the technical aspects of a major incident, without paying regard to the lasting effects they put on individual people and their families. Perhaps that’s because it is easier to describe the technical ramifications of a disaster than it is to describe the personal impact.”

Training methods, such as interactive

Hazard awareness, and indeed wider safety training, must be actively supported from the top of a company drama-based workshops, can be highly effective at exposing oil and gas employees to examples of the long-lasting and far-reaching human effects of incidents. During the conference, a team of actors were used to portray how people from all walks of life were affected by the UK’s Buncefield oil storage terminal explosion in 2005, as well as by similar incidents in Venezuela and France.

Delegates were introduced to a range of characters whose lives were permanently altered by the events they experienced, and

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 Training & Development

during the performance the audience experienced the powerful impact of a blast.

To create a positive safety culture within an organisation, leaders themselves must drive the company’s focus on safety, and designate significant resources to relevant forms of training and development. Yet, a survey carried out this year by GL Noble Denton has found that over half of oil and gas professionals believe that company leaders ‘don’t quite get major hazard safety’.

Hazard awareness, and indeed wider safety training, must be actively supported from the top of a company. This can be a challenge for senior managers; it means investing considerable effort and finances into preparing their people for incidents that are complex, unpredictable and statistically unlikely to happen. But, the 2005 Buncefield oil storage terminal explosion provides a clear example of how a series of small failings can combine to create a major disaster. Tanks were regularly over filled; the safety system that was meant to prevent the tank that caused the incident from overfilling was not being used properly; and the automatic tank gauging system repeatedly stuck. Each of these issues was overlooked prior to the explosion; each was the responsibility of an individual who had become too used to their working surroundings.

Likewise, during the recent GL Noble Denton conference outlined above, an exposed pipeline was placed throughout the audience’s seating area, and was never mentioned during the dramatic performance.

In spite of extolling the virtues of curiosity during the group discussions, the presence of the pipe and the ‘safety procedure’ remained unquestioned until members of the audience were asked if they knew what they were ‘sitting on’, several hours after they first encountered the object.

In this context, employees can become habituated to putting up with potential hazards, or remain unaware of the risks they face, as they have ‘got away’ without

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consequences in the past. Therefore, it is all the more important that strong leadership creates a more robust and ever-present safety culture that reinforces this very issue.

As another delegate explained, “It’s crucial that oil and gas companies select leaders with the necessary skills to really understand process safety. If you choose a leadership team with pure commercial skills and try and back-fill their process safety awareness with training courses, then you’re doomed to fail.”

In order to keep such concerns at the top of the agenda, the board of one major industry operator frequently visits GL Noble Denton’s Spadeadam Test Site. During such visits, the visitor witnesses the hydrocarbon leak demonstrations carried out during hazard awareness courses and discusses the company’s safety culture and priorities.

If you try and back-fill process safety awareness with training courses, you’re doomed to fail Training across the organisation

Every individual within an organisation can benefit from exposure to hazard awareness training. While oil and gas incidents take many different forms, the majority of major accident hazards result from a ‘butterfly effect’ of smaller factors, which derive from various places within the organisation. It is crucial, therefore, to provide relevant training not just for those who work directly with oil and gas assets, but across the entire workforce.

A number of the major international operators who have attended our test site have brought a cross-section of their workforce, from members of the finance team, through to engineers, to witness the full force of an incident in person. This variety of attendees helps to foster a broad safety

GL Noble Denton’s ‘Seismic Shifts; The outlook for the oil and gas industry in 2013’ culture and ensures that organisations never lose sight of their collective vulnerability.

As oil and gas professionals continue to debate the best way to improve safety and risk management within the industry, it is clear that training and development have a crucial role to play. Small changes brought about through effective training can help establish a safety culture that extends all the way across an organisation and informs each and every decision. A tight combination of strong leadership and risk management technologies, underpinned by effective hazard awareness training, could hold the key to ensuring that society never has to encounter the tragedy of a major oil and gas incident again. ■

GL Noble Denton, part of the GL Group, is a global independent technical advisor to the oil and gas industry.

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ďƒ¨ Training & Development

Nurturing regional

resources BP's regional vice president of human resources, Anand RV, and head of graduate resourcing, international locations, Lyle Andrews, spoke to Oil Review about the challenges and benefits of recruiting oil professionals in the Middle East, from training to localisation requirements to addressing the gender gap and the much talked about 'skills shortage'. Ian Roullier reports with additional reporting by Louise Quick.

B

P HAS A presence in over 80 countries worldwide and employs around 86,000 people.

Headquartered in the UK in London, the company's presence in the Middle East, either directly or via agreements and joint ventures, covers Egypt, Iraq, Jordan, Kuwait, Oman, Saudi Arabia and the UAE. Having been active in the Middle East for over a hundred years, going back to the foundation of the Anglo-Persian Oil Company in 1909, BP currently employs over 500 people in the Middle East. For such a large, multinational company, attracting and retaining workers with the right skills and experience is vital; only then can it continue to innovate and thrive.

According to BP's head of graduate resourcing, international locations, Lyle Andrews, and VP of human resources for the Middle East, Anand RV, the process is more about creating rather than merely attracting the right workforce.

"Because we're hiring people mainly into technical roles at graduate level, people do need a certain level of technical expertise when they join us," Andrews told Oil Review at the recent ADIPEC exhibition in 16

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BP's regional vice president of human resources, Anand RV

People have to have ongoing, on-the-job and classroom training Abu Dhabi. "Part of the challenge for us is influencing universities and making relationships with them so they provide the right talent for us and providing internship possibilities to build the students' exposure to the industry and practical experience. In a way the development journey for and the relationship with the students starts before they graduate so they can choose the right courses and gain the right experience to enable them to succeed in BP." BP recently piloted a new student programme which involved taking six gifted students from targeted disciplines at Sultan Qaboos University in Oman and four of the company's scholarship recipients from top universities in Azerbaijan to ADIPEC. The students attended the conference and some BP presentations and went on a technical tour to ADCO, "to give them a real understanding of how the industry works and how their education actually applies in a real-world situation", said Andrews.

BP’s head of graduate resourcing, international locations, Lyle Andrews When seeking technically skilled individuals with an aptitude to apply themselves, vetting candidates is understandably far from straightforward.

While there is a psychometric element, the selection process goes far deeper.

"There's a technical component which is highly targeted and developed to map directly on to the job they'll be doing," explained Andrews. "Then there's a behavioural component that is linked to our values and behaviours which we think will indicate the future success of the graduates."

Once a candidate has made it through this stage of the process, then the real moulding begins, which can in itself take many years due to the highly specialised worker BP requires.

"That's where the training and development on the job starts," explained Anand, who has worked for BP for over 20 years. "Typically we put our graduates through a three- to four-year graduate programme. That involves some focused training, on-the-job development and rotation between roles.

"We also train technicians, who have three years of technical diploma mechanical and electrical skills. They take up to five years to graduate."

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 Training & Development

Oman training centre

Anand revealed that BP is about to hire over 120 technicians over the next couple of years in Oman who will go through this five-year process, starting at the company's technical training centre in the Sultanate before progressing to on-the-job training at a facility.

The training process continues thereon, with BP taking the approach that long-term investment in its employees' careers is not merely an option, but a necessity.

"The industry's always changing, there are new technologies coming all the time so people still have to have ongoing, on-the-job and classroom training," said Andrews, who went on to detail the 10-year 'Excellence' programme that BP has in place.

"This has got some really good milestones labelled out for how those 10 years should go," he said. "It's not really prescriptive, it's more saying, 'You should have an experience of this type' and it's left up to the manager and the employee how they're going to get that."

The increased onus on localisation programmes, where companies must ensure a set proportion of their workforce is made up of nationals, is of growing importance across the region, with programmes in place in countries such as the UAE, Oman and Saudi Arabia. Anand said that rather than being viewed as a constraint that limits companies from getting the best global talent, such programmes are actually good for BP. "It's a requirement by law, but it's good business for us," said Anand. "It's not just because it's a legal requirement that we're doing it. Every geography we operate in we believe in recruiting locals and developing the local workforce. They know their country best, they know the environment best. Oman is a great example; 70 per cent of our workforce is Omani and we've built that in five years."

Andrews agreed, saying, "We need to build a sustainable workforce in the country so that we can safely run our business in the

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future. More than 40 per cent of our graduates in 2013 were nationals from outside the UK and US hired into their home countries. This is predicted to increase to 50 per cent in 2014 and supports BP’s commitment to creating a long-term, sustainable business in every country we have operations in."

Another oft-cited issue is that of a skills shortage within the industry. BP is addressing this via the various training programmes outlined already by Andrews and Anand, but they said that the skills shortage is perhaps less of a challenging issue for the company than may be expected.

"We're well known in the markets we operate in so while there's a finite pool of talent, it's maybe not as hard for us to access that talent as other companies," said Andrews. "We always get lots of applications when we look for graduates but we do acknowledge the need to broaden and deepen that pool as well for the sake of the industry."

Anand added that any perceived shortage of skills can be bridged within individual countries anyway. "In Azerbaijan we found the graduates coming out didn't meet our needs, so we have started a one-year pregraduate programme called the PREP programme. That's how we can overcome the skills shortage."

Increasing the amount of women within the oil and gas industry is also a growing priority for oil and gas companies. BP is actively trying to increase its intake of female graduates and employees.

"We're highly focused on it," said

The real key to retention is culture and the kind of work environment that you build in

Andrews. "On the graduate level we're hiring more female graduates than the average enrolment rates in universities for STEM [science, technology, engineering, and mathematics] subjects. But at the same time, our ambition is to move close to parity and we still have more work to do. There's a supply issue of females coming into STEM subjects in universities and then there's an additional factor of getting them motivated to join the oil and gas industry."

International network

BP runs its Women’s International Network as well as local women’s networks at many of its sites around the world. It has also been awarded a citation by Australia's Equal Opportunity for Women in the Workplace Agency (EOWA) as an Employer of Choice for Women for three consecutive years (2011-13).

One of BP's global goals is to have a level of 25 per cent female group leaders and 30 per cent female senior level leaders by 2020.

Creating interest among women within the region to enter the oil and gas industry and creating the right cultural conditions for them to thrive within the workplace is not straightforward, but these are issues that BP is working hard to resolve.

"There is a challenge but we've launched the Technician Programme in Oman," said Anand. "Of the 40 technicians we've got, there are two women who have joined them. In a country where it's difficult for a woman to go and work in the field, we've had women who've applied and we have recruited them and they're doing extremely well. We're trying to do our best to create the environment but the society around us also needs to support this change."

Anand said he is confident that this change is gradually taking place. "I think it is happening," he said. "We've also got female engineers in our graduate programme. I think the challenge is how we attract them to the oil industry so that they don't go into other industries."

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 Training & Development

Taking into account the challenge of attracting the right employees in the first place and the resources that the company then invests in each employee's career, staff retention is vital for BP. Anand believes that the company's overall ethos plays a key role in BP's ability to retain its workers.

"I would say the real key to retention is culture and the kind of work environment that you build in," he said. "We've got some very clear values and it's how we embed those values. Money and all those things are hygiene factors, you can only do so much. So the real thing is, are you giving long-term career development, are you building the right culture, do you have the right leadership?"

To better understand the regional market, BP has partnered with Oxford Strategic Consulting to study potential future employees in the UAE and Oman.

"We've done a piece of research on understanding young Emirati and Omani talent and what attracts them to come to the oil and gas and engineering industry and how companies like us can play a more active role," explained Anand.

The results of this research, the key findings of which can be seen opposite, will not just benefit BP, however.

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"We're not just taking that and keeping it for ourselves, we're actually releasing it into the market," said Andrews. "We're sharing it with the local governments so that they can figure out how to support that from their side as well."

Anand added, "We have to broaden the pond so that everybody can benefit from it.

There's not enough done in this region to

truly understand what a young Emirati or Omani thinks and what can help them shape their careers for the future."

BP's strategies within the Middle East and beyond are proof that while recruitment within the oil and gas industry is not without its challenges, there are certain key steps that can be taken to ease the process and nurture a well-trained and contented workforce. n

OXFORD STRATEGIC CONSULTING'S Professor William Scott-Jackson, project director of the BP-sponsored research Maximising Emirati Talent in Engineering and Maximising Omani Talent in Engineering, details some of the key findings and areas of interest: • Engaging with the country’s priorities is extremely important in many regions and the BP research, through OSC, is a great example.

• The business case for employing nationals is much greater than simply meeting quotas or corporate social responsibility.

• GCC nationals have strong motivations to serve their country and make their families proud. Employers need to address these motivations.

• Employers should do a lot more to engage young nationals and their families – even at a very early age.

• Employers should recruit through the channel preferred by GCC nationals – personal contact. A high volume version of executive search can be deployed.

• Employers should focus on developing the huge percentage of nationals that need to be leaders in countries like the UAE and Qatar.

• Given the fast changing future, it is better to develop transferable skills in nationals, rather than highly specialised technical proficiencies.

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ďƒ¨ EPC Contracts Michael Sergeant investigates the often misunderstood EPC contract, and assesses to what extent such a model should be adopted for construction of oil and gas facilities.

EPC contracts:

risk and reward C ONTRACTS ARE AGREEMENTS to allocate risk.

Construction projects involve very significant risks because the building process involves a huge number of variables and uncertainties. This is particularly the case in the oil and gas industry. As a result, the allocation of risk under a construction contract, and therefore who is required to carry any extra costs, is of considerable importance and can be very complex.

A 'build-only' contractor promises to deliver the defined product but it does not give any assurances as to how that product will perform. An engineering, procurement and construction (EPC) contract is not a build-only contract. Instead it also places the design risk on the contractor. Under an EPC contract, the contractor is required to undertake the engineering (ie, the design) necessary to ensure that the facility performs in the way that the owner requires.

But what performance standards does the owner require the facility to achieve? Identifying performance standards will often be the key challenge for an EPC contract.

It is easy to stipulate that the contractor takes the design risk and for owners this can often give the illusion that risk is being transferred to the contractor. But for the design risk to be effectively transferred the contract needs to identify what the contractor's design has to achieve.

The owner should stipulate the performance standards which the facility needs to satisfy. Under an EPC the owner should not be detailing precisely what is going to be built - because those decisions are within the discretion of the contractor as the designer. If the project involves building a refining plant, for example, then the contract needs to identify the process standards and products.

In order to create a successful EPC contract it is not only necessary to have the required technical and legal expertise. It is also vital to ensure that there is good communication between the technical staff producing output specification and the legal side negotiating the terms and conditions. The transfer of design risk to the contractor will only be successful if these two elements of the contract documentation are considered in tandem. It is therefore important that both the technical and legal sides of the owner's procurement team are properly trained and understand the way the contract document needs to be assembled.

The terms of an EPC contract will normally be more onerous for a contractor than a typical design and build contract. A contractor may be responsible for the design of the works but a contract will often balance this by entitling the contractor to additional time and money where certain unexpected events occur.

Typically, however, an EPC contract will place all, or virtually all, risks associated with the build process on the contractor. Is this typical EPC risk allocation a good thing for an owner wanting to build a facility?

Critics of the EPC model will often argue that it makes no sense to transfer risks to the contractor that the owner is better able to control and mitigate. Whilst this may be the case, this transfer of risk provides the owner with price certainty. The trend for project costs to spiral once the works begins is a constant cause of concern for not only owners, but also the funders of projects. Owners and funders will therefore often consider a project to be commercially more attractive at a higher price, provided that there is a reasonable degree of certainty as to the final project price.

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Michael Sergeant, partner in law firm Holman Fenwick Willan and a course leader at the CWC School for Energy The other key aspect of an EPC contract is that it places the responsibility to deliver on a single contractor. The contractor will typically then assemble a team of engineers and subcontractors to deliver the works. The risks associated with the coordination of these various parties and project delivery will be up to the main contractor. If something goes wrong and there is delay or performance shortfalls then the owner only has to deal with one contractor. There is a single point of responsibility.

EPC contracts are, alternatively, often referred to as 'turn key' contracts, meaning that the owner can simply arrive on the completion date and 'turn the key' on its fully operational facility. If only life were so simple. Whilst an EPC places significantly more responsibility on the contractor than most agreements, a contract does not exist that does not entail a degree of risk for both parties. Whilst an EPC contract places significant risks on the contractor, it is important for owners to recognise that they will typically pay for this. Risk must be priced and this will bring rewards for expert contractors that are able to efficient manage projects and deliver on time. â–

Michael Sergeant is a partner in the law firm Holman Fenwick Willan and a course leader at the CWC School for Energy and will be running the course, 'EPC Contracts in Oil & Gas' in Dubai on 20 – 22 May 2014.

For more information visit www.cwcschool.com

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Course Leaders: Michael Sergeant, Partner and Max Wieliczko, Head of Construction – Holman, Fenwick Willan LLP

Course Leader: J. Jay Park QC, Managing Partner – Park Energy Law & Petroleum Regimes Advisory

By Attending This Course You Will: • Gain an in-depth knowledge of the key clauses and how and when to use them • Assess the various project risks and how they can be allocated and mitigated • Execute projects successfully and minimise claims and risk possibilities

Drafting Agreements, Managing JVs & Mitigating Risk

By Attending This Course You Will: • Draft specific clauses to minimise liabilities and avoid potential conflicts • Master your negotiation skills and create win-win partnerships • Uncover the pitfalls in agreements to resolve disputes and mitigate risk

World Fiscal Systems for Oil & Gas 17-21 November 2014 – Dubai, UAE Course Leader: Dr Pedro van Meurs, President – Van Meurs Corporation 02-13 June 2014 - London, UK 03-14 November 2014 - Dubai, UAE Course Directors: Pat Roberts, Managing Director LNG-Worldwide Ltd & Martin Hutchison, Managing Director - International Resource Consulting Ltd

By Attending This Course You Will: • Acquire the tools and techniques to plan, structure and develop LNG projects • Receive an electronic tablet with pre-loaded materials and LNG economic model used for scenario testing and simulating negotiations • Understand the technical and non-technical risks involved in developing successful projects and how to mitigate them

By Attending This Course You Will Understand: • The nature and details of all the important fiscal features in the world • The wide variety of fiscal systems based on concessions, production sharing contracts, joint ventures, service contracts and other arrangements • The underlying economic characteristics of the various fiscal systems The Proud Producers of:

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 E&P

Iraq inches closer to becoming top oil exporter Iraq’s oil exports in March 2014 rose by 50,000 bpd in one month

IRAQ IS THE world’s fastest-growing oil exporter, fulfilling consumers’ demands from Libyan supply outages and, perhaps, reviving OPEC market share rivalries down the road, a report stated.

According to Reuters, OPEC’s second-largest producer is likely to post one of the biggest annual output jumps in its history as BP, Exxon Mobil and other companies tap its southern fields, which are untouched by the Syrian unrest.

With many export bottlenecks now cleared at the southern Basra terminals - from which almost all of Iraq’s crude is shipped - Baghdad is expected to keep up, or even exceed, oil exports reached in February this year at 2.8mn bpd, a 500,000 bpd rise on the previous month.

“Iraq is doing its best to export as much as possible and directionally things are improving,” said an executive from a major oil company working in Iraq.

Another oil excutive from a global company involved in Iraq’s oil exploration added that the average for the year may hit about 2.9mn bpd.

The world’s leading oil companies have been expanding Iraq’s giant southern fields Rumaila led by BP, West Qurna-1 run by Exxon and Zubair operated by Eni - since 2010 when they signed a series of service contracts with Baghdad.

The production on oilfields, now into its fifth year, prompted Iraq to set an export target of 3.4mn bpd for 2014, including 400,000 bpd from the Kurdistan Region of Iraq, implying output of four million bpd, including oil used internally.

Oman targets gas output increase by 2018 OMAN AIMS TO raise its gas output to an average of 120mn cubic metres per day over the five-year period from 2014 through 2018.

Salim Al Aufi, undersecretary for oil and gas in Oman, said that the country expects to see a significant increase in its natural gas output over the next five years.

In 2013, gas production rose to an average of 102mn cubic metres a day, up 3.7 per cent The Khazzan project represents the first phase in the from the previous year. development of one of the Middle East region's largest Oman’s gas exports have unconventional tight gas accumulations been constrained over the last few years as it has struggled to raise production quickly enough to keep pace with its own demand growth, Reuters reported.

Officials reportedly hope that the planned start-up of BP’s Khazzan tight gas project in 2017 will provide a big boost to supplies, with the project expected to add about 28mn cubic metres per day to the gas output by 2018.

“Crude oil and condensate production is expected to average 950,000-960,000 bpd over the five-year period,” Aufi said.

The non-OPEC oil producer averaged 942,000 bpd in 2013, up 2.5 per cent from 2012.

Meanwhile, Jacobs Engineering has recently said that it was awarded a contract by BP for process and infrastructure work on the greenfield Khazzan project.

The scope of work includes the detailed design and programme management for the associated project infrastructure.

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Middle East exploration boosts drilling rigs number to a 30-year high DRILLING FOR OIL and gas deposits has hit the highest level in three decades, led by big exploration and production programmes in the Middle East and Africa, according to an oilfield services company.

Baker Hughes said that more than 1,300 drilling rigs have been operating on average worldwide over the last six months, the greatest number since 1983.

The boom is being led by the Middle East, where the number of rigs operating has tripled since 1999, and Africa, where the rig count is up almost four times.

Rig counts reported by Baker Hughes, however, do not include onshore China, Russia, the Caspian and a few other countries.

According to the company, more than 400 onshore and offshore rigs were drilling in the Middle East in December 2013 and January 2014, the greatest number since the 1970s.

Over the last six months, Iraq averaged more than 90 rigs, up from zero in 1999, when the country was still under UN sanctions.

Saudi Arabia also has more than 90 rigs, up from fewer than 20 in 1999.

Meanwhile, Kuwait too is witnessing a drilling revolution, with more than 30 rigs, three times as many as at the turn of the century.

In Africa, the boom is led by north African country Algeria (almost 50) and Angola (13 offshore rigs). In both cases, drilling has tripled over the last 15 years.

These five countries alone account for 30 per cent of the increase in drilling outside North America since 1999.

The report said that all are very mature oil producers, with wellsurveyed resources and large conventional oil and gas fields.

However, the boom’s extent has been masked by production losses from Iran, Libya, Syria and South Sudan resulting from sanctions and political unrest.

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UAE and India sign oil storage agreement THE UAE AND India have signed a coThe first part of Vishakhapatanam project has operation agreement by which the UAE been completed recently and the rest will be will invest US$392mn in establishing commissioned soon storage units in India for 5.03mn metric tonnes of crude oil.

Gulf News reported that both countries have agreed to co-operate in the setting up a strategic petroleum reserve in Asia’s third largest economy, in a bid to further strengthen economic relations. This was discussed at the second meeting of the India-UAE High Level Joint Task Force (HJTF) on ‘Investment in Mumbai’ in India.

“Discussions were held on supporting the establishment of a strategic petroleum reserve in India in a manner serving the common strategic interests of both countries and based on the principles of long term strategic partnership and co-operation,” said a statement.

T.P. Seetharam, Indian Ambassador to the UAE, said that India has already ratified the Bilateral Investment Promotion and Protection Agreement (BIPPA) that was signed by both nations in December 2013, which serves as a platform for promotion and reciprocal legal protection of investments in both countries. The UAE is expected to ratify it soon.

India decided to set up the strategic crude oil storage units at three locations in South India - Visakhapatnam, Mangalore and Padur - to ensure energy security.

Iraq to ‘raise crude oil exports to 3.4mn bpd this year’ IRAQ PLANS TO boost its oil exports by nearly 26 per cent to 3.4mn bpd in 2014, according to a federal government official Thamir Ghadhban, federal Prime Minister’s advisory council chairman, said, “Exports reached more than 2.7mn bpd in February this year, and the rate planned for 2014, including exports from the Kurdistan Region of Iraq, is around 3.4mn bpd.”

Morocco’s Foum Assaka well set to spud KOSMOS ENERGY HAS confirmed that the FA-1 well, located in the Foum Assaka license area offshore Morocco, will spud in Q1 2014.

According to partner Fastnet Oil & Gas, the FA-1 well will target the Eagle prospect, which is estimated to contain resources of 360mn barrels of oil equivalent in its primary deep-water, lower Cretaceous reservoir objective. The well will also target multiple secondary objectives, it said. The planned target depth of the well is 4,000 metres in water depth of approximately 600 metres. The drilling - which will be carried out by the Maersk Discoverer (DW semi-sub) - is expected to take up to three months to reach target depth.

Paul Griffiths, managing director of Fastnet Oil & Gas, said, “This well and the multiple drilling opportunities that surround it, offer the company potentially significant high impact upside at minimal expected financial risk.”

Fastnet Oil & Gas holds a 9.4 per cent interest in the Foum Assaka license while operator Kosmos Energy has 29.9 per cent. BP, SK Innovation and the Moroccan government own 26.4 per cent, 9.4 per cent and 25 per cent respectively.

McDermott International signs EPIC deal in the Gulf MCDERMOTT INTERNATIONAL HAS been awarded an engineering, procurement, installation and construction (EPIC) contract in the Gulf.

However, the contractor and the contract value are yet to be disclosed.

The contract includes the engineering, fabrication, transportation and installation of four new offshore topsides The project is expected to boost oil facilities, plus modification of two production in the region existing production facilities to extend the current deck space and maximise the size of modules. The combined total weight of the structures will exceed 3,500 metric tonnes, the company said. The scope also includes the installation of a 12-inch subsea pipeline of approximately 15km. Water depths range between 10 metres to 14 metres, McDermott International added.

David Dickson, CEO of McDermott International, said, “The project is part of a plan to boost oil production from existing fields, by the implementation of gas injection technology, and the installation of new production wells.”

Engineering and fabrication for the project will be undertaken by McDermott International at its Jebel Ali facility in Dubai, with transportation and installation carried out by vessels from the McDermott global marine fleet. Offshore operations are expected to commence in Q4 2014, with project completion, including hookup and commissioning, planned for Q1 2015.

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Iraq also plans to have 1.5mn bpd of refining capacity in place by 2020 Ghadhban added that he hoped Baghdad and the Kurdistan Regional Government would resolve their protracted dispute over oil jurisdiction and exports in the coming months.

According to available official data, Platts has estimated that Iraq will export 2.415mn bpd in March 2014, up from 2.228mn bpd of exports in January 2014 and an average 2.39mn bpd in 2013.

The council chairman added that under current government projections, Iraq would need 1.5mn bpd or 16.7 per cent of the target production capacity, as feedstock for its refineries to satisfy the country’s expanding domestic need for petroleum products. “Demand is growing by 10 per cent annually,” he added.

Iraq also plans to have 1.5mn bpd of refining capacity in place by 2020, enabling the country to stop fuel imports and improve fuel quality.

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Genel Energy expects increased output from Kurdistan Region of Iraq ANGLO-TURKISH EXPLORATION AND production company Genel Energy has announced that it expects a 50 per cent increase in oil output in 2014 in the Kurdistan Region of Iraq.

Tony Hayward, CEO of Genel Energy, said, “The completion of the Kurdistan Region of Iraq oil pipeline has helped to create the platform for a 50 per cent increase in production in 2014, Genel Energy is reportedly the largest independent with greater access to international pricing, oil producer in Kurdistan Region of Iraq while the signature of a gas sales agreement between the Kurdistan Regional Government and the Turkish government provides the route to market for our very large KRI gas resource.”

The regional government said that it hopes to increase crude shipments to one million barrels of oil per day by the end of 2015 and two million barrels a day by 2020. In addition, it plans to export some 10bn cubic metres of gas per year to Turkey by the end of 2016.

Hayward added that proven and contingent hydrocarbon reserves in the region were reappraised after new finds, yielding a further 1.5bn barrels of oil equivalent.

The Kurdistan Regional Government and Turkey in November 2013 signed a package of energy deals providing for exports of the semi-autonomous region’s rich hydrocarbon reserves abroad without having to get clearance from the central government in Iraq.

Pura Vida and Kosmos Energy to share a drill rig offshore Morocco PURA VIDA AND Kosmos Energy have signed a rig share agreement to drill two wells in the Mazagan Permit, 100km offshore Morocco.

The Atwood Achiever (UDW drillship) has been contracted to Kosmos Energy under a long-term hire arrangement. Under the agreement, two slots have been assigned for the drilling of wells in the offshore permit. The first of these slots will be used to drill the Toubkal-1 well and is expected to commence in January 2015. The second slot will be in the second half of 2015.

Damon Neaves, managing director of Pura Vida, said, “We are now two years into the work programme for the Mazagan Permit. Securing the rig for the two well drilling campaign is a major milestone which allows us to test key prospects and provides the opportunity for an early assessment of the value of the permit.”

Currently under construction in South Korea, the rig is scheduled for completion in June 2014 and expected to commence drilling operations in the second half of 2014.

The Atwood Achiever is a sixth generation ultra-deepwater, dynamically positioned drillship with enhanced offline capabilities and two BOP systems.

Dana Gas to upgrade Egyptian plant to increase capacity DANA GAS HAS announced that it has started the renovation and upgrade of its El Wastani plant in Cairo, Egypt, to increase the facility’s production by 25 per cent.

The maintenance and enhancement project will approximately take two weeks and include modifications, modernisation and debottlenecking, which will assist in enhancing the plant life, the company added.

Dana Gas said it aims to expand its production output capacity by 1.3mn cubic metres to 5.6mn cubic metres, equivalent to 6,650 boepd.

Mark Fenton, general manager of Dana Gas Egypt, said, “A scheduled shutdown of the El Wastani facility for capacity enhancement and maintenance was planned as soon as we had received permission to commercialise the new fields.

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Dana Gas is a natural gas company operating in Egypt and Kurdistan Region of Iraq

“It is a necessary work and the tie-in of the new wells along with the maintenance programme ensures that the plant is also fully upgraded prior to new wells coming on-stream during the year.”

Dana Gas is reportedly the sixth largest gas producer in Egypt and operates in the Nile Delta.

During Q3 2013, the company announced that it had achieved the highest production levels equivalent to 41,500 boepd - in Egypt since 2011.

IPR hits oil and gas in Egypt’s Gulf of Suez US INDEPENDENT OIL and gas company IPR has hit hydrocarbons while drilling on the southwest Gebel El Zeit Concession in Egypt’s Gulf of Suez.

The well, SWGEZ-5, was drilled using the ADES’s jack-up rig ADM-IV under the supervision of IPR’s operational teams and the joint venture operating company PetroHurghada.

The US independent said that the well took a total of 43 days to drill, test, and complete to a total depth of 2,444 metres in the basement of the Precambrian age.

The well encountered a total of 32.6 metres of net hydrocarbon pay in Late Cretaceous age Nubia and Matulla formations, as targeted prolific producers in the Gulf of Suez. SWGEZ-5 tested naturally flowing oil at rates of 3,611 bpd and 82,118 cubic metres per day of oil and gas respectively.

IPR plans to invest in 57 wells to increase production and add new reserves in 2014 between its Western Desert and Gulf of Suez The company has constructed a modern three-slot platform, a 9.5km pipeline from platform to shore, and stateof-the art surface facilities to receive future deliveries.

Sam Dabbous, COO of IPR, said, “We are very pleased with the results of this new discovery and the great efforts of our technical teams. We look to replicate this successful effort in our ambitious expansion plans in 2014 to exceed internal expectations and contribute to the fulfillment of the country’s mandate to increase production.”

As part of this aggressive investment plan, IPR will invest in 57 wells to increase production and add new reserves in 2014 between its Western Desert and Gulf of Suez assets portfolio, having now drilled 11 wells in both hydrocarbon producing provinces, the company said.

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Azerbaijan ‘planning third stage of Shah Deniz project PARTNERS IN AZERBAIJAN'S biggest gas field, Shah Deniz, are planning the third development stage of the major gas project for after 2025. A peak output of around 25 bcm of gas per year is expected, a source at Azeri state energy firm SOCAR told Reuters.

Shah Deniz is being developed by consortium partners BP, Statoil, SOCAR and others, and provides Europe with an alternative gas supplier to Russia.

Shah Deniz I has been pumping gas since 2006 and has an annual production BP is one of many consortium partners capacity of about 10 bcm of natural gas. developing Shah Deniz From around 2019 Shah Deniz II is expected to produce 16 bcm of gas per year, with 10 bcm earmarked for Europe and six bcm for Turkey.

"Shah Deniz consortium partners have already agreed on seismic works and exploratory drilling under the third stage of the Shah Deniz project," the SOCAR official said. "We will need modern technologies and additional investment for Shah Deniz III.

McDermott performs emergency repair in UAE MCDERMOTT INTERNATIONAL HAS announced that the dive support vessel, Thebaud Sea, was recently mobilised for an emergency pipeline repair intervention offshore the UAE. The contract is included in McDermott's Q1 2014 backlog.

"Pipeline failures can often result in significant production loss, which is why reaction speed to these cases is critical," said Scott Cummins, executive vice president for offshore at McDermott.

"Although there is added pressure due to the impact in oil revenues, health, safety and the environment remains at the forefront for emergency pipeline repair systems (EPRS). The pipeline must be safely isolated and then stabilised before any repairs can be executed, to ensure the safety of the diver and the environment.

"Every case is unique, which is why the approach must be robust enough to handle any given situation. Our operational knowledge, experience and expertise defines our engineering deliverables as real solutions, over theoretical studies. We are pleased that our clients have shown repeat confidence in our EPRS capabilities."

Cairn Energy plugs and abandons Moroccan well CAIRN RECENTLY PROVIDED an update concerning its work on the JM-1 well offshore Morocco, where the company commenced operations in January of this year.

The JM-1 well drilled to evaluate Upper Jurassic and Middle Jurassic objectives reached a total depth of 3,711 metres TVDSS (Total Vertical Depth Subsea) and has been plugged www.cairnenergy.com and abandoned without testing.

In the Upper Jurassic section, the well has confirmed the presence of heavy oil over a gross interval of 110 metres as originally tested in the 1968 MO-2 well, some two kilometres from the JM-1 well. Reservoir quality and the oil gravity in the Upper Jurassic across the Cap Juby structure require further evaluation by Cairn and its joint venture partners (Office National Des Hydrocarbures et Des Mines and Genel Energy). Work is ongoing to correlate the core and log data from JM-1 with other wells on Cap Juby to evaluate the extent of moveable hydrocarbons and how any further assessment should be conducted.

The Middle Jurassic objective was encountered with limited primary porosity and evaluation of well logs and side wall cores continues.

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DNO International begins further production in Tawke field DNO INTERNATIONAL ASA has announced that it has initiated production from two newly completed horizontal wells in the Tawke field in the Kurdistan Region of Iraq at a combined rate of 37,000 bpd.

In one of the new wells, Tawke-21, eight productive fracture corridors penetrated by a 980-metre horizontal section in the main Cretaceous reservoir interval flowed an average rate of 9,700 bpd each. In the other well, Tawke-22, six kilometres away, seven productive fracture corridors penetrated by an 800metre horizontal section flowed an average rate of 8,800 bpd each. Both wells are subject to wellbore and surface facilities limitations.

"We hit a new production record of 129,000 bpd at the Tawke field on March 5, which is close to the limit of what we currently can deliver by pipeline and road tanker," said Bijan Mossavar-Rahmani, DNO International's executive chairman.

"With the exceptional results from these latest wells and the installation of early production packages and a new 24-inch pipeline, we are on track to meet our ambitious deliverability goal of 200,000 bpd in 2014."

Two previous Tawke horizontal wells went into production in the second half of last year, two wells are currently drilling and three more are scheduled which, together with Tawke-21 and Tawke-22, will bring the total number of horizontal wells in the field to nine by the end of the year.

DNO International holds a 55 per cent interest in and operates the Tawke license.

Genel Energy plc holds 25 per cent and the Kurdistan Regional Government the remaining 20 per cent interest.

Operator DNO International holds a 55 per cent interest in the Tawke license

S06 ORME 2 2014 - Gas_Layout 1 3/17/2014 4:21 PM Page 31

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ďƒ¨ Gas What sort of impact will the new market equilibrium reached in gas pricing as a result of shale developments have in the Gulf?

Is the region ready for its own

shale gale?

Production of unconventional shale gas in the US is expected to exceed 11tcf per annum by 2020. A similar shale revolution could happen within certain parts of the Middle East

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ITH US GAS being sold late last year at one-third or even less of the cost of equivalent imported fuel in other OECD countries, has the price turnaround increased the risk for resource-stretched producers here in the Gulf? Production of unconventional shale gas in the US is expected to exceed 11 tcf per annum by 2020. Elsewhere, and for several key reasons, development based on the technology of hydraulic fracturing is expected to lag far behind this. “The time of abundant low-hanging fruit and extremely high margins in GCC countries is set to end� according to a new report from specialist analysts, Stratley AG, and produced in association with the Gulf Petrochemicals & Chemicals Association (GPCA) said.

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 Gas

Opportunities in unconventionals are expected in Saudi Arabia, Kuwait, Oman and the UAE “GCC countries must build on their hydrocarbon background to extend their coverage of the chemical value chain and bridge the period until they may be able to tap into their own shale plays.”

The authors point out that exploration for and exploitation of shale deposits has risen very rapidly in the US, and the trend will continue as significant improvements in drilling, fracking and overall extraction technologies are all made simultaneously.

Already the US is being predicted to become a net exporter of LNG by 2020 (or even earlier), by which time it will be meeting most of its own demand for crude oil too. Exports of key downstream products like polyethylene are expected to soar at the same time.

Legislation

Undeniably the mood is catching, and it is natural that other unconventionals-rich countries such as Australia, Canada and China want to get in on the trend for successfully exploiting these new resources, including tight oil, too. Widely in Europe over-restrictive legislation is already being looked at again.

The Stratley team expects the US to maintain its current clear competitive advantage in use of unconventional resources as both energy carriers and as feedstock for petrochemicals production right the way through to 2020, especially when compared with Europe and East Asia. They point out the stark fact that gas prices last year (January-June) averaged US$4 MMBtu (million British thermal units) in the US compared with $12 in Europe and as much as $16 in Japan. Furthermore, as has been seen in the past here in Gulf, the availability of large volumes of hydrocarbons at low cost drives investment in electric power production, ethane cracking and the output for sale of a wide range of in-demand downstream products such as Saudi Arabia's nitrogenous fertilisers. Differential costs for industrial power are already a disruptive issue in world trade negotiations.

Differential costs for industrial power are an issue in world trade negotiations “As a consequence a number of affected production sites, especially in Europe, are already experiencing declining margins, and it is expected that the older and less efficient crackers and basic chemical capacities in Europe will be shut down in the medium term,” the Germany-based Stratley team said.

Regional potential

Nevertheless specific opportunities “for GCC countries in the unconventional boom” are identified in this report. Most obvious are those related to investment in downstream activities in the US itself, as already exploited by Qatar Petroleum. But for many reasons “the time for bargains in this market is over”. However, significant opportunities in unconventionals are also expected here in the Gulf, especially in Saudi Arabia, Kuwait, Oman and the UAE; a total shale-gas resource figure of 70 tcf is mentioned.

But the report says “resources are only real opportunities if they become reserves – this is the critical issue”.

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Four reasons for investigating these possibilities now are specifically listed: 6 Deposits of extractable (at low cost) oil and gas are declining, especially outside Qatar; local development of unconventionals remains in its infancy 6 The production rate of alternative associated gas is inevitably limited by the pace of oil production 6 Demand for gas in the region is both high and rising

Marcellus shale gas drilling tower in Pennsylvania, USA

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Gas 

6 Local access to Qatar’s gas surplus is in competition with global demand.

So, assuming the postulated resources are actually located, the main success factors for large-scale production from these are identified as supportive politics and regulations, and competitive production costs. Costs are thought to be the more challenging of these here, but not necessarily elsewhere.

These production costs are influenced by geology (depth of formation especially), topography, availability of infrastructure and technology, and of course adequate water. Each new well needs up to 20mn litres of water to develop, although research is actively coming up with ways to reduce this requirement significantly.

The bottom line, say the Stratley team, is that locally “Shale gas extraction costs might initially be around $15/MMBtu, decreasing in the short term to $10/MMBtu in favourable locations”, with more reductions possible thereafter.

And as to when individual GCC countries will commence commercial production of either or both unconventional oil and gas the analysts point to the forthcoming decade between 20202030 as being broadly likely, ie, when production costs start to compete with those for conventional resources (already close with imported LNG).

Does the US shale boom threaten the business of chemical players in the GCC? They add that if the resources here turn out to be wet “the incentive to explore and extract NGLs in addition to methane becomes even more attractive.” Firstly because of downstream pricing, and secondly because of the availability of ethane as cracker feed, especially in Saudi Arabia.

With gas shortages increasing fast in most states and ethylene production costs rising, whichever way they are calculated the incentive to explore for unconventionals rises at the same rate – and could lead to large commercial-scale projects being implemented nearer to 2020 than 2030. Oman could be in business within 2017, the report says. So “does the US shale boom threaten the business of chemical players in the GCC?” is the key question it aims to address.

Based on feedback from recent energy events within the region the team note that, “Some experts tended to be rather relaxed, seeing their business affected but not seriously threatened. Others were more alert to the topic and mentioned various risk factors that could have considerable negative effects on GCC countries’ oil, gas and chemical businesses.”

Their overall conclusion is that there is no need to panic, but growth obstacles and squeezing of margins are both possibilities.

Constraints in oil production which limit the availability of associated gas, and the changing nature of the global LNG market, are central to these; all the risk factors surrounding the development of unconventional oil and gas resources are summarised in a useful flow chart which can be viewed on page seven of the document. n

Stratley has produced other recent reports on shale gas-related issues too (https://www.stratley.com). General manager Oliver Gawad can be contacted locally in Dubai on +971 4312 4952.

‘Shale game: impact of the global shale development on the GCC’ was published by Stratley AG/Stratley Portfolio Performance Incorporated in association with the GPCA. Issue 2 2014

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 Petrochemicals

Reinvigorating the

downstream sector With downstream playing an increasingly important role within Saudi Arabia - and the MENA region as a whole - key industry players are helping to drive the development and diversification of the sector through investment and education.

A

CCORDING TO SAUDI Basic Industries Corporation (SABIC) vice chairman and CEO Mohamed AlMady, a national task force is needed to unite private and public sector initiatives to drive further downstream diversification of the Saudi Arabian economy.

Al-Mady discussed the issue at the recent Saudi Downstream Forum for which SABIC was the principal sponsor, speaking in a panel discussion before an audience of 600 ministers, government officials and industry leaders in Yanbu.

Al-Mady called for a step change in the country’s approach to downstream based on the Royal Commission model that drove the Kingdom’s development of the petrochemical industry.

Many initiatives are required to further drive downstream development, including improved infrastructure, free-trade zones to support investment inflows and government investment in early training of employees, Al-Mady said.

“These imperatives cannot be achieved if every company, every industry, every ministry, is following its own agenda, no matter how well-meaning the agenda may be,” he stated.

“Downstream diversification extends beyond the interests of a single industry. It requires a co-ordinated and consolidated approach from business, from government, from the ministries and from entrepreneurial enterprise. The wisdom of past experience can better equip us for the future,” Al-Mady added.

Al-Mady said Saudi Arabia’s past 36

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Growth in the petrochemical industry continues to outstrip the Saudi Arabian economy as a whole

The wisdom of past experience can better equip us for the future” - Mohamed Al-Mady, vice chairman and CEO, SABIC experience in downstream diversification provides a model for the future.

The growth of the petrochemical industry from a standing start to a pillar of the economy worth US$354bn is evidence of the model’s success, he claimed.

The vision of taking natural gas that was the waste product of the oil industry and turning it into commercially viable products drove the foundation of the Royal Commission and the establishment of the industrial cities in Jubail and Yanbu, according to Al-Mady.

This in turn led to the Royal Decree that

founded SABIC and drove its growth over the next four decades, he added.

Growth in the petrochemical industry continues to outstrip the economy as a whole, averaging nine per cent to 10 per cent over past years against GDP growth of four to five per cent, SABIC said.

Driving innovation

Building on this growth, the government announced recently that it plans to construct a plant able to turn crude directly into chemicals, without first having to refine the oil.

The announcement was made by Saudi Arabian oil minister Ali al-Naimi, who said the move was part of the aforementioned strategy of diversifying the economy away from heavy dependence on crude export revenues.

The plant is to be built in Yanbu in conjunction with SABIC, news agency Reuters said.

“An innovative technology is being studied by the ministry, in collaboration with SABIC, to set up an integrated industrial

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 Petrochemicals

A German trade delegation paid a visit to Saudi Arabia in February to explore the Kingdom’s petrochemical opportunities complex for the production of petrochemicals from crude oil without the need to build a conventional oil refinery,” alNaimi commented.

Al-Naimi said the chemicals project would help provide jobs for Saudi Arabian youth in the growing industrial port.

The move follows the launch by ExxonMobil in 2013 of the first-ever plant that processes crude oil directly into chemicals in Singapore.

International interest

An influx of foreign companies have recently been demonstrating their interest in the Kingdom’s petrochemical industry.

A German trade delegation paid a visit to Saudi Arabia in February to discover more about the industry and strengthen its ties with its Saudi Arabian counterparts.

“The reason for the visit is the fact that there’s a great potential in the Saudi petrochemical sector for German companies, especially for engineering and plant construction,” said Andreas Hergenroether, delegate of German Industry for Saudi Arabia, Bahrain and Yemen.

Foreign investment is a key part of the Kingdom’s petrochemicals sector, as demonstrated by industry sources recently revealing that four international engineering companies have submitted bids to build two petrochemicals plants for SABIC and Japan’s Mitsubishi Rayon in Saudi Arabia.

According to Saudi Gazette, the sources claimed South Korea’s Daelim Industrial, France’s Technip, Spain’s Tecnicas Reunidas and Taiwan’s CTCI had bid for the two-plant project in Jubail.

One of the plants will produce up to 250,000 tons a year of methyl methacrylate monomer (MMA), while the other will 38

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Issue 2 2014

produce up to 40,000 tons of polymethyl methacrylate (PMMA), SABIC said.

The project is expected to cost in the region of US$1bn, the corporation added.

Meanwhile, Ireland-based Sepam announced it recently signed a US$27.2mn deal with Emrill for the construction of Saudi Arabia’s biggest petrochemicals plant in

SABIC said it will also continue its investment in training and development

Khalid Al-Falih, president and CEO of Saudi Aramco

Jubail, due for completion in 2016.

Foreign interest is ever increasing and will no doubt grow as Saudi Arabia is set to invest heavily in new petrochemical projects, with Arab News claiming this investment will reach almost SR236bn (US$62.9bn).

Emphasis on education

With education being of key importance to the petrochemicals and wider downstream sector, SABIC said it will also continue its investment in training and development and support of its SME customers.

“Business and government are each doing their part. But I do not believe we can go much further within the limits of the current structure.

“Now is the time for a bold initiative to drive us toward the success we all believe is possible,” Al-Mady said.

Additional key figures within the industry have expressed concern over the skills shortages present within the petrochemicals industry and claim these shortages pose a real and ever-increasing threat to its growth.

A recent International Labour Organization (ILO) report found that skills shortages in petrochemical industries are a global problem.

Khalid Al-Falih, president and CEO of Saudi Aramco, said there is a mismatch between the education system and the needs of the petrochemical industry, which have threatened the industry’s overall stability.

“Here is an industry that is growing, that is very profitable... and more often than not, companies in our industry are constrained by growth because of a lack of skilled human resources, while they are living or working in countries where there is high unemployment… this issue of a mismatch is real,” Al-Falih said. n

S07 ORME 2 2014 - Petrochems_Layout 1 3/17/2014 4:38 PM Page 39

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ďƒ¨ Petrochemicals

EQUATE Petrochemical achieves US$1.2bn net profit KUWAIT-BASED EQUATE Petrochemical Company has announced it achieved a net profit of US$1.2bn in 2013, translating to a 14 per cent yearon-year increase in comparison with US$1.09bn in 2012.

EQUATE president and CEO Mohammad Husain said, “These profits were realised due to absolute integration between all commercial, industrial, administrative and other elements at the company, as well as global demand for petrochemical products, all of which despite several challenges both locally and regionally. “For the first time in EQUATE’s history, overall sales value exceeded US$2.88bn which is due to distinguished performance at all levels as an embodiment of our tagline of ‘Partners in Success’ with all relevant stakeholders within and outside Kuwait,� he added.

According to Husain, EQUATE witnessed several milestones in 2013, one of which was its commencement of a polyethylene (PE) plant debottlenecking project, which is expected to be completed during 2015.

The project aims to increase the plant’s current annual capacity of 825,000 metric tonnes while focusing on increasing and optimising its production capacities for ethylene, polyethylene and ethylene glycol, Husain said. “The first phase is all about creating as much added-value from current facilities, while the second and third are all about making EQUATE have greater global presence, with all stages focusing on distinguished human resources, especially Kuwaitis, through being more specialised and optimum utilisation of technology within a creative, innovative and sustainable work environment,� he added.

Total looks to build petrochemical unit in Iraq TOTAL HAS REPORTEDLY told French news agency AFP that it is looking in to building a “world-scale� petrochemical complex in Iraq as part of its strategy to develop its activities in the Middle East’s growth markets.

Patrick Pouyanne, the head of Total’s refining and chemicals division, said he signed a preliminary accord with Iraq’s Ministry of Industry and Ministry in November 2013 to examine the feasibility of the complex, which Total is looking to construct in Basra.

An anonymous company spokesperson said, “They are exploratory discussions at this stage that should be confirmed in coming months.�

Total did not put a value on the mooted project, or a timeframe.

The company has said in the past that it wants to boost its refinery and Total is looking to build a “world-scale� chemicals activities in the petrochemical complex in Iraq Middle East and Asia. “Given its past and present in Iraq, the group is naturally interested in adding value to the gas resources in this country,� Pouyanne commented.

Total said it currently invests 15 per cent of its capital in the Asia-Middle East zone, and wants to bring that to 30 per cent by 2017.

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 E&P PDO has recently offered 6G welder training to 445 Omanis

PDO boosts exploration activities

in Oman

O

MAN’S OIL PRODUCTION is on the increase, with 16 enhanced oil recovery (EOR) field developments and trials to be implemented by exploration and production company Petroleum Development Oman (PDO) in a bid to meet the country’s growing energy demand.

PDO’s roll-out of EOR projects, part of the general scheme of improved oil recovery (IOR), follows a successful year for the company who reported improved production and safety figures. The stateowned giant is reported to have increased its natural gas reserves by 1.3 tcf last year.

In 2013, the company added 317mn barrels of oil reserves with production rates reaching 1.25mn boepd.

“There has been a concerted effort across PDO to engage efficiently, responsibly and safely in the exploration and production of hydrocarbons and this resulted in a record-breaking production performance. This is all the more impressive considering that the year started badly after the disruption caused by the serious fire at our Yibal field at the end of 2012,” PDO managing director Raoul Restucci said.

“As the easy oil supplies dwindle, EOR 42

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is going to account for an increasing part of our production portfolio. PDO is already a world leader in this area, but we are now redoubling out efforts to ensure we maximise production from our fields.”

According to PDO, an estimated US$10bn has been spent on exploration In 2012, PDO, in partnership with manufacturer of solar steam generators, GlassPoint, constructed the Middle East’s first solar EOR project. The project was finalised in January 2012 and began producing steam by December that year. It is designed to produce an average of 50 tonnes of emissions-free steam per day that feeds directly into existing thermal EOR operations at PDO’s Amal West oilfield. The solar project’s first year of operations went beyond expectations, exceeding its steam production targets.

The project is a performance and operational baseline for larger steam

generators in and across the Gulf region.

Oman is providing PDO with information for planning future mega projects.

“The GlassPoint system is proving it can reliably fuel thermal EOR with solar power while reducing the need to burn natural gas," stated Restucci.

"This solar EOR solution provides for an economically viable and environmentally sustainable long term resource to develop Oman’s heavy oil portfolio, while saving valuable natural gas resources for use in other gas-dependent industries.”

PDO projects in Oman

Last year PDO set up four key EOR developments in 2013 that were based at Marmul, Qarn Alam, Harweel (2AB), and Amal West. The polymer project in Marmul reported 6.3mn barrels of EOR last December, PDO revealed. The Harweel miscible gas project showed steady production levels rising to 30,000 bpd, while the Qarn Alam steam project produced around 25,000 bpd. The company boosted its social investment activity in 2013 with the completion of 13 projects, as well as launching the Ghabah Health Centre and investing an estimated US$9mn in community services.

S08 ORME 2 2014 - OGWA_Layout 1 3/17/2014 4:53 PM Page 43

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 E&P

PDO is expected to spend US$11bn across its EOR projects

the first quarter needs to be seen.

Technical issues are being tackled right now such as the route, size, compression, quality and where we are sourcing the gas within the network in Iran. We are looking at export options, however the gas from Iran will be expensive.”

Training and job opportunities

“The year 2013 was a banner year for PDO with excellent achievements across the full spectrum of our operations, but we must not take our foot off the gas," said Restucci. "We still face significant challenges, such as the increasing complex and costly nature of our business, an ageing asset base, local employment imperatives and the regional gas shortfall.”

According to PDO, an estimated US$10bn has been spent on exploration; 72 per cent on capital investment and 28 per cent on business costs. Salim bin Nasser al Oufi, under-secretary of the Ministry of Oil and Gas, stated that there had been a rise in average production levels in Oman. BP Oman’s general manager, Dave Campell, said in his presentation at a briefing held at the Ministry of Oil and Gas in Oman that the country’s oil and gas development scheme will see the construction of around 300 mostly horizontal wells, eight rigs producing 1 bcf/day which is a third of Oman's gas. Over the last five years, the country has been able to book more reserves than it has produced, also a contributing factor in the successful growth of Oman’s oil and gas industry.

“We have had surplus of crude oil. In the account we deposit more than we spend and that is very exciting in the industry when the reserve replacement ratio exceeds 1. We have managed in the last five years to maintain 1.2; which means we are putting more into our account of crude oil about 20 per cent

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more than what we spend,” said Dr Mohammed bin Hamad al Rumhy, minister of oil and gas.

“Our industry is becoming extremely expensive. The difficult oil is becoming more and more. We often use the phrase - easy oil has been already produced. Now what we are seeing from our oil fields is more difficult oil to extract. This translates to more expensive oil to produce, but more oil."

According to Hamad al Rumhy, Oman LNG, based in Qalhat near Sur, wants to pump heavy oil with steam, however it has been denied permission as the gas cannot be stored and needs to be consumed.

PDO revealed in October last year that it will invest US$11bn across its EOR projects More gas can be produced as soon as BP's Khazzan project begins developing PDO's discoveries, while in the meantime talks also are being held with Iran about sourcing gas.

“We are making new discoveries, some of it heavy as in the case of Kahazzan.

Lighter or heavier when it comes to blend, time will tell. We want to have the flexibility of qualities,” the minister stated.

“Whether we will achieve an agreement in

As part of the company’s plan to boost its exploration activities, last year PDO provided 5,700 In-Country Value (ICV) job and training opportunities for Omanis. It also issued contracts totalling more than US$3.1bn to locally registered companies and increased its support of local businesses. PDO has recently offered 6G welder training to 445 Omanis to become skilled welders. Another 200 Omanis are expected to start the programme in 2015 and candidates who successfully complete the course will begin working on PDO’s Rabab-Harweel mega project (RHIP) where the first oil production is planned for 2019. The RHIP is expected to produce more than 200mn barrels of oil by injecting miscible gas into the seven Harweel oil reservoirs, as well as 90mn barrels of condensate by reusing sour gas in the Rabab field and exporting nonassociated shale gas.

“This is a landmark training scheme because it will be the first time in the region that an oil and gas project will be welded wholly by nationals. This pioneering course should produce a pool of around 400 Omani skilled welders who will be qualified to work anywhere in the world,” PDO operations and engineering director, Abdullah al Shuely, said.

“The aim is to help these young men to develop the highest level of proficiency and professionalism so that they can pursue rewarding careers and support their families. For many years, PDO has championed in-country value to improve the capacity and capability of Omani people in order to secure long-term sustainable commercial benefits for the Sultanate and this new initiative fits squarely into that commitment.”

PDO revealed in October last year that it will invest US$11bn across its EOR projects. The investment is projected to produce more than one billion barrels of oil as part of the Omani government’s strategy to maintain its long-term hydrocarbon output. The execution of 16 EOR projects by PDO is set to encourage further growth in Oman’s expanding oil and gas sector. To enable the retrieval of heavy oil across its concession area chemical, thermal and miscible gas injection methods are currently being used. EOR is estimated to total a third of PDO’s production by 2023. ■

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 OGWA 2014

OGWA 2014 Date: 31st March - 1st April Venue: Oman International Exhibition Centre

Oman welcomes

OGWA delegates This year’s exhibition and conference will focus on the fast-expanding possibilities offered by the new generation of EOR technologies.

T

HE NINTH OGWA* Exhibition opens under the auspices of Oman’s Oil & Gas Ministry and the major sponsorship of PDO at the IEC in Muscat on 31 March. The organisers are Omanexpo and the associated technical conference, under the headline 'Driving integrated and innovative EOR' has been arranged by the international Society of Petroleum Engineers (SPE) at the nearby Golden Tulip Hotel. The events will run concurrently and finish at both venues on 2 April.

In 2012 the exhibition alone attracted more than 225 participants from around the globe and was visited by nearly 13,000 industry professionals. Other supporters this year include the local Chamber of Commerce and the Oman Society for Petroleum Services.

Oman’s regionally-advanced economic development (in terms of balance) continues to be fuelled by the positive outlook for the energy sector, which still generates nearly 84 per cent of total national revenues. In challenging conditions the government is seeking to encourage investment in exploration and production in general and in EOR in particular.

Last year’s planned expenditure on energy resource development was in excess of US$33bn; the goal is to keep output of crude and condensates above the one million barrels per day mark. The same 46

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attention is being paid to the development of gas resources, needed to free up more liquids for export.

Current projects in this sub-sector include the tight gas scheme at Khazzan, which will incorporate a new 34mn cubic metre per day processing plant fed by a complex 600km gas-gathering system along with connections to a major network of new wells.

Another scheme is the planned near-50 per cent expansion of the existing refinery at Sohar, already a key source of both fuel and naphtha for the region. The showpiece of the whole enhancement programme will probably be the $16bn refinery and petrochemicals complex at Duqm Port. The brand-new multi-purpose development on the previously remote southeast coast is now diversifying its commercial operations into the handling of solid bulk cargoes and exportable mineral products such as crushed limestone, as well as relying on the construction of a new liquids storage and export terminal specifically for the energy sector. EOR techniques are behind the implementation of most of these plans.

The SPE-organised events actually start on Sunday 30 March with a full-day training course on EOR techniques in general, emphasising gas and water-alternating-gas base processes that are now being applied in the Gulf. This will be presented by Son Huu Do, founder of 3-Dos Global Energy.

On a subsidiary theme of 'Drilling deep into the future' the SPE Technical Conference itself will then investigate industry best practices, international market trends, developments, challenges and key issues facing both operators in Oman and the rest of the Gulf region. This will consist of the three full days of the technical conference itself, a closely-packed total of 16 separate 90-minute sessions interspersed

with an executive plenary and three separate 90-minute panels.

The technical sessions themselves will include: • Chemical EOR fundamentals • Thermal fundamentals • Chemical applications • Miscible gas injection • Reservoir simulation • Chemical improvement technologies • Facilities engineering/construction • Well design/reservoir characterisation • Case studies (two sessions) • Emerging methods (two sessions) • Monitoring and surveillance • Challenges in carbonates The panels will cover: • Driving capital-intensive innovation. The challenges all EOR projects face to reach sanctioning in the first place, and to drive increased cost efficiency to sustain commercial robustness while they are being carried out.

• Integration of sub-surface, facilities and operations. Discussing the technical challenges and opportunities to optimally utilise existing subsurface and facility equipment with new and innovative technologies, in the process maintaining existing operations as far as is possible.

• Innovation and the demands this places on resources and capabilities. A discussion of EOR resources and capability requirements as well as experiences and strategies to efficiently implement/operate complex schemes, minimising resource and capability demand in the process. n

Full details of these sessions along with the panellists participating and the moderators in charge can be found on the website: www.ogwaexpo.com

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Upcoming Training Highlights for E&P Professionals Mar 30-Apr 3, 2014 - Abu Dhabi, UAE Introduction to Reservoir Characterisation and Modelling (GG26) Mar 30-Apr 3, 2014 - Doha, Qatar Directional, Horizontal and Multilateral Drilling (DR08) Apr 2-4, 2014 - Istanbul, Turkey Play Fairway Mapping and Exploration Strategy (GG34) Apr 6-10, 2014 - Abu Dhabi, UAE Introduction to the Oil & Gas Industry (IC04) Artificial Lift Design and Optimisation (PR08) Apr 7-11, 2014 – Istanbul, Turkey Foundations of Petrophysics (PP01) Production Engineering (PR12) Apr 15-17, 2014 – Istanbul, Turkey Petroleum Systems of North Africa and the Eastern Mediterranean (GG08)

e nlin er o t s i Reg now at com . eng .hot w w w

Apr 15-17, 2014 – Vienna, Austria Fundamentals of Coalbed Methane (CBM) Development (IC08) May 4-8, 2014 – Abu Dhabi, UAE Wellsite and Operations Geology (GG13)

Visit www.hoteng.com for further information and registration.

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 SOGAT 2014

Sour Oil & Gas Advanced Technology Date: March 23rd-27th, 2014 Venue: Beach Rotana Hotel, Abu Dhabi

SOGAT reaches its

10th edition

SOGAT 2014 will focus on all the latest aspects of sour oil and gas processing and how to deliver sweet fuel and feedstock in a cost-effective manner. This year’s event comes at a time when major projects are on the increase, including many in the Gulf.

A

N UPCOMING SERIES of major sour gas field developments means that associated recovered-sulphur production in the Middle East alone is expected to increase by nearly 45 per cent by as early as 2017. As will be demonstrated at this year’s 10th Sour Oil & Gas Advanced Technology conference (SOGAT), the advanced technologies used in management of and production from all types of sour fields are constantly advancing.

SOGAT is organised in association with ADNOC and is being held from 23-27 March in Abu Dhabi. The conference will take a particular focus on acid gas removal and

carbon capture concepts.

The latest local developments across the entire management spectrum will also be reported in a series of technical papers and complementary workshops presented at this

SOGAT has now established itself as the meeting place that focuses on gas conditioning issues

The expansion of sour gas production at the South Pars field in Iran is just one of numerous sour gas projects currently under way in the region (Image source: Pars Oil and Gas Company) 48

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year’s conference. Other technologies being explored will include new control techniques for sulphur recovery units, recent plant start ups, gas-to-sulphuric acid developments, amine units, and relevant HSE and emergency response technologies, along with new ideas in overall sulphur management and more.

Sulphuric acid has become a key building block as the region strives for industrial autonomy, particularly by the chemical fertiliser producers who need it in vast quantities to process huge reserves of rock phosphate, as developed in Morocco and Jordan. This complements the Gulf’s commanding position in nitrogenous materials. Evaluation of the prospects of sour, and even exceptionally sour, fields of all types is an important part of this process of producing usable gas, both within the region and further afield. SOGAT 2014 is the place to hear about it.

Eight separate conference sessions will take place during each of the three days and associated workshops will be open to participants on the first two days. Full details are available on the SOGAT website.

A specialised trade exhibition will run concurrently on all days.

Dr Nick Coles of event organisers Dome Connexion said, “SOGAT has now established itself as the meeting place in the Middle East that focuses on the gas conditioning issues that need to be developed in order to sweeten the gas for industrial development and infrastructure usage ... enhancing the capabilities of delivering sweet gas in a cost-effective manner.” ■

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 KOGS 2014

Kuwait Oil and Gas Strategic Summit Date: 14th and 15th April Venue: Jumeirah Messilah Beach Hotel, Kuwait

Projects in the spotlight

at KOGS 2014 Where Kuwait and international oil and gas leaders meet” is how the organisers describe this year’s summit, the third in a successful series.

H

OSTED BY KUWAIT Petroleum and supported by its many subsidiaries, the third Kuwait Oil and Gas Strategic Summit (KOGS) is being put on at the Jumeirah Messilah Beach Hotel under the patronage of Oil Minister HE Dr Ali Al-Omair. The conference and workshops running on 14th and 15th April are once again being organised by CWC. With current oil revenues running well in excess of US$100bn annually and plans to increase the output of crude by 25 per cent within 15 years, Kuwait is a hotbed of exciting development plans and listed projects right now. Some of these are based on recent discoveries of major new fields in the west. A total of $24bn-worth of new contracts are expected to be signed within this calendar year, in addition to investment development projects in refineries overseas. For example, bids will be evaluated shortly for the domestic $16bn “clean fuels” construction scheme, and the $4.2bn tender for the opening phase of the Ratga heavy oil development scheme.

This year’s KOGS Conference Advisory Committee consists of senior representatives from the Kuwait Foundation

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for the Advancement of Science, Kuwait Energy, KUFPEC, PIC, KPI, KOC and the local subsidiaries of Shell and Total. Kuwait Petroleum Corporation (KPC) is acting as both hosts and key sponsors, along with representatives from the CWC Group.

The overall theme of the summit this year is 'Improving major projects – policies, partnerships and progress'. 'Delegate networking' is the theme of the subsidiary title which covers 'Building relationships, creating opportunities and fostering constructive dialogue'.

Key speakers at the main summit this year will include the CEOs of KUFPEC, KOC, KPC, Kuwait Energy and PIC, the president of KPI and the former chairman and MD of KOC. An interactive workshop will also be on offer, on

the afternoon of 15th April, under the general theme of 'Addressing the leadership challenges in the oil and gas sectors in Kuwait'. The workshop will cover the issues imposed by changing market conditions and the complexity of NOC/government relationships. n

The organisers CWC, who apart from this series of conferences have been successfully running the CWC School of Energy in the city state since 2007, said, “As Kuwait embarks on an exciting major stage of project development the third KOGS summit is your chance to gain the knowledge and contacts you need to take advantage of the new opportunities on offer …

This is an event not to be missed.”

Go to www.cwckuwait.com for further details.

Conference programme: Kuwait and the new energy scenario. Including coverage of the shale revolution and how to ensure energy security for Kuwait as a whole. The opening address will be by Nizar Al-Adsani, CEO of KPC.

14 April

Efficiency, technology transfer and performance. Featuring a review of international experience of cost reduction and the implementation of technology in general, including the development of heavy oil. Dr Adnan Shihab-Eldin of the KFAS will be included on the panel.

Managing stakeholder relations and aligning with Kuwait’s national interest. Based on Kuwait’s national development plan; will include lessons learned at many locations overseas. The chief executive of PIC, Asaad Ahmad Al-Saad will be speaking at this session.

Realising Kuwait’s international strategic objectives. Including a review of Kuwait’s many investments, both upstream and downstream, in other countries. KPI’s president Bakheet Al-Rashidi will be one of three speakers.

15 April

Implementing major projects through co-operation. Ensuring projects (including gas) progress on time, and within budget, including a review of new models of cooperation. Senior representatives of both Shell and Total will be speaking.

Forging strong partnerships between public and private sectors. Including opportunities for SMEs this will look at the role of NOCs in promoting the participation of the private sector. Sara Akbar of Kuwait Energy will address this final session.

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Your Platform to Learn About New Opportunities & Developments Produced By

Official Host Sponsor

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Down the b load www rochur .cwck e: uwa it.com

14-15 April 2014 | Jumeirah Messilah Beach Hotel | Kuwait

Join the Progressive Debate on Kuwait’s Exciting Energy Future and Project Implementation Hear from expert speakers including:

Nizar Al-Adsani Deputy Chairman & CEO KPC

Hashem S Hashem CEO KOC

Sara Akbar CEO Kuwait Energy

Sheikh Nawaf Saud Nasir Al-Sabah CEO KUFPEC

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S11 ORME 2 2014 - Techfocus 1_Layout 1 17/03/2014 17:50 Page 52

 Technology While many lessons have been learned during the past 100 years of rig operation, accidents still occur and formal health and safety training is as important as ever, writes Nicholas Newman.

Using effective HSE training to

mitigate risk D RILLING FOR OIl and gas, whether onshore or offshore, carries potential considerable risks ranging from small incidents like a pipeline leak to fires and massive explosions leading to loss of life.

This range of small to large incidents demonstrates that the industry must adopt a safety-first culture for both the physical rig structure to the people, the roustabouts who live and work on rig platforms.

According to the Baker Hughes Worldwide Rig Count, there were 1,325 rigs in operation outside Canada and North America in January 2014. Of these international rigs, 403 were in operation in the Middle East with over 90 located in Iraq and around 80 in Saudi Arabia. In North Africa, Baker Hughes recorded some 139 rigs in operation of which Algeria accounted for 48.

that was put in place. In January 2013, a US$40mn, 1,000-ton engineering structure, part of an offshore platform, belonging to Iran’s South Pars gas field, sank whilst being installed in the Gulf.

Luckily there were no reported injuries to staff but the incident delayed the expansion of the Iranian South Pars fields.

These and other incidents have encouraged health and safety authorities throughout the region to increase enforcement of existing regulations and working practices. Rig incidents have directly led to tightening up of regulations and improving working practices throughout the industry. Safety consciousness has increased whilst incremental improvements to the design of new rig structures, components and materials alongside software and personnel protective equipment have been made in recent years.

Fire prevention

Much has been learned yet accidents and even disasters continue to happen Rig accidents

Major oil rig accidents are thankfully relatively rare. However, lesser accidents, small fire incidents and explosions are more common and more numerous and have occurred on rigs around the world including the Middle East and North Africa. In the Middle East, as elsewhere, mishaps such as blowouts, platform sinking and helicopter crashes are the most common occurrence and operators and rig staff are trained to be prepared and ready to deal with these problems.

For instance, when Saudi Aramco’s rig, lying off the Gulf coast of al-Safaniya region - the site of the world's largest offshore oil field - sank during maintenance in December 2013, 24 rig workers were rescued with minor injuries.

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Stakeholders including operators, designers, regulators and unions are constantly looking at ways to prevent and ameliorate oil and gas platform hazards.

Much has been learned in the last century of rig operations yet accidents and even disasters continue to happen. For fire prevention and protection, designers of oil and gas platforms have to consider two distinct events: short fires and long fires and their distinct strategies and treatments.

Short fires are those that can be put out by staff in the vicinity using installed fire-fighting equipment. Long fires, are fires that take over an hour to put out and may exist for days or even months. A long fire contributed to the sinking of the Arabian Drilling Company’s Arabdrill 19 Jack-Up rig in the Khafji Field, Saudi Arabia in 2002. To prevent and combat long fires takes a combination of design, engineering and safety consultants working together, integrating the research of engineering safety consultants such as Nowatec or Scandpower, who make use of risk analysis modelling software, to determine the drivers behind fire hazards and analyse different safety design

Rig incidents have directly led to tightening up of regulations and improving working practices throughout the industry features. When Dr Jurek Czujko, CEO of Nowatec, was asked how things have changed in recent years. He said that, “The requirements for safety are twice as large.”

Rig design

Rig designers have two strategies for the prevention and control of fires: passive fire protection and active control and protection. The first strategy, passive fire protection (PFP) is defined, in the recently issued ISO standard (ISO, 1999), as 'a coating, cladding or free-standing system which, in the event of a fire, will provide thermal protection to restrict the rate at which heat is transmitted to the object or area being protected'. Such materials including firewalls, provided by 3M and Invicta Protection, are used to prevent escalation of the fire and to guide personnel along escape routes to the safety of high protection zones whilst awaiting evacuation and to protect

S11 ORME 2 2014 - Techfocus 1_Layout 1 17/03/2014 17:50 Page 53

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 Technology

essential safety items and critical components such as separators, risers and topside emergency shutdown valves.

Most commonly used today are the spray applied epoxy intumescent and subliming coatings, though cementitious materials, also known as bendable cement such as Portland cement, were widely used in the past. However, applying passive fire protection materials can be expensive, time consuming and add several tonnes of weight to rigs.

The second strategy, active control and ‘fire protection’, comprises several systems that start automatically when smoke or fire is detected. For example, 3M offers a variety of ESD (Electrostatic Discharge) and blow down mechanisms including water deluge and foam systems, monitors and inerting systems, as well as the humble fire extinguisher. The primary form of active fire protection for hydrocarbon processing areas is the fixed deluge of foam to control pool fires ,cool equipment (except that impinged by jet fires), limit the effects of fires (eg, radiation, smoke movement) and to facilitate emergency response and evacuation, escape and rescue (EER) activities.

Protective clothing

The protective clothing you see roustabouts wearing today is not just there to make them look good and fashionably dressed: it serves to protect employees from hazards such as heavy chains dropping on feet to chemical spillages touching skin. Manufacturers including, JCB, CAT and Drager provide a wide range of protective gear to protect workers from slipping on oil, protection for ears and eyes, specialist firefighting and chemical hazard clothing.

Danish risk consultancy company DNV, attributes 80 per cent of the industry’s accidents to human error including inadequate or lack of timely routine maintenance, poor monitoring of safety procedures and a corporate culture that discourages feedback on problems as well as management blindness. As one industry insider said recently, “many corporate executives, when they go on inspection tours of rigs, are so blinkered they fail to see the reality of the dangers, which are so apparent to everyone else on the rig.”

Demand for formal health and safety training has grown rapidly in the Middle East in recent years, according to Teresa Budworth, chief executive of health, safety and environmental examinations body NEBOSH (National Examination Board in Occupational Safety and Health).

On offer locally are numerous petrochemical related health and safety 54

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Demand for formal health and safety training has grown rapidly in the Middle East in recent years best practice staff training courses, available at various levels including introductory, intermediate and advanced, either in-house, distance learning or public courses. In addition, there are a growing number of health and safety consultancies in the region, including Consusinternational.com in Abu Dhabi which offers process safety, hazard identification and risk assessments services for oil and gas operators.

Danish company DNV attributes 80 per cent of the industry’s accidents to human error The Middle East accounts for nearly a quarter of the world’s rigs outside Canada and North America. It has attracted a growing number of health and safety oil rig related businesses to train the increasing number of local citizens, required by governments to be employed as roustabouts, in safety standards and processes including fire safety procedures as well as instilling a positive health and safety culture. As a result of industry demands, new industry training establishments have been set up in the UAE and Qatar to equip graduates with the latest in industrially recognised skills.

One such example is the Gulf Technical & Safety Training Centre based in Abu Dhabi,

which offers industry accredited fire prevention, safety and fire management courses to its students. This facility is the largest stand-alone training centre of its type in the Middle East. The centre, which opened in April 1993, has trained almost a million students in both NEBOSH and IOSH Technical and Safety Courses.

Distance learning providers

In addition, there are an increasing number of distance learning courses available for both new entrants and to those needing to regularly update their skills whilst working in the workplace.

Amongst the distance learning providers operating in the Middle Eastern market are RRC and SMTS Ltd, which offer NEBOSH-recognised courses.

The demand for health and safety services including training, risk assessment and other related services is likely to increase in the MENA region due to a variety of factors including improvements in enforcements and the upgrading of regulations. In addition, the demands imposed by an increase in new exploration and production activity, both in traditional production areas such as Iraq and in new hydrocarbon provinces such as the Eastern Mediterranean and Morocco, increase the need for health and safety training. Many of these new production areas are in increasingly remote locations requiring sophisticated inbuilt rig platform protective measures and personnel who can be more self-reliant in tackling accidents and incidents. ■

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 Technology Expro’s Cableless Telemetry System (CaTS) offers operators the insight they need to monitor and control new and existing wells.

Expro’s HawkEye camera

Advanced telemetry and camera

enable greater control A S THE LEADER in well flow management, Expro offers a complete package of well testing products and services, utilising some of the industry’s most reliable technologies to enhance the company’s capabilities in key exploration and appraisal markets.

Expro’s Cableless Telemetry System (CaTS) is a field-proven, battery powered, wireless data transmission system that offers operators immense advantages for the monitoring and control of both new and existing wells. The HawkEye camera plays a crucial part in the company’s integrated down-hole video and camera service offering. This features advanced imaging capability and information, to develop cost-effective remediation solutions for complex wellbore flow restrictions, obstacles and reservoir management.

Expro has developed both technologies in response to closely observed market demand for smart and advanced solutions that they are able to provide the industry.

Based on electromagnetic (EM) data transmission technology, the CaTS system transmits low-frequency EM signals from downhole to surface, or surface to downhole, using the well’s tubing or casing as the 56

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transmission medium. The system can be retrofitted into existing wells using either wireline or coil tubing, or alternatively, may be completion deployed.

CaTS wirelessly transmit high-quality pressure and temperature information from the reservoir to surface and are rapidly gaining industry acceptance as a cost-effective solution to many of the long-standing problems of acquiring downhole data. A real-time ‘data-todesk’ capability enables the reservoir engineer to manage the reservoir effectively and to optimise production. Having access to real-time data enables the early diagnosis of well production problems allowing remedial action to be taken promptly.

Advanced reservoir testing

Advanced reservoir testing (ART™) is a special

Critical decisions sometimes have to be taken based on very limited data sets

application of the CaTS technology that enables abandoned or suspended wells, zones or pilot holes to be cost effectively converted into long term monitoring assets. The high value data collected is used to reduce uncertainties in reservoir connectivity and to refine the field development plan.

Uncertainty regarding reservoir connectivity and compartmentalisation is one of the biggest risks that operators have to contend with during any hydrocarbon prospect and field development evaluation. One way to reduce this uncertainty is to maximise the time spent on appraising the prospect, however the high day rates for semi-submersible drilling units put pressure on minimising the time spent on well testing operations. The outcome of this is that critical decisions regarding future field development planning sometimes have to be taken based on very limited data sets.

Expro recognised early on that there was an opportunity to do something uniquely different.

Its CaTS wireless technology provides an opportunity to permanently abandon the well in accordance with accepted industry abandonment legislation, but with the capability to monitor the reservoir pressure postabandonment.

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ďƒ¨ Technology Expro’s Cableless Telemetry System (CaTS)

E&A wells

Exploration and Appraisal (E&A) wells are drilled primarily to collect data. Once an E&A well has been logged and a drill stem test (DST) has been performed, the well is generally permanently abandoned by the installation of bridge plugs filled with cement.

Well abandonment traditionally marks the point in time where there is no further return on investment on the large capital expenditure incurred in drilling the well; the point beyond where there is no further value generation. By exploiting the unique capabilities of the CaTS technology to continue to gather high value pressure and temperature information beyond final abandonment, ART changes this.

CaTS can be installed in an abandoned or suspended well, zone or pilot hole and the pressure and temperature information can be transmitted wirelessly to surface. This allows the well to be used as a high-value monitoring asset that can be used to observe interference effects resulting from production or injection events in the adjacent field area, providing data that is very valuable in reducing uncertainties about reservoir connectivity.

CaTS can also be applied in those situations where a long term pressure build-up (PBU) may be required to characterise the reservoir; continuing to accurately monitor the PBU for months or even years after the rig has departed the location. The CaTS ART concept sees pressure and temperature data from the CaTS gauge positioned adjacent to the abandoned reservoir being transmitted wirelessly to a seabed receiver, where it is stored locally. The data is subsequently uploaded from the seabed receiver to a vessel passing overhead using through-seawater communications.

ART cost effectively delivers high value data, which serves to reduce uncertainty surrounding reservoir connectivity and boundaries - something which would not have been possible previously without incurring expensive rig time. CaTS lends itself naturally to this abandoned well monitoring application for several reasons:

6 There is no requirement for a tubing string to be installed in the well, meaning that it can be permanently abandoned with no requirement to re-enter the well to recover the tubing and perform a final abandonment.

6 CaTS signal transmission is not affected by cement plugs, bridge plugs or by cemented pipe.

6 CaTS can be installed into the well cost effectively using conventional wireline or coiled tubing equipment and procedures.

6 By avoiding the use of any in-well cabling in the abandonment process, the integrity of the well abandonment is not compromised.

Following the first successful installation in an

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abandoned Clair Ridge appraisal well in 2006, the CaTS technology is now being widely applied for the long term post-abandonment monitoring in some of the world’s major deep water provinces. Successful deployment of CaTS in Algeria for interference test has gained popularity and increased demand for this application. In the Middle East the CaTS system was installed on an old well to transmit pressure and temperature data. In another location it was effectively established to provide real time surface read outs to determine the distance of the reservoir pressure from the dew point. These applications of CaTS have been well received in the region.

HawkEye V

Expro launched the proto-type HawkEye V camera in 2013, in response to market

The software upgrade enables direct operation of the camera through digital commands demands for high quality down-hole camera technology, providing high quality images despite challenging well conditions.

HawkEye III and IV, the predecessor models of HawkEye V, whilst effective at the time of design, required upgrading to reflect advancements in technology - combined with more challenging well environments. This included temperature ratings, light head design, microprocessors power, tool rating and software technology advancements.

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 Technology

The HawkEye V camera consists of a new modular backbone system including e-line, memory, fibre optic and acoustic capability.

This allows a truly flexible tool configuration, which will meet the conditions of any wellbore situation.

The increased working temperature and pressure ratings - 300F and 15Ksi respectively - allow the camera to be used in higherpressure wells than previously possible (100F).

The light head design incorporates a down and side view, with LED light ring, ensuring a more robust design with increased visibility downhole.

The value of reservoir data that leads to better decision making is substantial The LED lighting enables enhanced video and picture quality, which is a step-change from existing cameras currently on the market and a unique selling point for HawkEye V. HawkEye V is designed with a much higher quality 480x480 JPEG video, at 2.5-7.5 frames per second, available in colour or black and white. This represents a key advancement in the quality and speed of imaging, moving on from the previous specification of 240x240 and only one frame per second.

The new software upgrade provides direct communication and operation of the camera through digital commands, allowing a much higher degree of functionality with the tool.

This includes bi-directional side-view rotation with scan-in capability, in single degree increments – precise and user friendly, when compared to the previous models.

The HawkEye V camera is a significant advancement in Expro’s cased-hole technology, which allows the company to provide clients with a cost-effective way of identifying downhole problems in real time. The HawkEye

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V is not the final step in this particular camera’s evolution. Expro is planning a second phase of development, which incorporates four key components:

6 6 6 6

10GB slickline memory configuration.

E-line on demand HD video capture.

Post-processing studio surface software.

E-line high dynamic range (HDR) imaging.

The second stage will ensure development of the memory module option, as well as upgrades to the e-line camera unit. HawkEye V will be configured for slickline battery powered memory operations, for up to 10 hours use, incorporating 50 discrete imaging events.

The HD video capture will focus on specific regions of interest, using HawkEye V telemetry. This includes designing the new camera to produce video up to 720x480 JPEG quality, using 1GB of on-board memory and the potential of up to 15 frames per second.

This new focus on technology will also allow the user to select between JPEG quality, of Q20 or Q-90, depending on the level of detail required. By adjusting these settings, it provides the end user with the ability to increase transmission rates, depending on the level of detail or time-scales required.

The addition of JPEG frames and creation of MJPG movies will be provided, which includes the capacity to adjust size, brightness, contrast and annotation edition. This is possible whilst running the HawkEye V - which many eline functions are not capable of - and ensures multi-tasking to reduce time and waiting costs.

The HDR snap shot function, combined with post-production studio, generates evenly distributed high quality imaging. This will produce the down-hole industry’s only HDR imaging functionality, with full resolution HDR images created in less than five minutes.

In the Middle East and North Africa, HawkEye V applications that range from the simple view of fish or mechanical damages up to advanced applications in corrosion monitoring and production profile understating have been successfully installed.

The big benefits

A major advantage offered by CaTS is that the signal transmission is not affected by cemented pipe, cement plugs or bridge plugs, meaning that the well can be permanently abandoned on conclusion of the DST, but data gathering can continue.

The ability to monitor the reservoir pressure beyond final well abandonment adds a lot of value to the well. Whether for long term buildups to look for boundary effects or to observe for inter-well connectivity, the data leads to better-informed decisions being taken.

The absence of cables or a temporary tubing string in the well means no compromise to the integrity of the abandonment.

Importantly this removes the requirement for a high cost semi-sub well intervention at some stage in the future to recover the in-well monitoring equipment and permanently abandon the well.

The value of reservoir data that leads to better decision making regarding recovery factors and field development plans is substantial – and CaTS ART can provide this data in a cost-effective and convenient way.

HawkEye V, when combined with Expro’s award-winning video and caliper services, can positively identify problems in the wellbore, reduce downtime and cost, and enhance production. The new technology advancements reflected in HawkEye V enables it to deliver higher temperature and pressure in a smaller 1 11/16” OD package. This allows Expro to service deeper wells and more critical wellbore environments for which an increasing demand has been observed through the company’s clients.

Expro has been and will continue to invest in technology and innovation to ensure that the company maintains its presence as a leading service provider, particularly through products like CaTS and HawkEye V. This includes working with its existing partners to develop the company’s offering, whilst identifying opportunities in new emerging markets. ■

www.exprogroup.com

S13 ORME 2 2014 - Corrosion Feature 01_Layout 1 17/03/2014 17:55 Page 61

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ďƒ¨ Corrosion With corrosion an ever-present threat to assets both onshore and offshore, operators must proactively take corrosion prevention measures to ensure long-term integrity.

Using micelle detection to

manage corrosion P IPELINE CORROSION MANAGEMENT has attracted everincreasing attention over the past couple of decades due to a number of high-profile pipeline failures. Corrosion is a costly business, and pipelines are increasingly subjected to corrosion stresses caused by transporting multiple products, empty periods during product changeover and below capacity flow. Risk assessment strategies and pipeline integrity management programmes, therefore, have gained greater importance.

The management of internal corrosion typically involves monitoring a number of properties of a system using, for example, coupon testing, residual inhibitor monitoring, corrosion rate probes and intelligent pigs. These options are often combined to minimise the risk of integrity failure due to corrosion. Treatment of fluids to eliminate moisture, carbon dioxide, hydrogen sulphide, oxygen and solids levels in transported materials can also be implemented as part of an effective mitigation process. Other elements of importance in corrosion management strategies include the use of special coatings, cathodic protection systems and chemical inhibitors. The combination of these preventative methods, along with monitoring and inspection regimes (for example the use of inline inspection tools, hydrostatic testing, direct assessment), corrosion monitoring techniques (for example probes and coupon testing), risk assessments and active maintenance programmes comprise an integrated integrity management system.

Protective barrier

One important component of corrosion management is the use of corrosion inhibitors, which form a protective barrier on the vulnerable surfaces and protect the infrastructure from corrosive attack. Organic film-forming corrosion inhibitors, the type of inhibitor commonly used in the upstream oil and gas industry, do not associate permanently. Rather, inhibitor stock in the bulk fluid must be present to maintain film integrity.

Corrosion inhibitors are complex and variable, as are the

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Corrosion inhibitors are complex and variable, as are the systems in which they function

systems in which they function. It is therefore important to optimise the dosage based upon field measurements rather than simulations. Chemical dosage may be determined by laboratory testing, yet conditions in the field can differ significantly from those that can be set up in the laboratory, for example with regard to pressure, temperature and the complex mix of treatment chemicals, solids, oil and water.

Traditionally, field optimisation has been very difficult to achieve due to the difficulties in making field measurements. Field residual

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analysis is difficult to accurately conduct in a useful timeframe and the results are difficult to relate to function. Corrosion rate measurements are an excellent way of determining the functional dose relationship but the localised nature and relatively slow response can make such optimisation studies impractical.

Furthermore, when systems change – for example, with changing water cut, or wells being brought on or taken offline – dosage may need to be modified to remain optimal. A technology that determines optimum dose onsite would lead to improved integrity management, potential chemical savings and potential benefits as regards oil in water separation, given the surfactant nature of the inhibitors.

The science

The presence of micelles, microscopic groups of corrosion inhibitor molecules, is an indicator for the effectiveness of the dose of corrosion inhibitor. These micelles form when the dose of corrosion inhibitor reaches the “critical micelle concentration” (CMC).

Reports have demonstrated a link between the CMC of surfactant type corrosion inhibitors and the inhibitory effect. Below the CMC, the film consists of a non-continuous surface, which can be penetrated and allow corrosion to occur.

Above the CMC, the film is denser and multi-layers can form. There is a significant drop in increasing inhibitor performance at concentrations above the CMC, and so in most circumstances it can be thought of as the optimal dose of corrosion inhibitor.

To help in the fight against pipeline and process equipment corrosion, LUX Assure, a UK-based chemical monitoring specialist for the oil and gas industry, has developed CoMic™. The corrosion inhibitor micelle detection technology can be used in the field to generate rapid information. The technology represents a new front in the fight against pipeline and process equipment corrosion with the potential to save millions spent on chemicals annually whilst mitigating risk.

CoMic™ has been deployed at UK assets and further afield in order to improve corrosion management. n Issue 2 2014

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ďƒ¨ Interview

The future of complete

process management Emerson Process Management is a leading global supplier of process automation technologies and services. The company's vice president for the oil and gas industry, Larry Irving, spoke to Oil Review at the recent ADIPEC about how the future of the industry, both within the region and beyond, may lie in far more holistic automation solutions and remote, virtual operations management.

How has ADIPEC been for you?

The show has been exciting. It's clear as I talk to the customers that the theme of easy oil is over and they're looking for solutions to help them and this means being able to automate their processes.

They're in many cases using manual operations, trying to work on fields that have been producing for 30 years and they've got to do some things differently.

Are people coming to you for solutions or is it more that you're trying to educate people in what you can offer?

In addition to what we're doing at ADIPEC, we have campaigns trying to drive that awareness and bring people in so that we have an opportunity to showcase the consultant capability and expertise in our solutions that can help them. I think it's an opportunity in the Middle East to bring some of the expertise that Emerson has implemented around the world to the Middle East. I think this is the right time.

We have specific expertise that can help you ensure your flow of oil for the next generation. This will be a challenge for the Middle East.

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Emerson Process Management’s vice president for the oil and gas industry, Larry Irving

What we've done in the US has a lot of applicability in the Middle East but there will be some differences

Are Emerson's solutions from other territories fully transferable to the region or do you have to tailor them due to the different geology?

You have basic automation principles but as you go through the various stages of reservoir maturity we have different techniques that you need to apply. From freeflow, which the Middle East has been in for a very long period, all the way through to some form of enhanced recovery, there are different techniques

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ďƒ¨ Interview

and applications of automation that need to occur.

Different geologies also present different challenges. What I heard at the show this week was that Algeria is looking at exploiting their shale reserves.

Looking at Saudi Arabia, they're beginning to prove out their reserves to see if it's technically and economically viable to produce natural gas from their shale reserves to offset the petroleum that they use to create electricity.

What we've done in the United States has a lot of applicability in the Middle East but there will be some differences. The majority of the technology is pretty transferable but it might have to be customised.

Emerson continues to add local capability, both in the form of people and services The integrated operations centre seems to be the main focus of your presentations at ADIPEC this year. Can you give us a quick overview?

Integrated operations is really a new way of working. It's a way of trying to get all of the different functions that make up the operations side of a business to work together. To bring together the types of data in the form of usable information so that you have the multiple functions of the different groups within an organisation that all need to work closely together to make more timely and ultimately better decisions.

What we're trying to depict here is that with integrated operations enabled with Emerson technology, we give the dial of more or less oil to the business decision makers of the company. We're trying to show that what Emerson provides you is really an enabler for you to make more money, not just 'this device is better than that device'.

Have you launched any new products or services at ADIPEC? Yes. One particular technology that is very prevalent both now and will be in the future in the Middle East is gas-lift optimisation. Emerson has built a gas-lift optimiser that looks at all of the constraints, that's able to manage the choke settings of each individual well on an unequal ratio, that looks at the overall amount of natural gas available and

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distributes the gas appropriately and is constantly testing for different optimisation levels in real-time. This is a closed control loop and is one of the first ever in the world.

When you think about what's been done in the whole world of the digital oilfield I think today, frankly, the availability and movement of information has been done. The actual generation of all of the processing information that you need in the field is dead easy. The marketplace has been providing that for a period of time.

The real frontier is being able to do something on an entire asset basis that is real-time. Not an offline model, not an algorithm in the head of the gentleman that's been out working in the field for 30 years. We want to be able to take that type of logic that is offline and be able to put it online in real-time.

What particular challenges do you believe the region will face during the next 10 years and how do you see Emerson helping people overcome them?

I think there are a number of things. If you take a look at some of the things that are happening in the Middle East, it's obvious that the fields we've always relied on are ageing so new techniques will be required.

We can't just open the choke any more.

That was a manual process and you could pretty easily drill, set your choke, open it, close it and stand back and watch oil and money flow. Those days are over. So it's going to be a whole new world of instrumentation and data that's being sent to the few, not the many. That's the next challenge that we have and a constraint; we don't have as many experienced people, around the globe or in the Middle East, to be able to help with this next level of optimisation.

Is that indicative of a greater skills shortage within the region?

Historically you haven't had that level of expertise necessary to actually understand the logic that's associated with any form of artificial lift or enhanced oil recovery or tertiary type of recoveries.

As a result there aren't many people with this skillset, but in general the oil industry is suffering from not having enough experienced people.

So what do we do? That's one of the premises around why we need an intelligent field. How do we take the very few experts and empower them with the ability to impact their knowledge over multiple assets? Moving the information to the few as well as automating some of the lower level control opportunities to take the logic that they've built in their head for

30 years and put it into the automation.

This will allow the automation to make those decisions and only serve up the exceptions to the few experts, decoupling that expertise from the physical location.

That is the real power that I see coming in the future, being a virtual operations company and able to run those facilities more efficiently and repeatably.

Technically, we have the capability now.

The real challenge is going to be in workflow processes. The people themselves need to be culturally ready within an organisation to be able to make the change along with the technology. The rather conservative nature of the oil and gas industry and having to change the inertia of how we work will also be a huge challenge and is not to be underestimated.

Is there anything you would like to add?

Emerson continues to add a lot more local capability, both in the form of people but, as importantly, in the form of services to help customers with some of the remote monitoring services that they need as well as asset health and reliability. I think that's a huge area and Emerson will be a leader in reliability, to be able to keep the oil flowing.

I saw a presentation this week in the forums at ADIPEC and industry leaders talked about the uptime and reliability in the oil and gas industry standing at roughly 85 per cent. And that's pretty disappointing compared to other industries. Compared to the airline industry, we'd never fly anywhere and we'd fall out of the sky if we use the oil and gas performance! So I think you'll see a lot more from Emerson in the area of reliability and service capability.

I think the world of moving natural gas is going to be quite interesting, production as well as movement. The entire value chain following natural gas as it begins to develop its infrastructure within the whole region is something Emerson will be very focused on. You'll find Emerson continuing to make both new product developments available for this market space, as well as continue acquisitions to be able to position ourselves to be of greater help for the customers.

Emerson is a world class leader regarding what happens in the field, being able to measure and to monitor and control, to analyse. But what do we do with that? We don't want to just hand volumes of data to the customer. We like to be able to organise the information and turn it into a much larger, more meaningful control opportunity so that they can in turn create additional revenue for their asset.

That's where the real power is and I think Emerson is positioning itself at a higher level in the decision process. n

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 Interview Lloyd’s Register Energy area manager Nick Nooren gives Oil Review an insight into the challenges facing the oil and gas industry and the risk management company’s modernisation plans

The changing world of oil and gas

risk management “W

E RECOGNISE THAT if we want to be in existence for another 250 years then we need to change,” said Nick Nooren, area manager for the Middle East and Africa for the energy branch of Lloyd’s Register, a company that started life in London’s shipping yards in the eighteenth century.

In the centuries since then Lloyd’s Register has become a global provider of safety and risk management to companies operating high-risk, capital-intensive assets across the energy, marine and transportation industries. Its energy division, Lloyd’s Register Energy, has more than 3000 employees and works in 50 countries worldwide, supplying services to upstream, downstream, nuclear, renewable and thermal power sectors for approximately 100 years.

“We are one of the most regarded risk management companies in our industry,” claimed Nooren. “Clients regard us as being truly independent and experts in the subject that we cover.”

According to the most recent BP Energy Outlook 2035, released in January 2014, the global energy consumption is expected to rise by 41 per cent from 2012 to 2035.

While 95 per cent of that increase is predicted to come from emerging economies, energy demand in economies such as North America, Europe and Asia is set to grow quite slowly. So what does this mean for the energy industry in the Middle East?

“The expectation on energy demand in the next two or three decades is phenomenal. A lot of clients stalled their investments in the last few years because of issues with financing and due to uncertainty around the Arab Spring so companies will need to start investing again,” said Nooren.

“The time of easy oil is over and, especially in the Middle East, the assetbase is declining so companies in the region will need to start accelerating their new developments in order to keep up with the production and demand.”

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the Middle East for resources, there is a greater urgency for upstream companies to develop new innovative technologies and to tap into unconventional energy reserves, such as shale gas.

And where there are companies adopting new, unfamiliar technologies, there are greater business opportunities for risk management companies such as Lloyd’s Register Energy.

Looking specifically at shale gas as an example, despite being successfully exploited in North America, the considerable amounts of water needed for exploration means it is an even more difficult resource to harness in and around the Gulf.

As well as updating technology, another challenge for the Middle Eastern energy industry to overcome if it is to boost productivity and feed the growing demand is retaining staff and maximising on its regional employee talent.

“A lot of our clients are very good at managing their assets, which are generally their equipment and their procedures. But a lot of the times clients forget that their

The expectation on energy demand in the next two or three decades is phenomenal As Nooren explained, “Technology needs to develop itself further before shale gas could become a big opportunity for the Middle East.”

When working with a client Lloyd’s Register Energy is involved from the outset – at the concept and design stage - through to when an asset is decommissioned. It has methods for ensuring a client fully understands the risks assessment process, from routine inspection through to a range of consultancy-type services. Its training programme, Asset Integrity Management Training, teaches clients about the procurement, finance, operations and maintenance side of their assets.

Additionally Lloyd’s Register Energy boasts comprehensive software solutions that allow a client to set up its own risk profile, recognise the current risks as well as future potential risks to its assets by running ‘what if’ scenarios.

Qatar Petroleum has utilised these software solutions since 2005.

Lloyd Register Energy area manager for Middle East and Africa Nick Nooren

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most critical asset is actually their people,” explained Nooren.

“There is a high-level of dependency on expat labour force and expat knowledge so the biggest challenge going forward is that while the government wants to create jobs for its own people, they also need to see how they can develop and train them and help them in retaining knowledge.”

According to Lloyd’s Register, relying heavily on expatriate employees can in some cases encourage a high staff turnover, which means knowledge is not retained within the company and in turn the business might be discouraged from investing substantially in training as its priority. This has a knock on effect to the smooth running of operations as a lack of effective training could impact how employees manage potential hazards, which can have an effect on productivity and result in costly downtime.

Nooren commented, “A company needs to continuously improve and a very important part of that is learning from past experiences and learning from our peer group in an industry.”

He added, “A lot of instances that have happened in the past occur because of decisions that have not been thought through sufficiently and therefore have led to near misses or process safety incidents.”

The integrity of an asset, according to Nooren, comes down to the success and skills of the people ultimately operating that asset. The human factor is a constant challenge for both a production company and the risk management company working alongside it, and is something that optimising training can help improve.

“A lot of companies do not always give enough attention to checking how good the interface is between their employees and the operating systems used in the business,” explained Nooren. “A person

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might not understand the procedure because they were not given the right level of training or even because of constraints over time and availability. You would lose the opportunity to do the right thing and would reduce the integrity of those assets.”

Just having an office and few people doesn’t make you a credible service supplier in a country Despite the evident challenges, Lloyd’s Register Energy seems determined to expand its business in the Middle East and take advantage of the opportunities in the region. As a company with more than two centuries of history it appreciates the need to constantly update its approach in order to stay on top of the competition.

With the intention of building a closer relationship with its clients and despite already having established offices in most countries, the risk management company has, in recent years, invested in ensuring there are more staff available locally in order to serve their customers more efficiently and directly on a daily basis.

“Just having an office and a few people doesn’t make you a credible service supplier in a country so we continue to expand our base of people to be able to offer all the portfolio of services we can offer,” said Nooren.

“It means they [the Lloyd’s Register employees] are just a drive away rather than a phone call or a flight away and that makes a huge difference.”

Recent acquisitions include the Houston-based West Engineering Services

in 2012 and a significant investment was made in the global services company Senergy, which it announced in September last year. However Nooren explains that acquisitions are not the only key focus of its business plans for the Middle East.

“We’re looking more at how we can establish organic growth and that organic growth comes from attracting talent and having that talent based locally – truly local talent being brought on board to be developed further.”

In order to encourage and tap into the region’s talent potential, Lloyd’s Register Energy is looking to invest further into graduate training, following on from the success of similar programmes else where in the world.

“We’ve always given support to universities globally, but we were mostly centred on the UK, and now we really have a much more global strategic range of training programmes. We’re trying to set up one with a university in Oman, Saudi Arabia, Abu Dhabi, and we’re even looking at South Africa. We’re looking at various locations where we can really help and develop local talents and bring them into the organisation,” claimed Nooren.

For all its history Lloyd’s Register Energy is obviously determined not to be seen as old fashioned and ensure it is constantly updating in order to be just as modern and innovative, if not more so, than any of its potential competitors.

Nooren concluded, “We have put a lot of effort in trying to become closer to our clients so I think we’re now well placed to give them a high quality service and be a truly independent and transparent partner for managing risk and understanding how risk could be managed better when clients want the aim of higher profitability and increased efficiency around the use of high risk assets. Safety really does drive the best performing companies.” ■

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Innovations 

Ensuring timely measures for fortifying existing pipelines JASSIM ALHOR, LEAD specialist engineer (EES) - technical services at Qatar Petroleum will present at the 4th Annual Global Pipeline Integrity Summit.

At the event, which will be held from 19-21 May 2014 at Le Royal Méridien Abu Dhabi, Alhor will give a presentation focusing on identifying the steel types in pipelines and how this aids in the integrity assessment of pipes.

The presentation, entitled ‘Evaluation of steel mechanical properties using automated ball indentation system’, will give insights to delegates in assessing strain and stress on existing structures.

With 70 per cent of oil transported through pipelines, it is important to ensure the safety and integrity of pipelines.

With increasing energy demand in the MENA region, the focus for companies has now shifted to fortifying the existing lines along with laying new pipelines, event organisers Fleming Gulf said.

Assessment of the structure and material of these pipelines is vital for avoiding breakdowns, it added.

The summit will be featuring two pre-conference workshops on working practices to ensure longevity of subsea assets and life extension through optimised pipeline commissioning.

Meanwhile, the conference will feature panel discussions on proactive operational analysis: pipeline capacity utilisation; addressing vandalism and third-party threats through better security technology and best practices; monitor and maintaining pipeline integrity; and replacing ESDV valve in-line without shutdown.

Speakers at the summit will be representing organisations such as Petroleb, ADCO, Petronas and RasGas. The summit is being supported by The Pigging Products and Services Association (PPSA).

Fugro to upgrade electric ROV simulators FUGRO IS LAUNCHING an upgrade to its Electric ROV pilot training simulators. Most observation-class ROVs and many light work-class ROVs are electrical-based systems. With the introduction of a new electric ROV control pod and suite of electric ROV specific components, Fugro’s DeepWorks simulation software now models all electric sub-systems with greater accuracy and enables failure cases to be simulated on individual sensors and circuits.

This enables not just a wider range of training scenarios to be conceived, but also enables new vehicle configurations to be assembled in a way that reflects their true circuit diagrams for more transparent testing and validation in the simulator before the vehicle enters service.

A new overlay designer has been added to the ROV simulator’s runtime tools. This allows both scenario builders and training supervisors to quickly configure and manage overlays. The overlay designer displays navigation and sensor information in exactly the same way as the real vehicle system. Crucial instrumentation data such as heading, pitch and roll as well as camera tilt angle reaches the overlay through the control pod.

Other simulation enhancements include a new garage system as used by the Saab Seaeye observation class vehicles in Fugro’s fleet.

This new tethering system allows vehicle specific docking and undocking training. A new cathodic protection (CP) measurement probe has been added. This contactless, half-cell probe provides real time CP measurement of both subsea pipelines and structures and can be deployed by either ROVs or divers. A virtual CP field is detected by the CP probe and continuously displayed via the overlay and recorded within the simulation data for post mission analysis.

There are now additional controlled failure modes. Improved feedback to the console includes water detection, ground detect and line impedance monitor (LIM) faults on circuits and sensors.

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 Innovations

Dialight launches 21,000 lumen SafeSite LED high bay DIALIGHT, A GLOBAL leader in LED lighting technology, has unveiled the firstever ATEX/IECEx Zone 1 certified 21,000 lumen SafeSite® LED high bay to come with a 10-year full performance warranty.

The high output LED high bay offers superior illumination and efficiency for oil, gas, chemical, petrochemical, pharmaceutical and other hazardous area rated applications.

Now offering a broad portfolio of LED hazardous area certified fixtures, Dialight is an industry leader in output, energy efficiency and lifetime performance. Unlike other similar fixtures, the entire SafeSite fixture, including the power supply, is covered by a 10-year full performance warranty. This provides the consumer with a decade of zero maintenance, peace of mind and lower total cost of ownership.

The 21K lumen high bay includes an integrated power supply with 10kV surge protection, specifically designed for the fixture and hazardous area applications.

With a weight of 13.6 kg and 35 cm in height, the easy to install high bay can be mounted at 11 metres and above the factory floor while producing efficient lighting.

Engineered with Dialight’s exclusive reflector-based optics, the high bay is dark sky compliant for exterior hazardous areas and provides a crisp, clear white light precisely where it is needed to improve colour rendering for superior visibility and safety.

As the latest addition to Dialight’s world-class LED product portfolio, the new 21K lumen SafeSite high bay is L70 lifetime rated for more than 100,000 hours and operates in temperatures ranging from -40C to 65C.

Visit www.dialight.com or contact sales-europe@dialight.com

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Timberland PRO® offers the ultimate in support AS A LEADING competitor in the industrial footwear sector, Timberland PRO® creates quality products which it says boast the ultimate in technology and innovation.

Each design offers the protection, durability, comfort, and safety features consumers have grown to expect from the brand.

The Timberland PRO® Boomtown Wellington work boot is made specifically for the oil and gas industry. Designed to provide the ultimate in support, this work boot features Timberland PRO® exclusive Anti-Fatigue Technology which is integrated into the midsole, helping to reduce shock and return energy back to the foot for all-day standing comfort.

An aggressive tread design and oil resistant sole* provide traction and durability. The lightweight design also offers an apparently unique ‘finger-grip’

pull-on feature for ease of entry. The work boot is also completely unlined, providing maximum breathability and air-flow.

Additional features of the boot include: 6 Premium waterproof and Ever-Guard™ leathers provide extreme abrasion-resistance and durability.

6 Ergonomic safety toe shaped on TiTAN® last for protection and a superior fit.

6 Goodyear Welt Cast-Bond™ construction for a durable mechanical and adhesive bond.

6 Contoured single density open-cell polyurethane footbed with Agion® antimicrobial cover for breathable comfort and odor control.

*Oil resistant sole tested for volume swell using EN345 TMP ASTM fuel A 7 Diesel ISO 1817 liquid F for 22 hours and ASTM IRM903 & fuel B for 46 hours.

Non-cracking Duraband NC hardbanding ideal for harsh drilling environments NON-CRACKING DURABAND NC, developed

by Hardbanding Solutions, a business unit of Postle Industries, is the first product to offer 100 per cent crack-free protection for harsh drilling environments, the company claimed.

Duraband NC also offers superior wear resistance and longer downhole life to reduce drilling costs, Hardbanding Solutions said.

Drilling high pressure, high temperature (HPHT), sour gas, highly deviated and geothermal wells can be hard on hardbanding and drill pipe tool joints. The casing can also show excessive wear in these types of harsh drilling environments.

When ordinary hardbanding products are used, which contain cracks, the result is often spalling and chipping caused by unwanted materials getting into and under the crack. This may require premature removal of the drill pipe for repair and reapplication of the hardband, adding cost to the drilling operation, the company said.

According to Hardbanding Solutions, the Duraband NC microstructure consists of a hard, but tough, tool steel matrix with a high Duraband NC offers crack-free protection for volume of tightly packed micro-constituents. harsh drilling environments This combination ensures excellent wear resistance in open hole drilling, as well as being casing friendly. In addition, the product can be applied directly over itself without removal or special preparation, the company explained.

Duraband NC can also be applied over most competitive hardband products without removal, substantially reducing re-application cost, it added.

With other hardbanding products, the cost of re-application can be three or four times higher since they have to be removed before re-application, Hardbanding Solutions claimed.

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secure plan(t)

Proactive Protection for your Process Control Systems.

Honeywell offers a systemic approach to help mitigate the risks of the evolving cyber threat landscape. Industrial IT Solutions is a complete portfolio of services and tools that employ best practices in process control and cyber security. Honeywell global experts help users develop a security scheme to preserve key assets and ensure data availability, integrity and confidentiality. Honeywell’s Industrial IT solutions deliver a more predictable and secure environment – regardless of control system vendor or location.

Securing a reliable, productive operation.

For more information go to becybersecure.com Or visit our blog at insecurity.honeywellprocess.com Also, follow us @insecculture ©2014 Honeywell International, Inc. All right reserved.

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 Innovations

Eaton shows latest products at customer open days

Salma Ali Saif Saeed Bin Hareb, Economic Zones World chief executive officer, opening Eaton’s Middle East Technology Days

EATON PRESENTED THE latest in its power management solutions at the first of its Middle East Technology Days in Dubai in February after opening a new headquarters in the same city last year.

Attended by more than 600 customers and company partners, the two-day event showcased Eaton’s latest products and innovations, which covered seven industry segments: oil and gas, construction, aerospace, data centre and IT, utilities, solar as well as vehicles.

Eaton general manager of the Middle East, Frank Ackland, said, "My vision is to establish Eaton as one of the premier power management companies in the Middle East and this Technology Days will be a key step in the journey towards realising this goal and achieving our Middle East revenue target of US$800mn by 2015."

Salma Ali Saif Saeed Bin Hareb, Economic Zones World chief executive officer, officially opened the Dubai Technology Days, which included 18 technical seminars and private sessions taken by Eaton’s leading experts as well as an exhibition of the company’s key power management solutions.

Eaton vice chairman and chief operating officer Thomas S Gross said, "I am tremendously excited about the opportunities that lie ahead in this dynamic and fast-growing market."

Having worked in the Middle East for four decades, the power management company unveiled its new regional headquarters in Dubai’s Jebel Ali Free Zone in November last year.

"The recent opening our new regional headquarters and manufacturing hub will be a platform to help supercharge our growth moving forward," added Gross.

Raccortubi subsidiary pushes Middle East business THE NEWLY-ESTABLISHED piping provider Raccortubi Middle East FZE is pushing forward and building on its business in the region following its debut at the Abu Dhabi International Petroleum Exhibition and Conference (ADIPEC) in November 2013.

The Italy-based Raccortubi Group launched the Middle East subsidiary last year in order to be closer to its customers in the region and respond more efficiently to their demands for pipes, tubing, fittings, and flanges in special materials for the oil and gas industry.

Raccortubi Middle East FZE managing director Sunzeev Swami said, “We are pleased with the progress that we are making. Of course, we are still a fairly new company in the region, but we have received a very positive response to our establishment.”

The company is now fully operational and can offer its clients around the Gulf a full range of piping materials in stainless steel duplex and superduplex, superaustenitics, and nickel alloys.

According to the company, since its launch at ADIPEC last year it has extended its business opportunities in the UAE and established a number of key relationships which will extend its reach in the region.

Swami adds, “Thanks to our integrated manufacturer we are able to provide ex-stock materials in accordance with specifications which already adhere to the most stringent market demands.”

Lamprell launch NDC jackup rig OIL AND GAS construction and engineering group Lamprell has started the delivery process of its third complete jackup drilling rig ‘Qarnin’ to Abu Dhabi’s National Drilling Company (NDC), which was launched at the end of February.

Completed on time and to budget, the Super 116E jackup drilling unit was unveiled at a ceremony at Lamprell’s Hamriyah facility in Sharjah, UAE on 13 February.

Lamprell CEO Jim Moffat said, “The delivery of this latest rig is testament to Lamprell’s excellent capabilities in project execution in the field of new build jackup rigs.”

‘Qarnin’ is the third of six identical rigs that Lamprell is contracted to produce for the Abu Dhabi company.

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The rig ‘Muhaiyimat’ was delivered to NDC in December 2012 and prior to that ‘Makasib’ was delivered in July of the same year. The remaining three structures are on schedule to be delivered in 2014/15.

NDC CEO Abdalla Saeed Al Suwaidi claimed, “A modern rig fleet is essential to sustainable success and NDC launched this major Offshore Rigs Acquisition Project to guarantee the highest levels of reliability and ensure complete readiness to meet our clients’ present and future needs.”

He added, “NDC’s commitment to creating steady growth, advancing operational excellence and establishing the highest levels of safety and efficiency have enabled it to become the reliable Abu Dhabi based drilling services provider that it is today.”

Lamprell CEO Jim Moffat, ADMA-OPCO CEO Ali Al-Jarwan, and NDC CEO Abdalla Saeed Al Suwaidi at the ‘Qarnin’ rig inauguration The construction of ‘Qarnin’ marks the delivery of Lamprell’s 20th new build jackup rigs and its eighth Super 116E jackup drilling unit over the last six years.

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 Innovations

ARGAS takes over Middle East after TAQA-CGG deal AFTER ALMOST 50 years of partnership, the industrialisation and energy services companies TAQA and CGG have signed another agreement that will see one of their joint venture Ardiseis become fully incorporated into their Saudi-based business Arabian Geophysical and Surveying Company (ARGAS).

By signing the new Framework Agreement the two companies are combining both of their joint-venture companies in order to create a single larger, more power ARGAS, which will be 51 per cent owned by TAQA, while the Officials from TAQA, ARGAS, and CGG remaining 49 per cent will belong to CGG. announced the deal at the Geosciences Speaking at the recent Middle East Geosciences Conference and Exhibition (GEO Conference and Exhibition 2014), Saad Al Akeel, CEO of ARGAS, said, “Each entity has its strengths and by combining [the two companies] we are able to serve our customers in the whole region much better.”

He added, “The combinations of ARGAS and Ardiseis will provide the new ARGAS Group with a leadership position on the high-end land and seabed data acquisition markets across the Middle East.”

According to ARGAS, which until now was primarily focused on Saudi Arabia, the incorporation of ARDISEIS will give it a stronger capital base and a larger business scope.

The intention for the newly-established ARGAS is for it to cover seismic data acquisitions, advanced processing, reservoir characterisation, integrated geophysical solutions, gravity and other non-seismic methods across the entire Middle East region.

CGG CEO Jean-Georges Malcor said, “I really believe it’s a great opportunity to better address the local regional market. The new ARGAS group is clearly stronger and wider and can call on the strengths of its two shareholders, TAQA – a very strong shareholder particularly in Saudi Arabia – and CGG with all its technology and expertise.”

Despite both being a joint venture between CGG and TAQA, Ardiseis was formed much later in March 2006 as a Dubai-based Jebel Ali Free Zone Company, while ARGAS was originally formed in 1966 as a result of a limited liability partnership between the two companies. It is based in Al-Khobar in Saudi Arabia’ eastern province, which is where ARGAS recently obtained permission for its Technology Centre in Dhahran Techno Valley.

Al Akeel added, “Our new vision in Saudi Arabia is to go all the way from seismic data acquisition and non-seismic data acquisition to processing, to interpretation, to serving both the exploration and development phase of the operations.”

US$100 million oil terminal set to boost Fujairah’s status HORIZON TERMINALS LIMITED (HTL) unveiled a US$100mn oil terminal with a capacity of 240,000 cu m in Fujairah last month, which it believes will strengthen the Emirate’s position as a global oil and gas storage hub.

Officially inaugurated by Sheikh Hamad Bin Mohammed Al Sharqi, member of the Supreme Council and Ruler of Fujairah, the Horizon Fujairah Distribution Terminal was built by HTL, the terminals business and wholly-owned subsidiary of the Emirates National Oil Company (ENOC).

ENOC chief executive officer Saeed Khoory said, “The terminal further strengthens the storage capacity offered by Fujairah, which will serve the needs of the Gulf region that accounts for nearly 50 per cent of the world’s oil reserves.”

Directly linked to the oil tanker berths at Fujairah Port and fully adapted to store a variety of bulk liquid oil products, including fuel oil, naphtha, gas oil, and LPG, this marks the 11th oil terminal HTL has developed.

Having started soft operations in 2013, the terminal 76

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has ten bays of tanker truck loading racks, associated facilities, a maintenance workshop, and a marine receipt and loading pump house.

“The terminal has added great value to the Emirate, by creating new jobs and supporting the ancillary sectors. We are committed to strengthening our operations in Fujairah and support the Government’s vision for all-round social and economic growth,” added Khoory.

Khoory was joined at the inauguration ceremony by representatives from the Fujairah Government and other senior management figures of ENOC and HTL, including ENOC managing director of terminals Yusr Sultan.

Sultan said, “We are consistently developing our proficiencies in terminalling operations in Fujairah and the new terminal clearly demonstrates our commitment to the Emirate.”

The terminal is HTL’s second such facility in Fujairah and its sixth in the UAE so far, as a new terminal with an expected capacity of 141,000 cu/m is being developed in Dubai’s Jebel Ali.

Petrofac wins US$21 million FEED contract

Petrofac has won a FEED contract set to be complete early this year PETROFAC HAS BEEN awarded a US$21mn front end engineering design (FEED) contract by Abu Dhabi Company for Onshore Oil Operations (ADCO) for the Bab Integrated Facilities Project.

Prior to the award of the FEED contract, Petrofac embarked upon conceptual studies for the development through its specialist Engineering & Consulting Services (ECS) business, it said.

Craig Muir, managing director of ECS, commented, “This FEED complements the substantial engineering, procurement and construction (EPC) contracts that we are engaged in for ADCO and further deepens our relationship with an important customer.

“It is also of strategic significance that we are demonstrating our competitive profile in the Middle East at the early stages of a project’s development,” he added.

According to Petrofac, the conceptual study’s scope of work specifically looks at enhancing aspects of the Bab field for its future development and expansion.

Due for completion in early 2014, both ADCO and Petrofac personnel are working together on the study in an integrated taskforce team from ECS’ UK operating centre, the company added.

An anonymous spokesperson from ADCO said, “Working with Petrofac’s Engineering & Consulting Services team is adding real time value to our development.

“Additionally, alongside our PMC contractor, we have a dynamic team that is focused on delivering results on time and within budget.”

The Bab project is located in Abu Dhabi’s Thamama production zone, 150km south-west of Abu Dhabi City.

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 Innovations

Intergraph’s new 3D design software to help companies optimise productivity PHILIPPE MARCEAU, EXECUTIVE vice president of engineering software provider Intergraph, claims the company’s new model design solution, Intergraph Smart 3D 2014, will help businesses in the oil and gas sector model complex structures and create automated engineering deliverables.

The design software is the result of bringing together Intergraph’s market-leading design solutions SmartPlant 3D, SmartMarine 3D and Philippe Marceau, Intergraph executive vice president for Europe, SmartPlant 3D Materials Handling Edition, meaning it is Middle East, India and Africa tailored specifically to enable the design, construction, and operation of power plants, offshore platforms, and ships.

Ranked number one for worldwide provider of engineering design solutions by ARC Advisory Group, Intergraph states that Smart 3D is the most advanced and productive 3D design software and provides optimal design, safety, quality and productivity of operations.

Marceau told Oil Review, “Projects are getting larger and need to deal with larger amounts of data, shorter schedules and

an increased number of overseas stakeholders. The solution to these challenges is to rely on advanced technology opportunities.”

He added that the improved 3D design software can be used to tackle the challenges to the oil and gas industry, such as the need to refurbish and increase the output of aging plants and addressing the fact that projects are expected to go live much quicker.

“The design of new facilities becomes more challenging,” explained Marceau, “In addition, the Middle East is a mature market with aging plants, therefore the amount of engineering data that needs to be managed demands a more centralized and efficient data processing system.”

Intergraph’s Smart 3D also boasts exclusive upgraded Model Data Reuse (MDR) abilities that can enable efficient reuse of designs, and improved 3D interoperability capabilities allowing a company use of 3D data across foreign and native CAD systems, both of which Intergraph claim are exclusive to its software.

Furthermore, in the industries that Intergraph specialises, its 3D design software follows projects through from start to finish.

Marceau said, “Intergraph’s vision to address the entire project lifecycle is built on a technology shift we have identified in the market. The majority of brownfield and greenfield projects today are using the same technology as was used 30 years ago.

Intergraph is now providing the solution that the market will use for the next 30 years.”

www.tratos.eu

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Oil Review Middle East, the region’s leading oil and gas publication, has been putting sellers in touch with buyers for almost two decades.

The magazine makes sure that it strikes a balance between respected editorial and your advertising message, to maximise the return on investment for your business.

Tratos has been producing cables for use in the oil and gas industry for over 40 years. We provide cables and services for a large variety of onshore and offshore operations, including umbilical cables.

We are now entering the Aberdeen market with a new sales office.

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S16 ORME 2 2014 - Innovations 02_Layout 1 3/17/2014 5:54 PM Page 80

 Innovations

Metso wins contract for Saudi Aramco complex PROCESS PERFORMANCE PROVIDER Metso has won a contract to work on Saudi Aramco’s petroleum refining and petrochemical production complex, for which it will supply a number of the valve solutions.

The order will see Metso deliver a wide range of its valves over the coming year, including rotary and globe, control, on-off and safety valves from its ‘Neles’ and ‘Jamesbury’ brands, as well as its safety solenoid technology and valve controllers, which the company claims provide optimal process availability and safety while also reducing general operating costs.

John Lee, Metso sales manager of automation, said, “The order is one of Metso’s biggest orders to the Saudi Aramco projects. We believe that this helps us in further building our relationship with Saudi Aramco.”

Currently under construction, the petroleum refining and petrochemical production complex in Rabigh, on Saudi Arabia’s west coast, is undergoing a considerable expansion as part of Saudi Aramco’s plan to expand its business from crude oil into chemicals, unconventional gas and renewables.

The order was awarded by South Korean GS Engineering & Construction – the main contractor for the Saudi Arabian expansion project – which Metso has worked with previously.

Metso, which works with customers in the mining, construction, and oil and gas industries, has seen its business steadily grow in the Middle East, particularly in the traditional markets such as Saudi Arabia, Qatar, the UAE and Kuwait. It is set to open a new service centre in Qatar this year in an attempt to further support its business in the country and surrounding region.

Oman plans to increase gas output by 2018 OMAN AIMS TO raise its gas output to an average of 120mn cubic metres per day over the five-year period from 2014 through 2018.

Salim Al Aufi, undersecretary for oil and gas in Oman, said that the country expects to see a significant increase in its natural gas output over the next five years.

In 2013, gas production rose to an

average of 102mn cubic metres a day, up 3.7 per cent from the previous year.

Oman’s gas exports have been constrained over the last few years as it has struggled to raise production quickly enough to keep pace with its own demand growth, Reuters reported.

Officials reportedly hope that the planned start-up of BP’s Khazzan tight gas project in 2017 will provide a big

boost to supplies, with the project expected to add about 28mn cubic metres per day to the gas output by 2018.

“Crude oil and condensate production is expected to average 950,000-960,000 bpd over the five-year period,” Aufi said.

The non-OPEC oil producer averaged 942,000 bpd in 2013, up 2.5 per cent from 2012.

Endress+Hauser launches two new offices in Middle East and North Africa region ENDRESS+HAUSER IS LOOKING to strengthen its market presence and Algeria, a country where Endress+Hauser expects to see considerable build on business in the Middle East and North Africa after launching business growth. The North African office, located in the country’s two new subsidiaries in the UAE and Algeria in early 2014. capital of Algiers, consists of a team of five headed by managing As a global provider of industrial measurement and automation director Chafik Amriou. equipment, Endress+Hauser established its new sales centre in the UAE According to Endress+Hauser, there is a strong market for measurement in January, while the official engineering and automation inauguration took place in March. solutions in the Gulf thanks to the The sales centre, led by heavy investments being Endress+Hauser UAE managing channelled into the oil and gas director Jens Winkelmann, industry, as well as into consists of 44 employees across developing public infrastructure, two offices based in both Dubai such as power stations and and the capital Abu Dhabi and is saltwater desalination plants. the company’s third subsidiary on With more than 50 years the Arabian Peninsula. experience in process automation Endress+Hauser has been active and instrumentation, in the country for the last two Endress+Hauser plans for its new decades, acting through its local Algerian office to focus on representative Descon serving and monitoring its Automation Control Systems. But customers in the area, in order to optimise its customer particularly those in the oil and support in and around the Gulf, gas industry, while its partner the measurement and automation company Symes continues to solutions company chose to serve particular customers in the The new UAE centre was officially inaugurated by company officials in the integrate Descon’s countries eastern region.

Endress+Hauser business into its Dubai in March With approximately 12,000 own sales organisation. personnel worldwide and net With resources for sales, service and project management, the familysales of €1.8bn (US$2.5bn) in 2013, Endress+Hauser works closely with a owned business means for the new centre to provide sales and afternumber of industries, such as oil and gas, to provide sensors, sales support suited to its customers’ requirements. instruments, systems and services for level, flow, pressure and Additionally the Swiss company has opened another sales centre in temperature measurement as well as analytics and data acquisition.

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,»˘°ûJɢHGC á˘cô˘°T ≥˘jô˘a ¬˘H Ωõ˘à˘dG …ò˘dG ¿hɢ©˘ à˘ dGh 566336 áHô˘é˘à˘H ,ìhô˘£˘e ∫hÎH π˘≤˘M ¥É˘£˘f ‘ ¿hQɢ ˘ ˘bh ∫hÎÑ˘ ˘ ˘∏˘ ˘ ˘d Ió˘ ˘ ˘dÉÿ ∑ΰûŸG ´hô˘ ˘ ˘°ûŸGh øe Ó˘«˘eô˘H 250 h ,ɢ«˘eƒ˘j Rɢ¨˘dG ø˘e kÉ˘Ñ˘©˘μ˘e k GÎe áeÉ©dG ájô°üŸG áÄ«¡dG ‘ ÉfhDÉcô°T É°†jGCh ,∫hÎÑ∏d ô˘ °ùc ᢠ≤˘ £˘ æ˘ e ‘ GÎe 18 ø˘e ɢ«˘eƒ˘j äɢ Ø˘ ã˘ μŸG .z∫hÎÑdG IQGRhh ∫hÎÑ∏d ɢª˘Ñ˘°ùM ,᢫˘°SGQƒ÷G ≈˘∏˘Ø˘°ùdG ɢaɢ°ü∏˘d õ˘«˘Ø˘ë˘à˘dG ≥˘Ñ˘°S ÉŸ ɢ©˘HɢJ ô˘Ä˘Ñ˘dG ¿É˘c ó˘bh .á˘cô˘°ûdG âMô˘°U ÉaÉ°üH äÉaÉ°ûàcG øe ¬æY ¿ÓY’EG á«LÉàf’G IQó≤dG ôjƒ£J ¤GE ≥«ª©dG ∞ãμŸG Rɨ˘dG ô˘Ä˘H ô˘Ø˘M ” ó˘bh ,ɢ«˘∏˘©˘dG ¿GC Gô˘ ˘NƒD˘ ˘ e »˘ ˘ °ûJɢ ˘ HGC ᢠ˘ cô˘ ˘ °T âæ˘ ˘ ∏˘ ˘ YGC ∂dò˘ ˘ c ≈˘¡˘fGC ,∫hÎÑ˘∏˘d Ió` ` ` dɢN ,∑Î` ` ` `°ûŸG ɢ¡˘Yhô˘°ûe »˘μ˘jô˘eGC Q’hO ÚjÓ˘e ᢩ˘Ñ˘°S á˘Ø˘∏˘μ˘H ,k GÎe 4788 .∫ɪàc’Gh ôØë∏d AGô` ë˘ °üdG ‘ ô˘ Ģ ˘H ≥˘ ˘ª˘ ˘YGC ‘ ô˘ ˘Ø◊G äɢ ˘«˘ ˘∏˘ ˘ª˘ ˘Y π≤M ‘ IQÉ£≤dG ¢SGCQ ∫ɪ°T RÉ«àeG ‘h .á«Hô¨dG »ª«∏b’EG ¢ù«FôdG ÖFÉf ,ôgÉe .Ω ¢SÉeƒJ ∫Ébh 5890 ¤GE ô˘ Ø˘ M ” ,Úª˘ ∏˘ ©˘ dG ∫hÎH ɢæ˘jó˘d {:»˘°ûJɢHGC á˘cô˘°ûd ô˘°üe ‘ Ωɢ©˘dG ô˘jóŸGh

‫اﻟــﻌـﺪد اﻟﺜﺎﻧﻲ‬

‘ IÒN’CG É¡JÉMÉ‚ ≈∏Y »°ûJÉHGC ácô°T â≤∏Y Qɪãà°SÓd É¡©«é°ûJ ‘ Iôªà°ùe OÓÑdG ¿ÉCH ô°üe äɢj’ƒ˘dG ɢgô˘≤˘e »˘à˘dG ,»˘°ûJɢHCG âdɢbh .»˘Ñ˘æ˘L’CG ∂«˘Hƒ˘æ˘«˘°S ɢ¡˘ à˘ μ˘ jô˘ °T ™˘ e ,âeɢ b ɢ ¡˘ fGE ,Ió˘ ë˘ àŸG ∂∏“ »àdGh ,¬LÉàfGEh §ØædG øY Ö«≤æà∏d á«ŸÉ©dG §Øæ∏d ô°üe »°ûJÉHGC ácô°T ‘ á«∏b’CG á°üM å∏K ô°üe ‘ áëLÉædG QÉH’BG øe ójó©dG ôØëH ,RɨdGh áæ°ùdG ∫ÓN OÓÑdG ‘ É¡LÉàfGE IOÉjR ‘ ôªà°ùà°Sh .á∏Ñ≤ŸG IójóL äÉaÉ°ûμà°SG øe pÚæKG øY ¿ÓY’EG ” ób ¬fGE »°ûJÉHGC âdÉb Rɢ«˘à˘e’G ‘ »˘°ûJɢHGC á˘cô˘°T äɢaɢ°ûμ˘à˘°SG çó˘MGC AGôë°üdG ‘ IódÉNh ¥QÉW ∫ɪ°T ácô°ûd QhÉÛG RÉ«àe’G ‘ ™≤J »àdG , ¢ùjôHGB âeÉbh .á«Hô¨dG áHôéàH ,¿É°Tƒ°T ∫hÎH π≤M ÈY IódÉÿ QhÉÛG ø˘e É˘Ñ˘©˘μ˘e GÎe 402099 h ɢ«˘eƒ˘j Ó˘«˘eô˘H 4389

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‫أﺧﺒــــــــــــــﺎر‬ ‫ اﻟﺸﺮق ا وﺳﻂ‬- ‫اﻟﻨﺸﺮة اﻟﻨﻔﻄﻴﺔ‬

‫زﻳﺎدة ﺻـﺎدرات اﻟﻨﻔﻂ اﻟﻌﺮاﻗــــﻲ‬ ً‫ ﻣﻠﻴﻮن ﺑﺮﻣﻴﻞ ﻳﻮﻣﻴﺎ‬٢^٨ ‫إﻟﻰ‬

»bGô©dG §ØædG ¢TÉ©àfG ‘ á≤ãdG ¢†©H ó«©J ¿GC πªàëj êÉàf’EG IOÉjR

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¿GC ,ábÉ£∏d »bGô˘©˘dG AGQRƒ˘dG ¢ù«˘FQ ÖFɢf ,ÊÉ˘à˘°Sô˘¡˘°ûdG Ú°ùM Gô˘NƒD˘e ø˘∏˘YGC πé°ùàd ,»°VÉŸG •ÉÑ°T/ôjGÈa ô¡°T ∫ÓN ,äOGR ób »bGô©dG §ØædG äGQOÉ°U Gòg ‘ á∏eÉY QOÉ°üŸ É≤ah ,πªàÙG øeh .§°SƒàŸG ‘ É«eƒj π«eôH ¿ƒ«∏e 2^8 §ØædG ¥ƒ°S ¢TÉ©˘à˘fG ‘ á˘≤˘ã˘dG ¢†©˘H IOɢYGE ≈˘∏˘Y IOɢjõ˘dG √ò˘g π˘ª˘©˘J ¿GC ,´É˘£˘≤˘dG ‘ É«eƒj π«eôH ¿ƒ˘«˘∏˘e 2^2 øe ™˘Ø˘JQG º˘bô˘dG ¿GE RÎjhQ á˘dɢch âdɢbh .»˘bGô˘©˘dG Iô°üÑdG ܃æL AÉæ«e äGQób ™«°SƒJ ‘ πª©dG ΩÉ“GE π°†ØH ,ÊÉãdG ¿ƒfÉc/ôjÉæj ,Ú∏°SGôª∏d ÊÉà°Sô¡°ûdG ìô°Uh .»bGô©˘dG ΩÉÿG ᢫˘Ñ˘dɢZ ø˘ë˘°T ¬˘æ˘e º˘à˘j …ò˘dG äÉYhô°ûŸG √òg{ ¿ÉCH ,Iô°üÑdG IÉØ°üe ‘ IójóL äGóMh ìÉààaÉH ∫ÉØàM’G AÉæKGC ¿ƒ«∏e 3^5 êÉàfGE øe ¥Gô©dG âæμqe ,êÉàf’EGh ôjƒ£àdÉH á≤∏©àŸGh ,ÉgÉfõ‚GC »àdG ɪbQ Èà©˘j ` ∂°T Ó˘H ` Gò˘gh ,ɢ«˘eƒ˘j π˘«˘eô˘H ¿ƒ˘«˘∏˘e 2^8 ôjó°üJh ,É«eƒ˘j π˘«˘eô˘H ó˘jõ˘J ±ƒ˘°S Ió˘jó÷G äGó˘Mƒ˘dG √ò˘g ø˘e Ió˘MGh ¿GE QOɢ°üŸG âdɢbh .zɢ«˘î˘jQɢJ ±’GB 210 ¤GE π°üàd É«eƒj π«eôH ¿ƒ«∏e ∞dGC 70 QGó≤à ôjôμàdG IÉØ°üe äGQób .É«eƒj π«eôH ¿ƒ«∏e π«eôH ¿ƒ«∏e 3^4 ôjó°üàH ,2014 ΩÉ©d ,É¡aóg äóM ¥Gô©dG ¿GE RÎjhQ âdÉbh êÉàfGE á∏eÉ°T ,¥Gô©dG ¿Éà°SOôc º«∏bGE øe É«eƒj π«eôH ∞dGC 400 ∂dP ‘ Éà ,É«eƒj ÊÉà°Sô¡°ûdG QÉ°TGCh .É«∏fi Ωóîà°ùŸG §ØædG É¡«a Éà ,É«eƒj π«eôH ÚjÓe á©HQGC É¡æe ≈JGC ,•ÉÑ°T/ôjGÈa ô¡°T ‘ Égôjó°üJ ” »àdG ,π«eôH ¿ƒ«∏e 2^8 `dG ¿GC ¤GE .Iô°üÑdG øe É«eƒj π«eôH ¿ƒ«∏e 2^5

:‫ﻣﻔﻜﺮة رﺟﺎل ا?ﻋﻤﺎل‬

‫ﺣﺰﻳﺮان‬/‫ﻳﻮﻧﻴﻮ‬

‫ ﺑﺎﻛﻮ‬................................................................................................................... ‫ ﻣﻌﺮض ﺑﺤﺮ ﻗﺰوﻳﻦ ﻟﻠﻨﻔﻂ واﻟﻐﺎز‬......... ٦ ‫ ـ‬٣ ‫ ﻣﻌﺮض وﻣﺆﺗﻤــــﺮ اﻟﺠﻤﻌﻴــــــــﺔ ا وروﺑﻴــــﺔ ﺧﺼـــﺎﺋﻴﻲ وﻣﻬﻨﺪﺳـــــﻲ‬......... ١٦ ‫ ـ‬١٤ ‫ أﻣﺴﺘﺮدام‬................................................................................................................................................. ٢٠١٤ ‫ﻋﻠﻮم ا رض ـ‬ ‫ ﻣﻮﺳﻜﻮ‬..................................................................................................................................... ‫ ﻣﺆﺗﻤﺮ اﻟﺒﺘﺮول اﻟﺪوﻟﻲ‬......... ١٩ ‫ ـ‬١٥ ‫ ﻟﻨﺪن‬............................................................................................................................... ٢٠١٤ ‫ ﻣﺆﺗﻤﺮ ﻧﻔﻂ اﻟﻌﺮاق‬......... ١٩ ‫ ـ‬١٧

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‫ﻧﻴﺴﺎن‬/‫أﺑﺮﻳﻞ‬

‫ اﻟﻜﻮﻳﺖ‬....................................................................................................... ‫ ﻣﻌﺮض اﻟﻜﻮﻳﺖ ﻟﻠﻨﻔﻂ واﻟﻐﺎز‬......... ‫ أﺑﺮﻳﻞ‬١٤ ‫ ﻃﻬﺮان‬....................................................................................................... ٢٠١٤ ‫ﻳﺮاﻧﻲ ﻟﻠﻨﻔﻂ‬,‫ اﻟﻤﻌﺮض ا‬......... ٢٠ ‫ ـ‬١٧ ......................................................................................................................................................................................................................................

‫أﻳﺎر‬/‫ﻣﺎﻳﻮ‬

‫ ﻓﻴﻴﻨﺎ‬.................................................................................... ‫ اﻟﻤﺆﺗﻤﺮ اﻟﺪوﻟﻲ ﻻﺗﺤﺎد ﻣﻘﺎوﻟﻲ اﻟﺤﻔﺮ‬......... ١٩ ‫ ـ‬١٨

‫ ﻫﻮﺳﺘﻮن‬............................................................. ٢٠١٤ ‫ اﻟﻤﺆﺗﻤﺮ اﻟﺪوﻟﻲ ﻟﺘﻘﻨﻴﺔ ا وﻓﺸﻮرـ‬......... ٨ ‫ ـ‬٥

‫أﻳﻠﻮل‬/‫ﺳﺒﺘﻤﺒﺮ‬

‫ ﻃﺮاﺑﻠﺲ‬..................................................................................................... ‫ اﻟﻤﻌﺮض اﻟﻠﻴﺒﻲ ﻟﻠﻨﻔﻂ واﻟﻐﺎز‬......... ١٥ ‫ ـ‬١٢

‫ إﻳﺮﺑﻴﻞ‬.................................................................................................................................... ‫ ﻣﻌﺮض إﻳﺮﺑﻴﻞ ﻟﻠﻨﻔﻂ واﻟﻐﺎز‬......... ٤ ‫ ـ‬١

‫ اﻟﻤﻨﺎﻣﺔ‬...................................................................... ‫ ﻣﻌﺮض اﻟﺸﺮق ا وﺳﻂ ﻟﺘﻘﻨﻴﺔ اﻟﺒﺘﺮول‬......... ٢١ ‫ ـ‬١٨

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‫اﻟــﻌـﺪد اﻟﺜﺎﻧﻲ‬

S17 ORME 2 2014 - Arabic_Layout 1 17/03/2014 17:28 Page 84

‫أﺧﺒــــــــــــــﺎر‬ ‫ اﻟﺸﺮق ا وﺳﻂ‬- ‫اﻟﻨﺸﺮة اﻟﻨﻔﻄﻴﺔ‬

‫ﻣﺎﻛﺪﻳﺮﻣـﻮت ﺗﻔـﻮز ﺑﻌﻘﺪ ﺗﺮﻛﻴـﺐ ﻛـﺎﺑــﻼت ﺗﺤﺖ اﻟﺒﺤﺮ‬

√É«e ‘ πHÉμdG ™°†J ¿GC øe É¡æμ“ ,äƒeôjócÉe øe AÉ¡àf’G ºàj ¿GC ™bƒàŸG øeh Gòg .GóL á∏ë°V »˘°ù«˘Fô˘dG Qó˘°üŸÉ˘H §˘Hô˘dG ∂dP ‘ Éà ,´hô˘°ûŸG .2015 øe ådÉãdG ™HôdG ‘ ,𫨰ûà∏d OGóY’Gh

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‫ﺗﺘﻠﻘﻰ ﻣﻨﺤﺔ ﻟﺘﻄﻮﻳﺮ ﻣﺼﻔﺎة ﻛﻮﻳﺘﻴﺔ‬

Ée áYƒª› íæà á«àjƒμdG ᢫˘æ˘Wƒ˘dG ∫hÎÑ˘dG á˘cô˘°T Gô˘NƒD˘e âeɢb ∞«¶ædG OƒbƒdG ´hô°ûŸ É¡JÉeóN Ωó≤àd »μjôeGC Q’hO ¿ƒ«∏e 370 øe Üô≤j ∑ΰûe ´hô°ûe øe AõL áYƒª›h .¬∏dG óÑY AÉæ«e ôjôμJ IÉØ°üe ‘ ¤ƒà«°S …òdG ƒgh ,á«°Sóæ¡dG „ƒ°ùeÉ°S ácô°T ™e á«ŸÉ©dG âcÉahΫH IOÉ«≤H ¿GE ácΰûŸG áYƒªÛG âdÉbh .¬∏dG óÑY AÉæ«e ôjôμJ IÉØ°üe ´hô°ûe ò«ØæJ äGóMh øe ÚæK’ äGójQƒàdGh á«°Sóæ¡˘dG ∫ɢª˘Y’CG ø˘ª˘°†à˘«˘°S ´hô˘°ûŸG ¥É˘£˘f πÑb øe á°üNôe âfÉc »àdGh ,᢫˘à˘jÈμ˘dG ÖFGƒ˘°ûdG ø˘e ∫hÎÑ˘dG ΩɢN ᢫˘≤˘æ˘J .¿hôØ«°T h ÚH ∑ΰûe ´hô°ûe ,á«ŸÉ©dG ¢Sƒeƒd ¿hôØ«°T ᣰSGƒH äɢYhô˘°ûŸG ø˘e Gó˘MGh Èà˘©˘j ∞˘«˘¶˘æ˘dG Oƒ˘bƒ˘dG ´hô˘°ûe ¿GE âdɢbh »JÉØ°üe IAÉØc ™aôd ,á«àjƒμdG á«æWƒdG ∫hÎÑdG ácô°ûd á«°ù«FôdG ájQɪãà°S’G êÉàfGE ¤GE π°UƒàdG πLGC øe ∂dPh ,…óª˘M’CG AÉ˘æ˘«˘eh ¬˘∏˘dG ó˘Ñ˘Y AÉ˘æ˘«˘e ô˘jô˘μ˘J ∞dGC 736 ƒgh ‹É◊G êÉàf’EG øY É°VƒY ,É«eƒj π«eôH ∞dGC 800 ≠∏Ñj »eƒj .É«eƒj π«eôH á«°Sóæ¡dG äÉ«∏ª©∏d á«∏«¨°ûàdG áYƒª› ¢ù«FQ ,Údƒe ∂jôJÉH ∫Ébh ‘ áàHÉãdG äGÈN ¤GE áaÉ°VGE Èà©J áëæŸG √òg{ :áfÉ«°üdGh AÉ°ûf’EGh

…óªM’CG AÉæ«eh ¬∏dG óÑY AÉæ«e »JÉØ°üà ¢üàîj ó≤©dG

,âjÈμdG øe π∏≤«°S äGóMƒdG √òg πã˘e Ö«˘cô˘Jh .ô˘jô˘μ˘à˘dG ‘ɢ°üe á˘YÉ˘æ˘°U ‘ á°ùaÉæŸG ≈∏Y á«àjƒμdG á«æWƒ˘dG ∫hÎÑ˘dG á˘cô˘°T äɢé˘à˘æ˘e IQó˘b ø˘e Rõ˘©˘jh ᢫ŸÉ˘©˘dG ᢫˘Ä˘«˘Ñ˘dG í˘FGƒ˘∏˘dG ™˘e ≈˘°Tɢª˘à˘j ¬˘fGC ≈˘∏˘Y IhÓ˘Y Gò˘g ,᢫ŸÉ˘©˘dG ¥ƒ˘°ùdG .záeQÉ°üdG

‫اﻟــﻌـﺪد اﻟﺜﺎﻧﻲ‬

S17 ORME 2 2014 - Arabic_Layout 1 17/03/2014 17:28 Page 85

‫أﺧﺒــــــــــــــﺎر‬ ‫ اﻟﺸﺮق ا وﺳﻂ‬- ‫اﻟﻨﺸﺮة اﻟﻨﻔﻄﻴﺔ‬

‫ﺟﺎﻛﻮﺑﺲ ﺗﻔﻮز ﺑﻌﻘﺪ ﻫﻨﺪﺳﻲ ﻟﻤﺸﺮوع ﻏﺎز ﺧﺰان ﺑﻌﻤﺎن‬ øe k Gó≤Y É¡ëæe ” ób ¬fGC á«°Sóæ¡dG ∫ɪYÓ C d ¢ùHƒcÉL áYƒª› âæ∏YGC á«àëàdG á«æÑdGh ôjƒ˘£˘à˘dG ∫ɢª˘Y’C ( ) ∫hÎÑ∏d á«fɢ£˘jÈdG á˘cô˘°ûdG ÖfɢL •hô°ûd É≤ah ,Ωƒ≤à°S É¡fGE ¢ùHƒcÉL âdÉbh .¿ÉªYo ‘ ôμÑdG ¿GõN π≤M ´hô°ûŸ ɪ«a ,AÉæÑdGh äGójQƒàdGh á«°Sóæ¡dG ∫ɢª˘Y’CG IQGOGE äɢeó˘N ó˘jhõ˘à˘H ,ó˘≤˘©˘dG •ƒ£N óeh RÉZ ™«ªŒ πLGC øe »μjôeGC Q’hO QÉ«∏e 2 ¬àª«b ÜQÉ≤J Éà ≥∏©àj ,Ö«HÉfGC •ƒ£N ôjó°üJh ,ôÄ˘Ñ˘dG ¢SGCQ êɢà˘fGE äGõ˘«˘¡Œ ɢ°†jGCh ,√ɢ«˘e Ö«˘HɢfGC πª©dG ¥É£f ¿GE ácô°ûdG âdÉbh .61 ∑ƒ∏H øe »Hƒæ÷G ´É£≤dG ôjƒ£àd ∂dPh ´hô°ûª∏d á«àëàdG á«æÑdG èeÉfôH IQGOGEh ,á˘∏˘°üØŸG äɢª˘«˘ª˘°üà˘dG ɢ°†jGC π˘ª˘°ûj ÖJÉμe øe ójó©dG ø˘e OQGƒ˘e ∞˘Xƒ˘«˘°S π˘ª˘©˘dG ¿ÉC˘H á˘cô˘°ûdG äOɢaGCh .≥˘ë˘∏ŸG ,óæ¡dGh ,Ióë˘àŸG á˘μ˘∏˘ªŸGh ,§˘°Sh’CG ¥ô˘°ûdG á˘≤˘£˘æ˘e ‘ Ió˘LGƒ˘àŸG ¢ùHƒ˘cɢL ` É¡fGE á∏FÉb âcQóà°SG ácô°ûdG ¿GC ÒZ .á«μjôe’CG IóëàŸG äÉj’ƒdG ∂dòch ≥«≤– π˘LGC ø˘e ¿É˘ª˘©o˘d ᢫˘∏ÙG á˘ª˘«˘≤˘dG ±Gó˘g’CG º˘Yó˘H á˘eõ˘à˘∏˘e ` ∂∏˘dP ™˘e ø˘jOQƒŸG ∑Gô˘°TGEh ,᢫˘∏ÙG á˘∏˘eɢ©˘dG iƒ˘≤˘dG ᢫˘ª˘æ˘J ≥˘jô˘W ø˘Y »˘JGP AÉ˘Ø˘à˘cG .∫É◊G ‘ ´hô°ûŸG ‘ πª©dG GCóÑj ¿GC ™bƒàŸG øe ¬fGE ácô°ûdG âdÉbh .Ú«∏ÙG AGó©°S øëf{ :ÓFÉb ,πjhO Qƒfƒc ,¢ùHƒcÉL áYƒª› ¢ù«FQ ÖFÉf ≥∏Y óbh ‘ ( ) ∫hÎÑ∏d á«fÉ£jÈdG ácô°ûdGh ¿ÉªYo áæ£˘∏˘°S ™˘e π˘ª˘©˘f ɢæ˘fƒ˘μ˘d Gó˘L iôf ÉæfGEh .¿ÉªYo ‘ êÉàf’EGh Ö«≤æàdGh ôØë∏d ójó÷G »°ù«FôdG ´hô°ûŸG Gòg äÉfÉμeÉEH ∞ãμŸG RɨdG äÉYhô°ûe ‘ á«æØdG ÉæJGÈN Qɪãà°S’ áªî°V É°Uôa Gòg πãe º˘Yó˘d AG󢩢°S ø˘ë˘f º˘ch ,á˘≤˘£˘æŸG ‘ ɢæ˘H ᢰUÉÿG ᢫˘à˘ë˘à˘dG ᢫˘æ˘Ñ˘dG

á«àëàdG á«æÑdG AÉ°ûfGE ¤ƒàà°S á«°Sóæ¡dG ∫ɪYÓ C d ¢ùHƒcÉL

∫hÎÑ∏d á«fÉ£jÈdG ácô°ûdGh ¿ÉªYo áæ£∏°S áeƒμM âfÉch .z…OÉjôdG ôjƒ£àdG äÉ©«Ñe á«bÉØJG øY ,»°VÉŸG ∫h’CG ¿ƒfÉc/Ȫ°ùjO ô¡°T ‘ ,Éàæ∏YGC ób ( ) á«fÉ£jÈdG ácô°ûdG ™e ¿GõN π≤M ôjƒ£àd ádó©e á«LÉàfGE ácGô°T á«bÉØJGh RÉZ πMGôe ¤hGC Ωó≤j ¿GõN ´hô°ûe ¿GE QOÉ°üŸG ¢†©H âdÉbh .π¨°ûªc ∫hÎÑ∏d .á≤£æŸG ‘ …ó«∏≤àdG ÒZ ∞ãμŸG RɨdG äÉ©ªŒ ÈcGC øe IóMGh ‘ ôjƒ£àdG

‫اﻟـﺮﺋـﻴﺲ اﻟـﺘـﻨـﻔـﻴـﺬي ﻟﺴﺎﺑﻚ ﻳﺪﻋﻮ إﻟﻰ‬ ‫ﻓﺮﻳﻖ ﻋﻤﻞ ﻟﺘﻄﻮﻳﺮ اﻟﺼﻨﺎﻋﺎت اﻟﺘﺤﻮﻳﻠﻴﺔ‬

»°VÉŸG óªfi

.πÑ≤à°ùŸG á¡LGƒe ≈∏Y IQób ÌcGC á˘μ˘∏˘ª˘ª˘∏˘d ,á˘≤˘Hɢ°ùdG IÈÿG ¿GE »˘°VÉŸG ∫ɢbh ,á«∏jƒëàdG äÉYÉæ°üdG ™jƒæJ ‘ ,ájOƒ©°ùdG á«Hô©dG .π˘Ñ˘≤˘à˘°ùŸG ‘ √hDGò˘à˘MG ø˘μÁ ɢLPƒ‰ ɢ æ˘d âeó˘b …òdG ájhɪ«chÎÑdG áYÉæ°üdG ´É£b ƒ‰ ¤GE QÉ°TGCh 354 ¤GE ,§≤a Oƒ≤Y ᢩ˘HQGC ∫Ó˘N ,¬˘à˘ª˘«˘b â∏˘°Uh .»μjôeGC Q’hO QÉ«∏e

ôjƒ£àd ™aódG øe ójõe πLGC øe Ülƒ∏£e äGQOÉÑŸG ᢫˘à– ᢫˘æ˘H ∂dP ‘ Éà ,᢫˘∏˘jƒ˘ë˘à˘dG äɢYÉ˘æ˘°üdG ≥˘aó˘J º˘Yó˘d Iô◊G IQɢé˘à˘∏˘d ≥˘Wɢæ˘eh ,IQƒ˘£˘à˘e ‘ áeƒμ◊G Qɪãã°SG ≈∏˘Y IhÓ˘Y Gò˘g ,Qɢª˘ã˘à˘°S’G .Úeóîà°ùª∏d ôμÑe ÖjQóJ Qƒ˘ e’CG √ò˘ g ≥˘ «˘ ≤– ø˘ μÁ’{ :»˘ ˘°VÉŸG ∫ɢ ˘bh »YÉæ°U ´É£b πc hGC ácô` ` `°T πc âfÉc GPGE áë∏ŸG âfÉc ɪ¡˘e ,ᢰUÉÿG ɢ¡˘Jó˘æ˘LGC ™˘Ñ˘à˘J IQGRh π˘c hGC .zá«ædG áæ°ùM IóæL’CG √òg ™˘jƒ˘æ˘à˘H Ωɢª˘à˘g’G ¿GE Ó˘Fɢ b »˘ °VÉŸG ±É˘ °VGCh á˘YÉ˘æ˘°U ó˘æ˘Y ∞˘bƒ˘à˘j ’ ᢫˘∏˘jƒ˘ë˘à˘ dG äɢ Yɢ æ˘ °üdG ‘ ôaÉ°†Jh »é¡æe ≥«°ùæJ ¤GE êÉàëj πH ,IóMGh ᢠeƒ˘ μ◊Gh ∫ɢ ª˘ ˘Y’CG ´É˘ ˘£˘ ˘b Öfɢ ˘L ø˘ ˘e Oƒ˘ ˘¡÷G ¿CG ∂°T’h .ᢠ˘ «˘ ˘ Yɢ ˘ æ˘ ˘ °üdG äÉB˘ ˘ °ûæŸGh äGQGRƒ˘ ˘ dGh Éæ∏©é˘à˘°S »˘°VÉŸG ÜQÉŒ ø˘e IOÉ˘Ø˘à˘°ùŸG ¢ShQó˘dG

‫اﻟــﻌـﺪد اﻟﺜﺎﻧﻲ‬

ᢠ˘cô˘ ˘ °ûdG ¢ù«˘ ˘ FQ ÖFɢ ˘ f ,»˘ ˘ °VÉŸG ó˘ ˘ ªfi ∫ɢ ˘ b É¡°ù«FQh (∂HÉ°S) á«°SÉ°S’CG äÉYÉæ°ü∏d ájOƒ©°ùdG áaÉc ¬jód πªY ≥jôa ¤GE áLÉM ‘ ÉæfGE ,…ò«ØæàdG ¢UÉÿG ÚYÉ£≤dG äGQOÉÑe ó«Mƒàd äÉ«MÓ°üdG á«∏jƒëàdG äÉYÉæ°üdG ™jƒæJ Oƒ¡L º«Yóàd ΩÉ©dGh .…Oƒ©°ùdG OÉ°üàb’G ‘ ióàæŸG ‘ ¢TÉ≤f á°ù∏L ‘ çóëàj »°VÉŸG ¿Éch …òdGh ,2014 ΩÉ©d á«∏jƒëàdG äÉYÉæ°ü∏d …Oƒ©°ùdG ó°ûM ΩɢeGC ,»˘°ù«˘Fô˘dG ¬˘«˘YGQ ∂Hɢ°S á˘cô˘°T âfɢc ¿ƒdhƒD°ùeh AGQRh º¡æ«H ,áFɪà°ùdG ≠∏H Qƒ°†◊G øe .áYÉæ°U ∫ÉLQh ¿ƒ«eƒμM è¡æe ‘ ᫢Yƒ˘f á˘∏˘≤˘f çGó˘MEG ¤GE »˘°VÉŸG ɢYOh QGôZ ≈∏Y ∂dPh ,á«∏jƒëàdG äÉYÉæ°üdG ™e πeÉ©àdG áYÉ˘æ˘°U ô˘jƒ˘£˘J äOɢb »˘à˘dG ᢫˘μ˘∏ŸG á˘Ä˘«˘¡˘dG êPƒ‰ ø˘ e GÒã˘ c ¿GC ≈˘ ∏˘ Y »˘ °VÉŸG ó˘ cGCh .äɢ jhɢ ª˘ «˘ μ˘ dG

S17 ORME 2 2014 - Arabic_Layout 1 17/03/2014 18:03 Page 86

‫اﻟﺸـــــــﺮق ا وﺳــــــﻂ‬

‫ﺗ ُﻌﻨﻰ ﺑﺎﻟﻨﻔﻂ واﻟﻐﺎز وﻣﻌﺎﻟﺠﺔ اﻟﻬﻴﺪروﻛﺮﺑﻮن‬

‫اﻟﻘﺴﻢ اﻟﻌﺮﺑﻲ‬ ‫أﺧﺒــﺎر‬ ¿GõN ´hô°ûŸ »°Sóæg ó≤©H RƒØJ ¢ùHƒcÉL á«∏jƒëàdG äÉYÉæ°üdG ´É£b ôjƒ£J ¤GE ƒYóJ ∂HÉ°S ájOƒ©°ùdG ™e ¿hÉ©àJ äƒeôjócÉe á«àjƒc IÉØ°üe á≤Ø°U øY ø∏©J ÊÉ£°SƒdG ™æ°üe åjó– GCóÑJ RÉZ ÉfGO áeÓ°ùdG ∫É› ‘ k GRÉ‚GE ≥≤– RÉZ ô£b »bGô©dG §ØædG äGQOÉ°U IOÉjR ‫ﺗﺤﻠﻴﻼت‬ ô°üe ‘ ÉkMÉ‚ ≥≤– »°ûJÉHGC

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4 4 5 5 6 6 7

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8

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‫ﻣﻠﺨﺺ ﻣﺤﺘﻮﻳﺎت اﻟﻘﺴﻢ ا ﻧﺠﻠﻴﺰي‬ .‫ ﺷﺮﻛﺔ ﺗﻨﻤﻴﺔ ﻧﻔﻂ ﻋﻤﺎن‬،‫ ُﻋﻤﺎن‬:‫ﺗﻘﺎرﻳﺮ ﺧﺎﺻﺔ‬

......................................................................................................................................................................................................................................................................................................................................................

.‫ اﻟﻄﺎﻗﺔ ﻓﻲ ﻣﻮاﻗﻊ اﻟﺒﻨﺎء‬،‫ اﻟﺘﺪرﻳﺐ واﻟﺘﻄﻮﻳﺮ‬،‫ اﻛﺘﺸﺎف وﻣﻨﻊ اﻟﺤﺮاﺋﻖ‬،‫ ﺗﻄﻮﻳﺮات ﺳﻴﺰﻣﻴﺔ‬:‫اﺳﺘﻄﻼﻋﺎت‬ ......................................................................................................................................................................................................................................................................................................................................................

.‫ اﻟﺼﺤﺔ واﻟﺴﻼﻣﺔ‬،‫ اﻻﺳﺘﺨﺮاج اﻟﻤﻌﺰز‬،‫ اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﺘﺂﻛﻞ‬،‫ ﺗﻘﻨﻴﺔ ﺧﻄﻮط ا ﻧﺎﺑﻴﺐ‬:‫ﺗﻘﻨﻴﺎت‬ ....................................................................................................................................................................................................................................................................................................................................................

.‫ اﺗﺼﺎﻻت ﺣﻘﻮل اﻟﻨﻔﻂ‬،‫ ﺗﺤﺪﻳﺪ ﺧﺼﺎﺋﺺ اﻟﺨﺰاﻧﺎت‬:‫اﻻﺗﺼﺎﻻت وﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‬ .......................................................................................................................................................................................................................................................................................................................................................

،٢٠١٤ ‫ ﻣـﻌﺮض ﻧﻔﻂ وﻏﺎز ﻏﺮب آﺳﻴﺎ‬،٢٠١٤ ‫ اﻟﻤﺆﺗﻤﺮ اﻟﺪوﻟﻲ ﻟﺘﻘﻨﻴﺔ ا وﻓﺸﻮر‬،‫ ﻣـﻌﺮض ﺳﻮﺟﺎت‬:‫ﻓﻌﺎﻟﻴﺎت‬ .‫ﻣﻌﺮض اﻟﻜﻮﻳﺖ ﻟﻠﻨﻔﻂ واﻟﻐﺎز‬

ADVERTISERS INDEX Company ......................................Page ABCO Middle East FZE ..............................77 ALAA Industrial Equipment Factory ......77 Arminox Gulf FZCO......................................55 ATG Gloves (Pvt) Ltd ..................................39 Bartington Instruments Ltd ......................70 Bredero Shaw Middle East Ltd.................13 Bulk S.r.L.........................................................69 Busch Vacuum FZE ....................................75 CompAir Middle East..................................10 CWC ................................................................51 CWC School for Energy..............................23 DMI International ........................................69 Euroblast Middle East L.L.C.......................62 Europoles Middle East LLC........................47 Expocentre Sharjah......................................47 Expotim International Fair ORG. INC ....65 Exterran Corporation ..................................15 Flexpipe Systems ........................................79 FourQuest Energy Inc..................................17 Gastronics ......................................................32 Global Pipe Company ................................19

Hamriyah Free Zone Authority ................31 Hi-Force Ltd. ..................................................35 Honeywell HPS ............................................73 Hot Engineering............................................47 International Register of ..........................79 Certificated Auditors (IRCA) Jesco ................................................................25 Jotun Paints UAE Limited LLC....................5 Kaeser Kompressoren FZE ........................41 Keller AG fur Druckmesstechnik ............33 Magnetrol International N.V.....................43 Metscco Heavy Steel ................................37 Industries Co. Ltd. National Pipe Co. Ltd. ................................79 OHL Gutermuth Industrial ........................49 Valves GmbH Oman Cement Company ..........................21 Raccortubi Middle East Fze ........................9 Righill Electric Pvt. Ltd...............................14 Saga PCE Pte Ltd. ........................................11 Saudi Leather Industries ............................63 Company Ltd

Saudi Steel Pipe Company ......................53 Schlumberger Oilfield ..................................3 Mktg Communications Schlumberger Technical ..............................2 Services Inc Sercel ................................................................7 Shree Steel Overseas FZCO ........................6 Society of Petroleum Engineers..............40 Suraj Limited ................................................17 T.D. Williamson, Inc. ..................................61 Tawasul Telecom..........................................87 Technical Access Services LLC ................45 Timberland ....................................................29 Trans Asia Pipeline Services FZC............60 Tratos Cavi S.p.A...........................................78 UL India Pvt Ltd. ..........................................27 Unique System FZE ....................................20 United Metallurgical ..................................67 Company / JSC OMK Van Beest B.V. ..............................................55 VF Imagewear ..............................................57 Ward Leonard Electric Company, Inc. ..59

S17 ORME 2 2014 - Arabic_Layout 1 17/03/2014 17:28 Page 87

GCC’s primary MPLS provider offering secure and reliable networking services designed for mission-critical applications

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‫‪S17 ORME 2 2014 - Arabic_Layout 1 17/03/2014 17:28 Page 88‬‬

‫ﻗـــ ــﺎﻟﺖ أﺑــــ ـﺎﺗﺸﻲ‪ ،‬اﻟـــ ـﺘﻲ‬ ‫ﻣـﻘـﺮﻫـﺎ اﻟـﻮﻻﻳـﺎت اﻟـﻤﺘﺤﺪة‪،‬‬ ‫إﻧــﻬـﺎ ﻗـﺎﻣﺖ‪ ،‬ﻣـﻊ ﺷﺮﻳـﻜـﺘـﻬـﺎ‬ ‫ﺳــ ــﻴـﻨـﻮﺑـﻴﻚ اﻟـﻌ ــــﺎﻟـﻤﻴـ ــــــﺔ‬ ‫ﻟـﻠـﺘﻨﻘـﻴـ ــــــﺐ ﻋـــ ــﻦ اﻟﻨﻔــ ـــﻂ‬ ‫وإﻧـﺘـﺎﺟﻪ‪ ،‬واﻟﺘﻲ ﺗﻤﻠﻚ ﺛﻠﺚ‬ ‫ﺣﺼﺔ ا‪5‬ﻗـــﻠـــﻴ ــﺔ ﻓﻲ ﺷﺮﻛــﺔ‬ ‫أﺑــﺎﺗﺸـ ــﻲ ﻣﺼـ ـــﺮ ﻟــﻠــﻨــﻔــــﻂ‬ ‫واﻟــﻐــﺎز‪ ،‬ﺑ ـﺤـﻔـﺮ اﻟـﻌـﺪﻳـﺪ ﻣـﻦ‬ ‫ا‪:‬ﺑـ ــﺎر اﻟـــﻨـــﺎﺟـ ـﺤـــﺔ ﻓﻲ ﻣﺼﺮ‬ ‫وﺳﺘﺴﺘﻤﺮ ﻓﻲ زﻳﺎدة إﻧﺘﺎﺟﻬﺎ‬ ‫ﻓﻲ اﻟـ ـــﺒ ــــﻼد ﺧــــﻼل اﻟﺴﻨــــﺔ‬ ‫اﻟـﻤـﻘـﺒـﻠـﺔ‪ .‬وأﻋﻠﻨﺖ اﻟﺸﺮﻛﺔ‬ ‫ﻣـــﺆﺧـ ـــــﺮا أن ﻣﺸـ ــــﺮوﻋـــﻬـ ــــﺎ‬ ‫اﻟـﻤﺸﺘـﺮك‪ ،‬ﺧـﺎﻟـﺪة ﻟـﻠـﻨـﻔﻂ‪،‬‬ ‫ﻗﺪ اﻧﺘﻬﻲ ﻣﻦ ﻋﻤﻠﻴﺎت ﺣﻔﺮ‬ ‫أﻋــــﻤــــﻖ ﺑﺌــــﺮ ﻓﻲ اﻟﺼﺤــــﺮاء‬ ‫اﻟﻐﺮﺑﻴﺔ‪.‬‬