February 2018 Oil & Gas Leaders Issue 011

OIL & GAS LEADERS

Chemical | Drilling | Exploration | Finance | Offshore-Onshore | Petroleum | Storage | Refinery | Up-Mid-Downstream

Ronan Le Gloahec Regional Managing Director for EMEA

Weir Oil & Gas

The Latest News In The Industry Supercomputer Helps Company Search for Oil and Gas Deep Below Asia and Middle East: The Proven Drivers of Gas Demand Growth For Next 10 years It’s Possible: The Extraction of Oil Doesn’t Have to Emit Carbon ADNOC to Expand Carbon Capture, Use & Storage Technology to Reduce Environmental Footprint and Enhance Oil Recovery Dubai Supreme Council Of Energy Strengthens Cooperation With National Oil & Gas Authority In Bahrain

Get The Job, Get The Promotion: How Engineers Can Appear Qualified for Their New Job Why You Shouldn’t Accept That Engineering Job Offer Immediately What Employers Look For When Hiring Fresh Engineering Graduates How To Be The Leader Your Engineering Team Needs How Engineers Can Be Promoted This Year According to Bosses

FEBRUARY 2018 ISSUE NO. 011

CREATING VALUE FOR INDUSTRY

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It’s only just the second month of the year yet so many things have already made 2018 exciting for all of us in the engineering community.

Given the new regulations implemented, recent developments and breakthrough research made by the engineering and scientific communities, the future looks bright for the hopeful ones.

This February, we are featuring Weir Oil & Gas and its Regional Managing Director for EMEA, Ronan Le Gloahec. In our special cover story, learn how the company is thriving despite the prolonged downturn in the energy industry. Find out what Le Gloahec’s outlook is on the oil and gas industry in 2018 and get to know more about Weir and its global technological advancements as the company demonstrates its commitment to digitization and operational excellence.

EDITOR’S NOTE

We have also included special Oil & Gas stories in the magazine this month. Learn more about the supercomputer that helps a company search for oil and gas deep below. Get updated on ADNOC’s plan to expand carbon capture, use and storage technology to reduce environmental footprint and enhance oil recover. Find out why the CEO of Crescent Petroleum believes Asia and Middle East are the proven drivers of gas demand growth for the next 10 years. Learn how it’s possible to extract oil without emitting carbon!

Lastly, we have prepared special leadership stories for engineers looking for big changes in their careers. Find out how you can appear qualified for your new job and how you can get promoted this year. If you’re a fresh engineering graduate, read our story on what employers look for when they hire new graduates. For engineers seeking a leadership role in one’s team, find out how to be the leader your engineering team needs. For engineers with new job offers, read our article on why you shouldn’t accept that engineering job offer immediately.

So it’s that time of the month to sit back and relax. Get your monthly dose of engineering and technology news and stories with GineersNow: Oil and Gas Leaders!

Engr. Alice Hernandez Senior Editor-at-Large

Contents Opportunity in the EMEA Region through End-to-End Partnership

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Asia and Middle East the proven drivers of gas demand growth for next 10 years: CEO Crescent Petroleum

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Qatar Petroleum announces the start operations by the new Qatargas as the only company to export Qatari LNG

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Qatar Petroleum Becomes The Exclusive Marketer Of All Qatari Crude Oil Exports

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ADNOC to Expand Carbon Capture, Use & Storage Technology to Reduce Environmental Footprint and Enhance Oil Recovery

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How Engineers Can Be Promoted This Year According to Bosses

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It’s Possible: The Extraction of Oil Doesn’t Have to Emit Carbon

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A Supercomputer Helps This Company Search for Oil and Gas Deep Below

22

Falcon Aviation And Leonardo Helicopters Partner For New Helicopter Offshore And Onshore Contract For Kuwait Oil Company

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Dubai Supreme Council Of Energy Strengthens Cooperation With National Oil & Gas Authority In Bahrain

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Why You Shouldn’t Accept That Engineering Job Offer Immediately

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March 2018 Oman Cargo sold at OSP + $0.15 on DME Auctions platform

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How To Be The Leader Your Engineering Team Needs

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How Engineers Can Reset A Bad Work Day

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What Employers Look For When Hiring Fresh Engineering Graduates

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FEED Contracts for Hail, Gasha and Dalma Ultra Sour Gas Offshore Project Awarded KBR Joint Venture Wins Two FEED Contracts from Azerbaijan International Oil Company for Azeri Central East Project

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Opportunity in the EMEA Region through End-to-End Partnership

Legacy rotating equipment in the EMEA region is often more than 30 years old, requiring significant attention to prevent downtime and protect profit margins.

The prolonged downturn in the energy industry has placed greater pressure on profit margins, forcing companies to re-examine operations in an effort to create efficiencies and gain a competitive advantage wherever they can. To be sure, while prices and margins have decreased, the need to meet the world’s energy demand remains the same, if not increased, with worldwide population growth.

It is no surprise that we all have to work smarter, and harder. The good news is that technology innovation, streamlined manufacturing, and

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Oil & Gas Leaders • February 2018

sound process as well as product engineering and design are helping to alleviate the challenges many energy producers face.

In the EMEA region this certainly holds true. In fact, it is compounded for a variety of sectors that have significant resources invested in legacy equipment that is essential to their operations. Legacy rotating equipment such as pumps, compressors, and turbines can often be more than 30 years old and present significant challenges to protecting profit margins while balancing operational needs.

With the acquisition of KOP, Weir Oil & Gas has extended its reach to the Asia-Pacific region and offers an expanded suite of pressure control solutions for operators across the globe.

With a 146-year-history of creating global solutions, Weir Oil & Gas is undaunted by the complexities these challenging times create. Weir’s history in the Middle East began with the first desalination plant in Egypt in 1884. Since then, Weir has expanded its reach and localized skilled resources in locations throughout the EMEA Region to serve its customer base.

Weir’s presence in locations throughout the EMEA Region serves operators working

in the region. Weir is truly a global enterprise. With more than 14,000 employees in 70 countries, Weir is a trusted source of Original Equipment Manufacturing (OEM), Operations & Maintenance (O&M), and Services—all backed by superior engineering expertise. This end-to-end capability makes a tremendous difference in the ability to positively impact customers’ operations Total Cost of Ownership.

The company provides client-specific engineered processes and equipment, supporting services and spare parts and offers longterm service agreements to eastern hemisphere energy and petrochemical companies through its 10 supporting Center of Engineering and Manufacturing Excellence (CEMEs) in the United Arab Emirates, the Kingdom of Saudi Arabia, Iraq, Azerbaijan and several across Europe.

Oil & Gas Leaders • February 2018

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Weir’s ability to perform rebuilds can yield a 30 percent reduction in CAPEX costs when compared with purchasing new equipment.

A few milestones include providing 295 Seaboard™ wellheads, representing 11 different wellhead configurations ranging from 3,000 to 10,000 PSI, to Kuwait Oil Company; providing managed services solutions to one of the worlds largest producers of crude oil located in the Republic of Iraq; opening the first wellhead manufacturing facility in Dubai’s Jebel Ali Free Zone, and more.

Since taking the helm in April 2017, Weir’s new regional managing director for EMEA, Ronan Le Gloahec, has visited Weir’s manufacturing, engineering and service centers across the Middle East, Europe and Caspian region and sees significant opportunities to help operators achieve greater profitability and efficiency in 2018 and beyond.

“From the rig to the grid, and points in between, we provide integrated solutions that are backed by world-class people and facilities,” recalled Le Gloahec. “Our engineered technology offering encompasses wellheads, Christmas trees and 12

Oil & Gas Leaders • February 2018

frac trees, API valves, BOP control systems and pressure control and production manifolds. We also have a wide service offering that includes the inspection and repair of pressure control equipment including BOPs, OCTG threading and repair, rotating equipment engineering, repair and high grading services; asset management programs; long term operation & maintenance opportunities; re-engineered parts through advanced parts solutions. Last but not least, Weir provides consulting services for workshop management and knowledge transfer structured management programs.”

Weir’s capability to complete rebuilds and reengineer legacy custom and standard equipment is a valuable resource to EMEA companies.

Weir is a recognized and trusted alternative to costly new CAPEX programs for offering Asset Life Extension services and products. Due to the age of legacy equipment, the OEM often no longer exists and neither parts nor drawings are available. Weir’s ability to perform rebuilds often results in a 30 percent reduction over the cost to purchase new equipment. CAPEX avoidance

Weir Oil & Gas supports clients from the rig to the refinery to the grid with comprehensive Operations and Maintenance programs backed by robust engineering expertise, local service facilities, in-house repair capabilities and ample parts inventories.

Weir’s RFID technology allows up to 1,000 assets to be accounted for in minutes using a proprietary RFID app.

secured through highly engineered processes and products represents a very attractive proposition for a growing customer base across the region and neighboring countries.

But it doesn’t stop there. Weir is also committed to optimizing energy extraction and production operations through a number of initiatives that focus on greater safety, efficiency, productivity, equipment longevity, and lower total cost of ownership. Digitization and innovation are pivotal to Weir’s success and its ability to help its customers realize their goals.

Additionally, Weir is the only company of its kind to offer on-site company-specific customized training programs and in-depth workshops to ensure technicians are properly trained to the full breadth of mechanical rotating equipment: compressors, gear boxes, rotating equipment and pumps. This is especially advantageous in nations where access to experienced and highly trained technicians is limited. Weir created a new one-of-kind 4,000 square meter workshop in Quarn Alam in Oman, which is unique to the

industry. Weir’s training brings Western standards to a traditional apprentice model, with an approach that is 80 percent hands-on experience and 20 percent classroom work as part of a three to five year program.

Weir’s culture underpins its innovative product and service offerings. Look no further than its Radio Frequency Identification (RFID) technology and RFID Mobile App as further proof.

Before Weir’s SPM® Radio Frequency Identification (RFID) technology and RFID Mobile App, maintaining an iron fleet was an error-prone, archaic process that relied on manual data collection.

Now, customers can register each asset by serial number in seconds, which allows up to 1,000 assets to be accounted for in minutes versus hours. This proprietary RFID Mobile App supports and speeds testing and inspection processes by identifying assets by serial number, allowing personnel to perform an inventory of parts and instantly recall the last certificate filed Oil & Gas Leaders • February 2018

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Weir Oil & Gas serves as a champion of the highest health, safety, environment and service excellence standards with a commitment to respect, harmony, entrepreneurship, innovation and empowerment.

and organize the iron in the database based on its assigned unit. The technology seamlessly works with not only Weir equipment but other manufacturers’ equipment.

Other new technologies from Weir include the Mudline Suspension System, which enables operators to run casing at deeper depths. It eliminates debris traps and improves reliability as well as efficiency of tieback operations in offshore operations. It also offers a method of disconnect for all casing strings, allowing the temporary abandonment of a well in a minimum amount of time and without having to cut casings. Casing strings can be easily reconnected for surface completion on a production platform wellhead deck.

Global technological advancements from Weir also demonstrate its commitment to digitization and operational excellence. Weir’s new Pressure Control Intelligent Systems for managedpressure drilling (MPD) and flowback operations 14

Oil & Gas Leaders • February 2018

digitizes and automates accurate real-time measurements and controls from unique points across the entire operation, transmitted from equipment sensors to a central control unit. The company’s new Simplified Frac Iron System reduces non-productive time through a ‘less-is-more’ approach, radically reducing the site footprint and amount of iron required for fracturing operations and replacing multiple iron strings, numerous turns and connections found in traditional configurations with a safer, straighter, more streamlined large-bore design.

Weir is positioned for greater growth in the EMEA due to four key areas of focus. “We focus on providing mission critical solutions so that we become a vital partner in our customers’ success, designing highly engineered equipment that satisfies the most challenging conditions, an intensive aftermarket care program to ensure reliable operations for high-wear applications, and comprehensive global support to be everywhere our customers are,” Le Gloahec said.

“At Weir, our culture is one of ensuring operational excellence – across all our businesses and in all the regions we operate.

My mandate, in support of that culture, is to first and foremost lead the company in a highly efficient manner, serving as a champion of the highest health, safety, environment and service excellence standards,” explained Le Gloahec.

Supporting an environment that promotes respect for one another, multi-cultural, race and gender harmony, entrepreneurship, innovation and empowerment is a priority for Le Gloahec.

This type of culture helps to continue to strategically position Weir, together with the executive team, to operate as a lean organization that is agile enough to respond to the needs of the business’ ebbs and flows.

To better communicate how Weir can improve a company’s performance, Weir unveiled new positioning during ADIPEC 2017.

“The repositioning serves a distinct purpose,” commented Le Gloahec. “Our roots in the EMEA region go back to 1884, when Weir was involved

in the construction of the very first desalination plant in Egypt followed by the first pipeline project in modern-day Iran in 1912. We have achieved many milestones and gone through many changes since then. This positioning will help our energy sector customers and partners have a greater understanding of how we can reduce their Total Cost of Ownership through our combined engineering, manufacturing and aftermarket services expertise from rig to refinery to the grid.”

Even though the market is cyclical, Weir has demonstrated it is well positioned to weather such fluctuations.

During the downturn, Weir responded by investing more in R&D and in July 2017, the company acquired KOP Surface Products, a provider of advanced pressure control wellhead technologies, systems and services – including wellheads, surface trees, valves, actuators and aftermarket services – extending its reach in the Asia Pacific region. With the KOP acquisition, Weir acquired business locations in Singapore

Weir’s Pressure Control Intelligent Systems digitally enable accurate real-time measurements and controls for managed-pressure drilling and flowback operations.

Oil & Gas Leaders • February 2018

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Weir Oil & Gas leverages wide-ranging engineering expertise to manufacture, service, and support clients with 10 Centers of Engineering and Manufacturing Excellence across the EMEA region.

and a manufacturing facility in Batam, Indonesia, in addition to a network of sales and service offices in Malaysia, Thailand, Vietnam, Qatar, UAE, Saudi Arabia and India.

This acquisition solidified Weir’s position in the region and complements its existing manufacturing facilities global footprint.

KOP has a long history and a market leading position in Southeast Asia with an emerging market in the Middle East. It is truly complementary to Weir’s solutions portfolio.

Leveraging on a dominant operations and global maintenance service contract base combined with a unique Pressure Control OEM and Rotating Equipment Engineering capacity and capabilities Weir is poised to be a leading resource for EMEA energy producers seeking to enhance their operational efficiency and profitability.

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Le Gloahec’s outlook for the oil and gas industry in 2018 sees distinct opportunities.

“If this downturn has done anything, it has made the industry more competitive and forced the whole supply chain to find ways to be more efficient. Our continued R&D investments have been focused on developing technologies and services that help our customers be more efficient so that as the market turns we come out stronger together,” Le Gloahec said.

“Additionally, in some of our service lines and for those we support out of the Dubai, Kingdom of Saudi Arabia and Iraq CEMEs, Weir is aligned to the low end of the cost curve, such as for the Middle East Conventionals, specifically.

Finally, we further support our EMEA customer base with the only In Country state-of-theart Advanced Pressure Control Equipment manufacturing and Rotating Equipment Engineering services plant in Dubai, UAE”.

Ronan Le Gloahec Regional Managing Director for EMEA Weir Oil & Gas

Qatar Petroleum announces the start operations by the new Qatargas as the only company to export Qatari LNG Qatar Petroleum has announced the official start of operations of the new Qatargas following the successful completion of the integration with RasGas, which was announced in December 2016.

around the world for their trust and confidence in Qatar Petroleum and in the State of Qatar, assuring them that Qatar will do its utmost to ensure the continued safe and reliable LNG delivery to their friendly countries.

Mr. Saad Sherida Al-Kaabi, President & CEO of Qatar Petroleum made the announcement today in a press conference held at QP headquarters in the presence of representatives of ExxonMobil, Total, ConocoPhillips, and Shell - the main international shareholders in both companies.

He also took the opportunity to thank all management teams from Qatar Petroleum, its international partners, Qatargas, and RasGas, for their contributions in creation of the new Qatargas.

Mr. Al-Kaabi said “Our aim was to integrate the two companies’ resources and capabilities to create a truly unique global energy operator in terms of size, service and reliability. We also aimed to create higher value for our stakeholders, and enhance the competitive position of the Qatari gas industry.

“It is important to highlight that this integration will ultimately save us around 2 billion Qatari Riyals in operating cost annually,” he added.

During the press conference, Qatar Petroleum’s President & CEO announced the birth of the new Qatargas saying: “As of the first of January 2018, all the ventures that were operated by Qatargas and RasGas are now operated by the new ‘Qatargas’, which is the result of the integration of two great energy centers of excellence.”

“Today, I am pleased to announce that we have accomplished our objective with great success, and on time. Qatargas will be the single entity exporting Qatari LNG to the world, under a ONE shared vision, ONE management system, and ONE work culture. It also gives me great pleasure to announce the appointment of the current Qatargas CEO Sheikh Khalid Bin Khalifa Al Thani as the CEO for the new Qatargas,” He added.

At the conclusion of his remarks, Mr. Saad Sherida Al-Kaabi extended sincere thanks and appreciation to all the buyers of Qatari gas 18

Oil & Gas Leaders • February 2018

The integration process will continue to focus on providing enhanced service, reliability, efficiency and effectiveness, as well as strengthening operations groups, which remained unimpacted by the integration, as the highest priority was given to ensuring a safe, seamless and risk-free business continuity.​

www.recapetroleum.com

ADNOC to Expand Carbon Capture, Use & Storage Technology to Reduce Environmental Footprint and Enhance Oil Recovery The Abu Dhabi National Oil Company (ADNOC) is planning to significantly expand its use of Carbon Capture, Use and Storage (CCUS) technology to meet a six-fold increase in the utilization of CO2, for Enhanced Oil Recovery (EOR), over the next 10 years. The volume of the greenhouse gas safely locked away underground will be equivalent to the CO2 20

Oil & Gas Leaders • February 2018

emitted by more than one million motor vehicles each day.

To meet the increased demand for CO2, which will be injected into Abu Dhabi’s maturing oil reservoirs, ADNOC has drawn up ambitious plans to capture the greenhouse gas from its own operations. ADNOC aspires to achieve up

2027 by capturing additional CO2 from its gas processing plants and injecting it into different onshore oil fields.

Abdulmunim Saif Al Kindy, Director of ADNOC’s Upstream Directorate and Chairman of Al Reyadah said: “As we push forward plans to create value by maximizing oil recovery over the life time of our fields, we will increasingly utilise a range of Enhanced Oil Recovery technologies, of which carbon capture, use and storage is not only good for the environment but also makes sound business sense.

“Replacing rich gas with CO2 injection into ADNOC’s maturing fields will allow the more productive use of valuable clean-burning natural gas, whether for power generation, desalination or as petrochemicals’ feedstock. This is a prime example of how clean technology can be integrated with traditional energy to optimize resources and reduce the environmental footprint.”

Photo Source: Delores Johnson via The National

to 70 per cent ultimate oil recovery rate from its reservoirs, which is twice as much as the global average, applying conventional recovery methods.

To date, ADNOC has stored approximately 240,000 metric tons of CO2, collected from Emirates Steel Industries (ESI), by injecting it into its reservoirs at Rumaitha and Bab oilfields to bolster oil recovery.

Starting in 2021, ADNOC will gradually increase the utilisation of CO2, expecting to reach 250 million standard cubic feet per day (MMscfd) by

In the oil industry, CCUS technology works in three stages. Carbon dioxide is first captured on site, then it is compressed and dehydrated.

Finally, it is transported via a pipeline for injection into oilfields, where it can be leveraged to enhance oil recovery. Using primary and secondary (waterflood) recovery techniques, between 30-35 per cent of oil are recovered on a global average. Including waterflood, ADNOC achieves up to 50% recovery rate from its fields.

EOR techniques, such as the use of CO2 and CCUS, can help increase recovery to up to 70 per cent.

The International Energy Agency (EIA) believes carbon capture and storage technologies have a key role to play in realising a sustainable, climate-friendly future energy scenario and are expected to account for about one sixth of required emissions reductions by 2050.

ADNOC was the first National Oil Company to pilot CO2 injection for EOR in 2009. In 2016 ADNOC joined forces with Masdar to launch Al Reyadah, the first commercial-scale CCUS facility in the Middle East & North Africa (MENA).

Al Reyadah is now fully owned by ADNOC and integrated into ADNOC Onshore.

Oil & Gas Leaders • February 2018

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A Supercomputer Helps This Company Search for Oil and Gas Deep Below The supercomputer is considered as the most powerful commerciallyowned system in the world, able to process more than a quadrillion calculations per second.

Industries mature over the years with the help of technology. In oil and gas, while the progress is significantly slow because of the radical shift towards renewable energy, there are still development on finding the precious resource deep into the earth.

Like supercomputers. Eni S.p.A., an Italian oil and gas multinational, has launched a supercomputer that could drastically change the way oil and gas are detected far below.

At 18.6-petaflops, this supercomputer is considered the most powerful commerciallyowned – non-governmental and non-institutional – system in the world. Its computing speed is near unimaginable, as a single-petaflop computer can process 1,000 trillion calculations per second.

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The HPC4, as what it is called, is installed at Eni’s Green Data Center in Ferrera Erbognone, about sixty kilometers away from Milan. It covers a floor area the size of a football field.

Such supercomputer has the capacity to scan for oil and gas reservoirs deep below the Earth over thousands of miles. That is, without the need for technicians to interpret data on paper printouts with sound waves sent deep underground to hunt for resources.

Eni’s Chief Executive Officer Claudio Descalzi said in an interview, “This is where the company’s heart is, where we hold our most delicate data and proprietary technology.”

But it comes with a price. To design and assemble a supercomputer, it can cost the

company $50 million to $250 million, and that is exempt from operations and maintenance.

Experts say that in the future, it might cost $500 million to use a single supercomputer, but of course with advanced features.

For Eni, it took them about $25 million to upgrade the system. The HPC4 machine has the ability to process data from drones used in exploration and from sensors attached to staff working in dangerous conditions.

Another supercomputer is being used by Eni which is the HPC3, although only a 3.8-petaflop machine. Altogether, they help the oil and gas operations from reservoir exploration and development, to the operation of its energy assets, including upstream production and refining.

In particular, according to Descalzi, the new system will make it easier to process the huge quantities of data Eni has collected for geophysical imaging and to perform more accurate modeling of its oil and gas reservoirs.

“These technologies will enable us, on the one hand, to accelerate and make the entire upstream process more efficient and accurate, reducing risks in the exploration phase and, at the same time, giving us a significant technological advantage,” he said.

“In our industry it is increasingly important to be able to process ever-increasing amounts of data, ensuring more accurate and faster results.”

The company is not the only one in the oil and gas industry to venture on supercomputers.

BP Plc and Total SA have also invested on supercomputers that they believe could improve time and efforts in finding oil and gas, but as mentioned, with increased costs.

“The time for analysis for exploration prospects these days, using current supercomputing power, is weeks,” said Jason Kenney, an analyst at Banco Santander SA in London. It took “months a few years ago, and many, many months a decade ago.”

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Falcon Aviation And Leonardo Helicopters Partner For New Helicopter Offshore And Onshore Contract For Kuwait Oil Company Falcon Aviation, one of the UAE’s leading aviation companies specialising in business aviation services, charter and aircraft management, confirmed today 24

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(17th January 2018) at the Kuwait Aviation Show that three new Leonardo AW169 helicopters (signed for at the recent Dubai Airshow) will be deployed on a five-

builds on our successful 10-year partnership including Falcon’s commitment as launch customer of the AW169 in the Middle East. We are convinced the Kuwait Oil Company will significantly benefit from the capabilities, versatility and safety of this new generation helicopter, along with the great service and operational expertise of Falcon Aviation.”

“This is a significant strategic contract for us, it was a strong international competition and fortunately we won the contract, which takes us into Kuwait for the first time,” said Falcon Aviation COO Captain Raman Oberoi. “We see a unique opportunity to provide safe and reliable services to KOC. We will work together to build a sustainable oil & gas aviation support services increase efficiency and productivity,” he added.

MRO expansion into Kuwait Falcon Aviation will establish all the required infrastructure, including the building of a brand new hangar to house the three Leonardo AW169s and create facilities to carry out line and base maintenance on the type.

“The KOC contract specified two helicopters, but Falcon Aviation added a third helicopter as backup to provide continuous services,” noted Nicolas Tejera, Director of Maintenance, who is expanding Falcon Aviation’s rotary MRO team, by recruiting helicopter engineers for the project. “It is an honor to win this contract and we are excited to be entering into this new project in the new territory of Kuwait with Leonardo. We know and understand the aircraft well and have enjoyed excellent customer satisfaction with the AW169 since introducing the type with TOTAL in ABK Field, UAE in January 2016,” he added.

year contract with The Kuwait Oil Company (KOC).

The helicopters will perform onshore and offshore Oil & Gas operations.

With this debut in Kuwait, marks a significant expansion for Falcon Aviation, which will be adding additional personnel in Kuwait, including offshore pilots and supportive administration personnel, plus line and base engineers to start the contract. The first two AW169s will arrive in March and the third in April 2018.

Emilio Dalmasso, SVP Commercial Business Unit, Leonardo Helicopters said: “We congratulate Falcon Aviation Services on this major achievement and are proud to contribute with additional AW169s to meet the operational requirement. The new contract

Falcon Aviation is the lead aircraft operator of the AW169 worldwide and confident of its suitability to provide reliable services to KOC for its offshore and onshore requirements.

The AW169 is a modern, multi mission twin-engine class A performance helicopter, renowned for its superior performance and safety standards and featuring 8/10-seat passenger layout.

Falcon Aviation to participate at Kuwait Aviation Show Falcon Aviation will be in Kuwait next week, participating at the Kuwait Aviation Show. (17th to 20th January) Stand B24. “I am very much looking forward to our expansion here, with this vitally important contract and beyond,” he concluded.

Oil & Gas Leaders • February 2018

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Why You Shouldn’t Accept That Engineering Job Offer Immediately There might be 5 red flags that will make you want to discontinue.

So you are unemployed, perhaps having a hard time to score a job. For an engineer this is pretty normal since qualifications could get in the way.

Now there comes an opportunity, a company that is open for hiring. And you seem to be a perfect fit.

Should you take that job? Not so fast.

Jobless engineers need not to settle on a company that is not worth it. To be able to know if it’s worth it or not, you have to look for signs, like work-related red flags, about the company you are applying for.

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Career coach Hallie Crawford defines a workrelated red flag as a warning sign, “either overt or even a gut feeling you have, that the job won’t be a good fit for you.”

He added, “It can also be a possible issue you sense with the company, why the job is available, your prospective boss, or a team member you’d be working with.”

Ignoring such red flags will make you waste your time in the future. Now how should you know that the job is not as good as it sounds, and it’s only attractive because it is the one available?

You get offered the job during the interview.

It is bad thing to be offered at the job interview right away for one thing: there could be issues.

Why is the company itching to fill the role?

There are several reasons for that and it could be that the engineering position asks more from the employee that what is required and paid or perhaps the company fires engineers from time to time.

The job description is not clearly defined.

To know the job title is one thing, to understand what you have to do with that title is another.

If you saw a job hiring for an engineer in a company, it has to be clear what tasks and responsibility you will be given once you are hired. And when the hiring manager refuses to say or fails to properly describe the job, it’s best not to accept the offer.

The hiring manager says he works 24/7—and so does the staff.

Hard work is not a bad thing, but a very demanding job that needs you to work round the clock is.

Here are the red flags:

Your interviewer (or his/her space) looks like a mess.

First sign that the company might not be for you is how disorganized the hiring manager is in terms of the interview and his or her working desk.

Blueprints are everywhere, files are scattered all over.

Job applicants always prepare, and you should expect the same with the interviewer. A mess that appears before your eyes during interview means that that is a regular day at the workplace – you do not want to work with that.

That is what many hiring managers do as well as engineers but you do not really need that kind of work life. You still have to make time for yourself, and you will not have that kind of luxury if your boss wants you to report to the workplace any time he or she wants.

The company low-balls its offer.

They post an attractive salary offer for an engineer only to lower it down during the job interview. That’s manipulation. Of course this is a red flag.

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How To Be The Leader Your Engineering Team Needs No matter what your role or rank is, you’ll become a leader sooner or later, so be ready.

Every company needs leaders that their employees can look up to. These leaders are those who make us feel motivated and bring out our drive to do our best at work. Sooner or later, you will be in the position of a leader in one way or another, so it’s always a good thing to learn how to bring out your best leadership skills when your team desperately needs it.

Here’s how.

Give your team a vision.

Whatever your role or rank at work is, when you are leading a team, you should provide them a vision. Give your team a guidepost on what your team needs to accomplish. Show them an overview on the different short term goals, and long term goals, and how you’re going to achieve them as a team.

Engage the team

After setting your team vision, engage them on how they will be contributing individually and as a team to the set vision. Make sure that they understand their roles in reaching the goals both 30

Oil & Gas Leaders • February 2018

short term and long term. Let them understand that their role is important for success.

Celebrate

Celebrate every success no matter how small or big. This will enable your team to see the progress you are making as a team. When people see the fruits of their labor was worth it, they will not hesitate to continue to do their best.

Encourage them during failure

You and your team will make mistakes–individually and as a team. Encourage your team despite mistakes and failures, and make sure you and your team learn from your mistakes. Instead on dwelling on the failure, create an environment wherein failure is an opportunity to learn.

Join them

Show your team that you are a team player. Be involved in as much activities as you can. Show your team that you are working with the team and as a team. Sit with your team and not above them.

Be with them during the challenges, and be with them when you achieve success.

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What Employers Look For When Hiring Fresh Engineering Graduates With zero work experience, fresh engineering graduates are confused as to what the determining factor really is to be employed.

Upon graduating in engineering school, perhaps your greatest worry is how you will be able to land a job. You think that it is difficult to find employers who will trust someone like you who does not have legitimate work experience.

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It is true that you might have difficulty in securing your first job, but there is a trick: show to hiring managers that you will be worth it.

And the best way to do that is to write in your resume what they want.

“When employers do hire from college, the evidence suggests that academic skills are not their primary concern,” says Peter Cappelli, a Wharton professor and the author of a new paper on job skills.

“Work experience is the crucial attribute that employers want even for students who have yet to work full-time.”

Especially for fresh engineers, it pays to have exposure to companies as early as college through on-the-job trainings and work sidelines. While this is optional for some, lucky are those who have curriculums making internships compulsory because that is what employers want the most.

The Chronicle of Higher Education tallied the relative importance of attributes in evaluating graduates for hire. Internships lead with 23 points from a scale of 0 to 100, 21 points for employment during college, 12 points for volunteer experience, and 10 for extracurricular activities. All these are experience-based attributes.

Meanwhile, academic attributes include college major with only 13 points, relevance of coursework and college GPA both with 8, and college reputation with 5. This just proves that your GPA will not matter that much after graduation.

What does this mean for engineering students?

And for you as a job seeker?

Now the question begs: what do employers want?

According to the Chronicle of Higher Education, it is not your college GPA but experiences outside of academics that matter to them: Internships, jobs, volunteering, and extracurricular activities.

Engineering students should invest in getting more on-the-job trainings or relevant work experience while in college. While it does not mean to say that grades do not matter, the experiences outside of the classroom just have more value to hiring managers when it comes to engineering work.

And for you who have already graduated and now looking for a job but do not have much prior experience related to your field, make your resume as appealing – while truthful – as possible, secure an interview, and sell yourself there. Tell them how much of a learner you are.

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Asia and Middle East the proven drivers of gas demand growth for next 10 years: CEO Crescent Petroleum “Prosperity of the region depends on managing geopolitical risks, efficiently delivering the energy needs of the region, and maximising recovery of resources, all of which require good policy and a thriving private sector.”

When asked about oil, Mr. Jafar says, “Oil markets are showing signs of recovery as 2018 has already seen prices of $68, however the drastic cut in upstream investment over the last 3 years has sowed the seed for a potentially significant price spike.”

All signs point to Asia leading the gas demand and continuing this upward trajectory for at least the next decade. Natural gas is still showing strong signs of becoming the world’s second most important source of energy over the next decade, according to Majid Jafar, CEO of Crescent Petroleum, the Middle East’s oldest private oil & gas company.

Examples of this trend are seen in both India and S. Korea. India’s Prime Minister Narendra Modi, whose medium-term goal for gas is a rise from 6.5% to 15%, has consulted industry CEOs on how to increase the role of gas in India. In a break from previous administrations, S. Korea’s new policy of phasing out coal and nuclear power in favor of more costly natural gas means it could see gas rise from 18% to 37% of the power mix by 2030.

According to Jafar, “Not only is the Middle East the source of c.42.5% of the world’s proven gas reserves, but it is also becoming a key consumer with the fastest growth in the region in both oil (3.4% CAGR) and gas (5.6% CAGR) demand over the last ten years.”

Mr. Majid Jafar, who is also managing director of the board of Dana Gas, the leading publicly listed natural gas company in the Middle East, adds, 34

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Mr. Majid Jafar is one of the featured speakers at the second Atlantic Council Global Energy Forum in Abu Dhabi, the premier international gathering of government, industry, and thought leaders to set the global energy agenda for the year and anticipate and respond to the dramatic changes in the world of energy.

The Atlantic Council Global Energy Forum in Abu Dhabi is scheduled for two days, beginning on Friday January 12 and will be attended by energy ministers from across the region including from UAE, Iraq, Bahrain, Sudan. The Secretary-General of OPEC and the Director-General of IRENA will also be there.

During the panel discussion, “2018 Energy Market Trajectories – A View from the Top”, CEOs from major global energy firms, including Mr. Majid Jafar, will shed light on the year in energy to come, offering insight into major market developments to follow, and guidance on how to interpret them.

In addition to Majid Jafar, CEO of Crescent Petroleum, other panel participants are Ayman Asfari, Chief Executive Officer, Petrofac, Claudio Descalzi, Chief Executive Officer, Eni S.p.A., Meg Gentle, Chief Executive Officer, Tellurian Inc, Hunter L. Hunt, Chairman and CEO, Hunt Consolidated Energy and Younghoon David Kim, Chairman and CEO, Daesung Group; Chair, World Energy Council.

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Qatar Petroleum Becomes The Exclusive Marketer Of All Qatari Crude Oil Exports Qatar Petroleum (QP) announces that all crude oil produced in the State of Qatar for export to international markets has been designated by a ministerial directive as a Regulated Product effective 1 January 2018.

Consequently, Qatar Petroleum, as the marketing agent for ‘Qatar Petroleum for the Sale of Petroleum Products Company Limited’ (QPSPP), will be the exclusive entity to market and sell all crude oil exported from Qatar.

Previously, QP and the various International oil companies active in the production of crude oil in the State of Qatar were independently marketing crude oil based on their production entitlements.

Going forward, QP becomes the single interface with the international markets for all marketing and sales related activities.

Mr. Saad Sherida Al-Kaabi, QP President and CEO, described the announcement as a further step towards realizing its vision to become one of the best national oil companies in the world, with roots in Qatar and a strong international presence.

Mr. Al-Kaabi said “the regulation of crude

oil exports is expected to deliver significant synergies in marketing and logistics, as well as cost efficiencies to the benefit of the State of Qatar and the crude oil producing entities. It will also further strengthen Qatar Petroleum’s international marketing ability and expand its global footprint.”

The President & CEO concluded his remarks by saying “this is an important milestone in support of the continued and sustained growth and development of our national economy.”

QPSPP, formerly known as, Qatar International Petroleum Marketing Company Limited’ (previously known as Tasweeq), was established pursuant to Decree Law No. (15) of 2007 concerning the Organization of Marketing and Selling of Regulated Products Outside the State of Qatar, and is wholly-owned by the State of Qatar.

Qatar Petroleum was appointed by the State of Qatar, pursuant to Law No. (9) of 2016, as QPSPP’s Marketing Agent in order to leverage the combined set of technical, commercial and financial capabilities and to achieve cost efficiency through the harvesting of synergies.

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How Engineers Can Be Promoted This Year According to Bosses This is what the engineering managers said: It’s a brand new year but it’s the same old job, at least for most of us. And what is a better way to start 2018? By having new year’s resolutions aligned to our career goals. Perhaps one of which is to get promoted.

But how can we do that? Bosses and engineering managers have weighed in, and this is what they said:

Collaboration An engineer who is a team player often yields positive feedback from co-workers. And it doesn’t take so much time before your ability to work with others reaches your boss and consider levelling up your position status.

Ownership For most bosses, it’s all about owning what the engineers do. That only means that they are dedicated to their work assignment and get things done. There has to be desire.

Effort Of course if you want to get promoted, you have to show an effort that you deserve it. Are you going beyond your regular tasks or doing something to be a lot more productive at work?

That is a key trait for engineers who want to get a higher position.

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Reliability Your boss should be able to trust you more and more in a lot of matters as you go up the workplace hierarchy. Show up on time, have initiative, and deliver.

Learning from Failure It’s only understandable for engineers to make mistakes at work, and there is only one way to deal: learn from them. Possessing this skill will make your boss think that you are able to turn things around when things go wrong and especially when you have more power in deciding.

Autonomy Other than collaboration, you should also have autonomy. This means that you have what it takes to work and decide on your own.

Honesty Honesty is still the best policy. For engineers seeking for promotion, this means total transparency with a higher-up even if it is negative.

Hard work Hardworking engineers have the greatest edge in moving up their careers this year. Managers appreciate those who go the extra mile at work and sweat their way to success.

Creativity It also takes creativity for engineers who succeed – those who think outside the box.

They are the kind of engineers who offer different kinds of solutions when the boss’ choice did not work.

Oil & Gas Leaders • February 2018

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It’s Possible: The Extraction of Oil Doesn’t Have to Emit Carbon Engineers in the U.S. were able to do it.

While fossil fuels provide for the world’s demands in oil and gas, its greatest issue is that it is not exactly environmentally friendly – much of the carbon emissions that reach the atmosphere, causing global warming, come from the drilling deep into the Earth.

Now we reached to an almost irreversible point that required the world’s governments to act, and that is through the Paris Accord.

Scientists and engineers around the world have roles to portray. Now, those from Ohio State University came up with a novel research as their contribution. And it’s significant once scaled.

What they were able to develop is a process that can use coal, shale gas, and biomass while consuming carbon dioxide. No more carbon emissions, and instead the process eats the harmful gas.

Published in the journal Energy & Environmental Science, their scientific breakthrough essentially transforms the raw materials into methanol, gasoline, and other useful products. On another note, it also lowers the capital costs in the production of synthesis, or syngas, by about 50% over the traditional technology.

The engineers say they have developed processes that “economically convert fossil fuels and biomass into useful products including electricity without emitting carbon dioxide to the atmosphere.”

Not only that, according to their press release, the technology consumes all the carbon dioxide it produces plus additional carbon dioxide from an outside source, that is, under certain conditions.

Two papers were published. The first one describes a process to convert shale gas, as

Fan holds their precious novel materials.

Photo via OSU well as coal and biomass, into methanol or gasoline while consuming CO2 that is produced in the reaction.

The second one gives details on extending the lifetime of particles used in their conversion process, so that the technology — called chemical looping — can become commercially viable.

Chemical looping uses metal oxide particles in high-pressure reactors to “burn” fossil fuels and biomass without the presence of oxygen in the air. The metal oxide provides the oxygen for the reaction.

The researchers claim that their technology can act as a stopgap technology that can provide clean electricity while renewable energies are yet to become widely available and affordable.

Leader of the research, Liang-Shih Fan of OSU, said, “Renewables are the future.

We need a bridge that allows us to create clean energy until we get there — something affordable we can use for the next 30 years or more, while wind and solar power become the prevailing technologies.”

These materials could enable cleaner fossil fuel technologies. Photo via OSU Five years ago, Fan and his team worked on a chemical looping technology that captured 99 percent of the CO2 produced in the combustion of coal. However, their process only allowed eight days for the iron oxide particles to be useful.

That was not the case in their new research, as their technology improved to keep the process going for over eight months, at least under laboratory conditions.

“The particle itself is a vessel, and it’s carrying the oxygen back and forth in this process, and it eventually falls apart,” said Andrew Tong, one of the engineers in the team.

“Like a truck transporting goods on a highway, eventually it’s going to undergo some wear and tear. And we’re saying we devised a particle that can make the trip 3,000 times in the lab and still maintain its integrity,” he added.

For now, the engineers are looking for partners in the industry to further develop the breakthrough technology.

Dubai Supreme Council Of Energy Strengthens Cooperation With National Oil & Gas Authority In Bahrain HE Ahmed Buti Al Muhairbi, Secretary General of the Supreme Council of Energy, received a highlevel delegation from the National Oil and Gas Authority, in Bahrain, headed by HE Jassim Issa Al Shirawi, Director General of Oil and Gas Affairs and Hisham Zabari, Senior Advisor in the Oil and Gas Authority. This comes within the framework of mutual visits with organisations and entities operating in the energy, oil, and gas sector.

Al Muhairbi welcomed the Bahraini delegation and and emphasised the importance of such meetings which would enhance joint cooperation, as well as the latest developments and best practices in the energy sector.

During the meeting, the parties reviewed the Demand Side Management Strategy that aims to reduce energy and water demand by 30% by 2030, and the Dubai Clean Energy Strategy 2050, which aims to diversify the energy mix so clean energy will generate 75% of Dubai’s total power output by 2050.

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The delegation was briefed on the experience of the Dubai Supreme Council of Energy, and its most important programmes and initiatives.

This supports the vision of the wise leadership to achieve the Dubai Plan 2021, to make the Emirate a smart, integrated, and connected city that sustainably manages its resources.

During the meeting, Al Muhairbi discussed the Dubai Integrated Energy Strategy, which was recently finalised. He also reviewed the results of the Green Mobility initiative, as well as the achievements that were recently made in this field. He stressed the importance of involving the private sector and strategic partners in implementing initiatives to achieve the best results.

At the end of the visit, the Bahraini delegation thanked the officials from the Dubai Supreme Council of Energy for their welcome and comprehensive presentation of the Council’s experience in the field of energy, clean energy, and sustainability.

March 2018 Oman Cargo sold at OSP + $0.15 on DME Auctions platform Dubai Mercantile Exchange hosted its 2018 first auction on Thursday 4 January, on behalf of Oman’s Ministry of Oil and Gas (MOG). The 2-million barrel cargo of March 2018 loading, was awarded at a premium of $0.15 per barrel over the March Official Selling Price (OSP).

19 companies participated in today’s auction; with more than 30 bids submitted during the 2 minute auction process.

In 2017, DME hosted several auctions, totaling more than 25 million barrels of different crude oil grades; including Oman Blend, Basrah Light, Basrah Heavy, and Malaysian Kimanis. This generated premiums of more than $14 million.

DME Auctions was launched in 2016 in a bid to provide a transparent spot commodity auction system for the first time in the Middle East.

How Engineers Can Reset A Bad Work Day Because work is not always a walk in the park.

No matter what field we work in, we all know how stressful work can be and our bodies feel like giving up once we get home. These are just the ordinary days, there will be days where everything will go wrong: your alarm goes off late, you’re having a migraine, your computer decides to hang on you, and you have 6 meetings you have to attend to and 12 new tasks to add to your daily tasks.

We all have those days and we usually don’t see it coming. While these may be outside our control, we can still monitor and reset our reactions. Here are some tips on how to handle an extremely stressful workday.

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Eliminate Work Related Stress Identify what is important and not important, list all your tasks down by priority. If it takes less than 2 minutes to complete, do them NOW. Then prioritize your most difficult tasks on your most productive time of the day. If you perform your best in the morning, do your most difficult task in the morning. If the job is too overwhelming, consider asking for help from a coworker.

Do extra research on time management when you get home, and apply what you’ve learned in your job. Do your best to perform your tasks without wasting any time and effort.

Communicate with your boss Explain your problems to your boss, but make sure to do it in a manner that is proper. It is also good to know the proper timing to communicate with them. Also consider the urgency of the problem.

If the problem is great, it’s more appropriate to speak with them in person rather than sending them an email. Keep your conversation straight to the point and professional. Make sure you update them with the current status of your tasks.

Avoid office politics Gossip and office politics don’t only affect a person’s reputation in the workplace but their productivity as well. Once the drama hits, it can be hard for the people involved to work efficiently– especially if the people involved in the drama are colleagues who need to work together to finish a certain task. We aren’t in highschool anymore, if it’s possible to stay out of the drama then don’t get involved. Concentrate on your work instead.

Don’t vent at work

passive-aggressive. Do some deep breathing, and if you really can’t hold it in, go outside for a few minutes to let the steam out. This will help you think more rationally before saying something you don’t really mean. If you really need to be open about it, talk to your coworker about how their negative behavior is affecting your job.

Take care of your personal troubles It’s difficult to balance your work and personal life, but it’s an important skill to learn. Weigh the odds if you can still continue on with your duties or if you need a day to reset.

Rest when you’re sick Engineers are used to working overtime and still continue to do so even if they are already sick.

Among all the tips mentioned, this is the most important one. KNOW WHEN TO REST. Unless you have superpowers and can work 24/7 for a week, learn to go home and get some well deserved rest. Never attempt to do work when you’re sick. You’re endangering yourself and the work you’re doing.

When you feel frustrated at work, don’t get Oil & Gas Leaders • February 2018

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Dr. Sultan Al Jaber, UAE Minister of State and ADNOC Group CEO

FEED Contracts for Hail, Gasha and Dalma Ultra Sour Gas Offshore Project Awarded The Abu Dhabi National Oil Company (ADNOC) today awarded the two Front End Engineering Design (FEED) contracts for ADNOC’s planned offshore ultra sour gas mega project, which consists of the Hail, Ghasha and Dalma fields.

Bechtel (UK) was awarded Hail & Ghasha FEED Contract and TechnipFMC (UAE) was awarded Dalma FEED Contract, both contracts worth of multi hundreds-million Dirham contract.

In man-hours, the two FEED contracts collectively are the largest awarded by an oil and gas company, underpinning the criticality of a detailed FEED phase to optimize project cost and schedule. The project, in the north-western area of Abu Dhabi, could meet nearly 20 per cent of the UAE’s gas demand by the second half of the next decade.

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Oil & Gas Leaders • February 2018

H.E. Dr Sultan Ahmed Al Jaber, UAE Minister of State and ADNOC Group CEO said: “The growth in energy demand in Abu Dhabi, and the wider UAE, has prompted ADNOC to harness its gas resources, as part of its 2030 transformational strategy. This FEED award provides ADNOC with further smart growth potential by unlocking our undeveloped sour gas reserves and will help us to deliver a key strategic imperative which is to ensure a sustainable and economic gas supply.”

In addition to awarding the FEED contracts, ADNOC is evaluating five Technology Licensors contracts, covering Gas Treatment Licensor; Sulphur Recovery Unit (SRU) Licensor; Natural Gas Liquids (NGL) Licensor; Condensates Recovery (Hydro treaters) and Hydrogen Generation Licensor. These technologies are critical to the successful execution of the FEED phase.

Photo Source: Trade Arabia

Abdulmunim Saif Al Kindy, Director of ADNOC’s Upstream business said: “The decision to award the FEED contracts came after a rigorous and extremely competitive tendering process, ensuring we will strictly manage costs through working with contractors which can deploy effective engineering and robust value-add technologies. In progressing with these projects, we will create the potential to capitalise on our success and experience in ultra-sour gas production, gained from the development of the Shah field, the largest project of its kind in the world.”

From the start of the FEED phase, ADNOC among the very few in the world, will implement an Integrated Project Delivery (IPD) approach. This will enable it to reduce the project’s schedule and cost, by integrating and involving all relevant stakeholders, including potential EPC bidders, sub-contractors, major manufacturers and governmental bodies during the FEED, who are critical to review design quality, identify design’s uncertainties

and enhance the precision of required engineering jobs.

In the FEED commercial evaluation process, the generation of in-country value (ICV) was considered as one of the selection criterion for the successful bidder. This validates ADNOC’s strategy to maximize the in-country value and encourage all international partners to consider the ICV element in their future commercial strategy.

The Hail, Ghasha and Dalma project taps into Abu Dhabi’s Arab formation, which is estimated to hold multiple trillions of cubic feet of recoverable gas and from which the project is expected to produce more than one billion cubic feet of gas per day (cfd), enough gas to provide to two million homes with electricity.

The awarding of FEED contracts follows the awarding of the Project Management Consultancy and artificial islands Design and Survey Contracts to Artelia and KBR, formerly Kellogg Brown and Root.

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KBR Joint Venture Wins Two FEED Contracts from Azerbaijan International Oil Company for Azeri Central East Project KBR, Inc. announced that its joint venture with SOCAR has been awarded two separate FrontEnd Engineering Design (FEED) contracts for a new Production, Drilling, Quarters (PDQ) platform – the Azeri Central East (ACE) platform – to be located in the Azeri-Chirag-Gunashli (ACG) field in the Azerbaijan sector of the Caspian Sea. The contracts cover the provision of FEED services for the new platform, along with associated brownfield tie-ins to other existing platforms in the ACG field, and a separate contract for the subsea services FEED. Following previous awards to other regional and international clients, these contracts mark the 4th and 5th awards to the joint venture, SOCARKBR Limited Liability Company (SOCAR-KBR), since its inception in mid-2015. SOCAR-KBR was formed to help further Azerbaijan’s ambition for creating a world-class Azerbaijan based engineering company.

“Through the Azerbaijani engineering company, SOCAR-KBR we are partnering KBR’s proven tools, systems, and procedures and our project track record in the Azerbaijan , Turkey and 50

Oil & Gas Leaders • February 2018

Georgia (AGT) region with SOCAR’s operation knowledge and experience in the oil and gas sector,” said Jay Ibrahim, President, EMEA. “KBR has been working in the Azerbaijan-GeorgiaTurkey (AGT) region since 1993 which gives us unrivalled experience and knowledge of existing on and offshore greenfield and brownfield assets.

During that time, KBR has completed over 25 million man-hours of work with zero lost time incidents.”

“These projects will be led by the Caspian engineering team in London with maximum local execution support from the Baku office where local engineers are delivering various projects under the SOCAR-KBR umbrella,” Ibrahim continued. “We are proud that currently more than 75% of our Baku based SOCAR-KBR team are Azerbaijani engineers.”

The value of the contract was booked into the backlog of unfilled orders for KBR’s Engineering & Construction business segment in Q4 of 2017.