Oil & Gas Leaders magazine is featuring Gulf Petrochemicals and Chemicals Association, Oct 2018

OC TOBER

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Abdulwahab Al-Sadoun Secretary General

GULF PETROCHEMICALS AND CHEMICALS ASSOCIATION

SP EC I A L

F E ATU RES

LEADERSHIP

New Tech May Transform The Oil Sands Industry

STOR I E S

15 Tips for the Best Engineering Resume 30

Saudi Aramco inks strategic collaboration with M.V. Lomonosov Moscow State University

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The Best Way to Lead Engineers is to Coach Them 48

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Total Sells Equity in India’s Hazira Terminal and Signs LNG Sales Agreement with Shell

Tech Jobs With The Most Income 42

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New generation of Grundfos CR pumps

FOR ENGINEERS WHO LIKE TO MOVE THE LIMITS The new generation of Grundfos CR pumps moves the limits for multistage pumps. The new CR has been made more reliable and durable than ever before through the use of state-of-the-art technology in simulation-design, materials, testing and production.

Pump hydraulics have also been redesigned and optimized – from impeller and guide vanes to inlet, discharge port, sleeve and diffuser – to ensure world-class energy efficiency.

Meet the new Grundfos CR at grundfos.ph/cr

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TRAINEE EDITOR

E D I T O R ’ S

N O T E

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sn’t it amazing how an incubator can give a chance to a premature baby to become part of the family his parents have been dreaming of? Isn’t it encouraging to see how a dialysis machine can grant a grandfather with kidney failure the opportunity to meet his grandson?

If not for the people who exerted efforts to produce valuable materials out of mere petrochemicals, those miracles would have never materialized. Many discoveries have triumphed particularly in the field of medicine because of the world’s dependent on products that are consisted mainly of plastics. Without this, engineers and scientists could not possibly think of any alternative that would match the caliber of these products in the manufacturing industry.

The chemical industry is a primary contributor to the development of innovative building materials and solutions that are significantly more energy-efficient, durable and better performing compared to their counterparts. From roofing to flooring, water pipes to window seals, house wraps to insulation, plastics, and other polymers deliver considerable energy savings thus, contributing to Responsible Consumption and Production and Climate Action. High-quality polyethylene (PE) piping systems also play a key role in addressing the global water challenge; they last three times longer than other pipes, suffer fewer breakages and require less maintenance.

But it is ironic that the planet’s sustainability is both nurtured and ruined because of plastic prevalence. Perhaps, this product is the human’s best and worst creation brought by both its advantageous characteristics and harmful qualities. And today, the world is pointing its finger to plastic

But it is ironic that the planet’s sustainability is both nurtured and ruined because of plastic prevalence.

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The Petrochemical Industry and the Challenges for a Sustainable Economy as the number one contributor to climate change.

An estimated 19 billion pounds or more than 8.5 million metric tons of plastic wastes end up everywhere. Environmentalists are crying to diminish or eliminate the use of plastic materials, and they are continually promoting alternatives. Scientists, engineers, and manufacturers are carrying the weight of the blame on their shoulders. They are consistently experiencing drawbacks as the pressure grows. Despite that, some organizations have taken the lead to address the issue and become part of the solution.

The Gulf Petrochemicals and Chemicals Association (GPCA), uniting more than 250 companies in the Arabian Gulf, is committed to minimizing energy and resource consumption by practicing the principle of maximizing the value and utility of materials over their life cycle and keeping them inside the value chain for as long as possible. Aside from advancing the industry’s interests, the association is, at the same time, honing future industry leaders who will continue to innovate in digitization, artificial intelligence, and the deployment of more energy efficient technologies that can add significant value to chemical businesses in the Gulf Cooperation Countries and elsewhere.

In this feature, GPCA will elaborate the organization’s vision to make Petroleum’s Move

Towards Sustainability and Circular Economy.

Armed with its present-day innovations, the organization and its core promises to continue to create petrochemical innovations for the future.

I bet you that GPCA is a cool story to be told. And as a bonus for this month’s release, we are to give you a peek featuring different facets of the life of an engineer—starring hard facts in the professional work environment, life hacks and useful leadership guide.

You wouldn’t also want to miss tips on crafting the most effective engineering resume while finding out and landing one of 2018’s highest paying tech jobs. Get ready as well to learn the secrets of workplace coaching and its benefits for a better and more proactive leaders inside your firm.

All of that and more from this issue.

Cheers to you, engineer!

Robert Bagatsing EDITOR

C O N T E N T S

S P ECI A L

08

F EATU RES

Saudi Aramco inks strategic collaboration with M.V. Lomonosov Moscow State University

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Fayez al-Sarraj, Head of the Presidential Council of the Libyan Government of National Accord, meets Eni CEO Claudio Descalzi

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Saudi Aramco Reinforces its Leading Role in Global Energy Supply: 2017 Annual Review

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57 58

STOR I E S

15 Tips for the Best Engineering Resume Average employers take only 8-10 seconds to screen your resume—these tips are for engineers like you to land the job. construction sector

The Best Way to Lead Engineers is to Coach Them Seek opportunities to show you care.

Engineers are tired of you managing them—learn the art of coaching.

Engineers can be Heroes too, Which One Are You? We do have real world heroes—engineers bring innovative ideas to life and sacrifice so we can reap its rewards.

Innovation Thesis and Its Ways to Propel Your Engineering Firm Innovation should be a strategic lever for change. In fact, it should be the center of every organization—engineering firms are no exception.

Tech Jobs With The Most Income It is said that in order to make room for the new, the old has to go—learn about the best tech jobs out there before your current job disappears before you.

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SHELL MDS MALAYSIA CELEBRATES 25 YEARS IN BINTULU

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Total Becomes World Number 2 LNG Player

04

52

GCC Chemical Industry’s Contribution to Sustainability and Circular Economy

Sands 30 New Tech May Transform The OilIndustry

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LEADERSHIP

World’s first viral engineering magazine www. GineersNow.com

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LEADING GLOBAL ELECTRICAL EQUIPMENT AND INTEGRATED SUPPLIER CHINT is committed to providing the world with safe, reliable and stable electrical equipment and clean energy solutions.

After more than 30 years of growth,CHINT has developed from Asia’s largest LV apparatus supplier to leading global electrical equipment and integrated supplier,with strength transformation,distribution to terminal consumpion.

To date,with the annual sales revenue exceeding more than 6.7 billion euros and over 30,000 employees around the world,CHINT has provided reliable electrical equipment and solutions for more than 130 countries and regions worldwide as an active player of electric power construction in the global market.

ZHEJIANG CHINT ELECTRICS CO.,LTD. ADD: Office NO.LB182406,P.O.Box:263174,Jebel Ali,Dubai,United Arab Emirates TEL: 00971-48848286 FAX: 00971-48848287 E-mail: chintwaa@chint.com Website: www.chint.net

C O V E R

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GCC Chemical Industry’s Contribution to Sustainability and Circular Economy W

hat are the latest trends in the petrochemical and chemical industry?

The chemical industry in the GCC and globally is in the midst of a fundamental transformation, reshaping existing business models and forcing industry leaders to rethink their strategy for the future. Looking forward, the regional industry’s key priorities will be to focus on developing new business models, pursuing industry consolidation and asset integration, enhancing their international footprint, and supporting a corporate culture focused on

innovation and performance excellence. Further industry consolidation between companies within the GCC can help to create the critical mass needed to benefit from shared services, utilities and procurement as well as innovation efforts and human capital development.

Pursuing right-sizing and integration, and – further downstream diversification – by realizing the full value of hydrocarbon products is another important driver in the regional chemical industry. Now more than ever before companies are investing in their capabilities to diversify their product portfolio

and increase product differentiation, shifting from commodities to specialty chemicals to address growing societal and sustainability challenges. Acquiring or developing new, groundbreaking technologies to enhance the competitive position of liquid feedstock and explore alternative petrochemicals feedstock, oil-to-chemicals being one example, is another important trend that we will continue seeing into the future.

What are the sustainability challenges in the petrochemical

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industry?

The chemical industry – as a solutions provider to some of the key sustainability challenges we face today – has one of the highest contributions to sustainability. In fact, as far as the UN Sustainable Development Goals are concerned, the industry contributes to 12 out of all 17 Goals.

Plastic packaging plays an essen-

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tial role in preventing food from going to waste by prolonging its shelf life and reducing spoilage.

In addition, a new generation of polyethylene films used in farming and greenhouses are capable of increasing crop yields by up to 60 percent in some cases, while inorganic fertilizers currently help to produce more than half of the world’s food, thus ensuring important nutrition for billions of people across the

globe. (SDG 3: Zero hunger) Modern healthcare advancements would not be possible without the use of plastic materials that have for decades played a key role in providing essential medical supplies, helping to improve the health of millions of people and saving lives around the world. Whether they are basic inventions such as IV bags and syringes or lifesaving

G P C A

Khalid A. Al-Falih, Minister of Energy, Industry and Mineral Resources, Saudi Arabia, inaugurated the 12th Annual GPCA Forum

Yousef Al Benyan, CEO, SABIC, and Chairman, GPCA, delivering the opening address during the 12th Annual GPCA Forum

In fact, as far as the UN Sustainable Development Goals are concerned, the industry contributes to 12 out of all 17 Goals.

medical devices such as incubators and dialysis machines, and even cutting-edge advances like dissolvable plastic heart stents, prosthetics made with plastics on 3-D printers –plastics help improve health and save lives around the world. (SDG 3: Good health and well-being ) Plastics serve as the building block for solutions used in vehicles light-weighting, thereby helping to increase fuel efficiency and significantly reduce carbon emissions. The chemical industry is a primary contributor to the development of innovative building materials and solutions that are significantly more energy-efficient, durable and better performing compared to their counterparts. From roofing to flooring, water pipes to window seals, house wraps to insulation, plastics and other polymers deliver considerable energy savings thus contributing to (SDG 12 and 13 Responsible Consumption and Production and Climate Action). High-quality polyethylene (PE) piping systems also play a key role in addressing the global water challenge; they last three times longer than other pipes, suffer fewer breakages and require less maintenance (SDG 6: Clean water and sanitation) From an emissions standpoint, chemical products save more than twice what they “cost� to produce. That ratio stands to grow even greater with increased investment in innovation.

As environmental pressures continue to grow, putting a strain on our valuable resources, the industry is developing products

Digital Transformation Operational Intelligence Productivity Risk Management Smart Machine Safety through Security

What if new technology could achieve things you didn’t know were possible?

Many organizations are already making The Connected Enterprise a reality.

They converge networks to create a common production platform, and gain unprecedented access to data. They see real business results that include: • • • • •

Productivity increases of 4...5% per year Waste reductions that result in hundreds of thousands of dollars in savings Faster time to market, which includes plants that become operational in weeks instead of months Quality improvements that result in defects being cut in half On-time delivery increases from 82 to 98%

Learn more about our implementation of The Rockwell Automation Connected Enterprise Journey

rok.auto/2t3yqXh

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with sustainability in mind, taking into account their entire lifecycle with a focus on increasing their potential for reuse, recycle and energy recovery. Such initiatives are in support of the Circular Economy, which is grounded on the principle of maximizing the value and utility of materials over their lifecycle and keeping them inside the value chain for as long as possible, thus minimizing energy and resource consumption. The circular economy also envisions that plastic does not leak into any natural streams whether land or water, but is rather collected for reuse, recycle or energy recovery, an idea that the industry fully supports

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through its efforts to increase the circularity of its products.

To further prevent plastic from leaking into the environment, a greater focus would be needed on developing land-based waste management infrastructure that supports robust collection, segregation and recycling practices.

The chemical industry in the Arabian Gulf region is one of the fastest growing industries globally whose very beginning started out of the drive to improve the region’s sustainability footprint, by converting associated gas, that was otherwise being flared, into high value chemicals and petrochemicals, thus deriving a tremendous value from what was being treated as

Through utilizing advanced technologies, Arabian Gulf chemical producers continue to invest in process and technology solutions to reduce their energy and water use

OSEA

27 - 29

NOVEMBER 2018

www.osea-asia.com OSEA is the largest oil & gas event for Asia that has consistently attracted high international participation. New for this year is the Gas Technology Asia, dedicated to all movers and shakers in the gas sector. Join more than 1,000 leading exhibitors at OSEA2018 and make use of this well-established platform to reach out to over 12,000 buyers from the region.

Contact our sales team at enquiry@osea-asia.com to find out more about exhibiting options.

THE GATEWAY TO

ASIA’S OIL & GAS INDUSTRY Held alongside:

#OSEA2018

Endorsed:

Organiser: Tel: +65 6233 6688 Fax: +65 6233 6633 Email: enquiry@osea-asia.com

Supported by:

Held in:

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“waste”. Today, within its own operations, the industry has achieved significant strides in improving its environmental performance by minimizing the use of energy in its plants, by converting CO2 into high value products, by reducing the waste created and discharged emissions into

the environment. Through utilizing advanced technologies, Arabian Gulf chemical producers continue to invest in process and technology solutions to reduce their energy and water use, optimize their resource utilization and reduce their energy consumption. This is evident from GPCA’s

TOP 10 ICONIC ACHIEVEMENTS 1. GPCA is the only regional organization representing the chemical and petrochemical industry sector in the six GCC states.

2. The association voices the common interests of more than 250 member companies from the chemical and allied industries, accounting for over 95% of chemical output in the Arabian Gulf region.

3. GPCA’s members come from both the public and private sectors, reaffirming GPCA’s role to provide a platform for healthy dialogue aimed at the participation of the private-public sectors in maximizing the economic and social returns of the petrochemical industry in the GCC countries.

4. About one third of the association’s member companies is from outside the GCC, specifically from 28 countries, reflecting the industry’s global reach and opportunities to pursue cooperation and growth in the GCC and international markets.

5. Small and medium sized GCC companies offer opportunities for closer cooperation with major companies, as well as opportunities for integration and development of their technical and human capabilities.

6. Over the years, GPCA has emerged as the leading voice of the chemical industry in the GCC, with over 100 publications published to date, and key publications translated into Arabic language.

7. As a result of GPCA’s relentless efforts over the years, total business interest upheld in the region has exceeded USD 210 million through the removal of tariffs, joint remedy measures being taken and GPCA’s advocacy work.

8. GPCA is the youngest association to join the Responsible Care Leadership Group and has repeatedly being recognized for its adoption and implementation of Responsible Care globally. In 2014, GPCA launched the Gulf Sustainability and Quality Assessment System (Gulf SQAS), with 102 companies assessed to date.

9. In 2016, GPCA established Leaders of Tomorrow, considered as the first official collective step to shape the skills of the future industry leaders through stakeholder collaboration.

10. In 2017, GPCA launched the first of its kind initiative in the region – the GPCA Legacy Initiative and Legacy Award “Al Rowad” to recognize the pioneers of the chemical industry in the Arabian Gulf.

www.recapetroleum.com

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G P C A

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most recent Responsible Care Performance Metrics Report, which highlights over 60 exceptional success stories in driving sustainability excellence in the GCC chemical industry.

tary commitment to enhancing Environment, Health, Safety and Security (EHS&S) performance, which over the years has continued to improve the standards of our processes and operations in compliance with internationally Almost a decade ago, we recognized best practices and adopted Responsible Care®, the established the GCC as one of global chemical industry’s volun- the top regions globally in its

GPCA’s objectives are founded upon three strategic pillars, namely, “Thought Leadership”, “Networking” and “Advocacy.”

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adoption and implementation.

Recently, we have witnessed a significant increase in the number of companies that have adopted the Global Sustainability Agenda, with Responsible Care® playing a key role through building a strong foundation and moving the industry forward in its sustainability journey.

What are the latest technologies that are disrupting the petrochemical industry?

Innovations in feedstock process technologies are some of the latest trends disrupting the industry currently, with several breakthrough projects announced in Asia and the Middle East to produce chemicals directly from coal, and more recently – crude oil. To illustrate the scale of disruption this would create for chemical markets, the COTC technology will produce at least twice the amount of chemicals per barrel of oil compared to a state-of-the-art, well-integrated

G P C A

Since our establishment in 2006, GPCA’s mandate is to drive the sustainable development and growth of the petrochemical and chemical industry in the Arabian Gulf region. GPCA is committed to serve our industry and members through our members, with our six working committees – Plastics, Supply Chain, Fertilizers, International Trade, Research and Innovation, and Responsible Care playing a leading role in championing the association’s initiatives and advancing its strategic objectives. refinery-petrochemical complex.

When compared to the current global average of about 8–10% conversion to chemicals per barrel of oil, and 17–20% from a very well-integrated complex such as PetroRabigh in Saudi Arabia, the announced COTC complex due to be built in the region by SABIC and Saudi Aramco will be capable of producing at least 40% of chemicals per barrel of oil—a quantum leap from a state-of-the-art integrated complex.

GPCA’s objectives are founded upon three strategic pillars, namely, “Thought Leadership”, “Networking” and “Advocacy.” Over the years, GPCA has established itself as the leading voice of the chemical industry in the region, and a trusted source of all regional chemical industry information. As part of our objective to establish regional industry data and information resources, we have built a comprehensive portfolio of reports

and studies, with over 100 reports published to date, and key publications translated into Arabic language. Through our Petrochemical Database, GPCA provides access to the most accurate and comprehensive database in the region covering production capacity, trade and products by company and country.

Our advocacy efforts are focused on safeguarding the industry’s common interests both within the region and globally, and promoting industry best practices, excellence and collaboration. As a result of our relentless efforts over the years, total business interest upheld in the region has exceeded USD 210 million, and we continue to collaborate with regional regulators towards the development of policies that ensure the regional industry’s interests are protected and upheld. As part of our networking pillar, we aim to provide effective platforms for members and industry stakeholders to network, share information and knowledge, and strengthen their

Innovations in digitization, artificial intelligence, and the deployment of more energy efficient technologies can add significant value to chemical businesses in the GCC and elsewhere. They can further help optimize functional excellence in manufacturing, marketing, supply chain, sourcing and various service functions.

What are the objectives of your organization?

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partnerships. GPCA represents the regional chemical industry not just within the region but globally, as we sit on the board and steering committee of the International Council of Chemical Associations (ICCA). We are also a part and an active member of the Global Plastics Alliance (GPA) and World Plastics Council (WPC).

“Advocacy” pillar and are divided into the following categories: “Our Youth”, “Our Environment”, “Our Industry”. As part of its commitment to the development of local talent in the region, GPCA in 2016 launched Leaders of Tomorrow, an initiative supported by GPCA members, and considered as the first official collective step to shape the skills of the future industry leaders through stakeholder collaboration. Now in its 8th edition, Describe your CSR initiatives since inception, the program has GPCA’s programs and initia- hosted 343 participants from 40 tives fall under the association’s universities across the six GCC states sponsored by 18 member 24 companies to date.

We believe that the future of our planet lies in the hands of each and every one of us

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In line with the regional drive towards sustainability and the conservation of resources, GPCA’s award-winning campaign Waste Free Environment started out in Dubai as a beach clean-up event and today boasts a truly global presence stretching across 4 continents 13 countries and 23 cities in 2017. At GPCA, we believe that the future of our planet lies in the hands of each and every one of us, which is why with Waste Free Environment – together with our members – we aim to educate the public about the opportunities to incorporate sustainability into their daily habits and building awareness around the harmful impact of irresponsible litter disposal and the lost opportunities due to a lack of recycling. For its phenomenal growth and clear focus on the community, Waste Free Environment was awarded “Best Social Responsibility Initiative of the Year” for 2016 at

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market. These include Research and Innovation Summit, PlastiIn an effort to bridge the Con, Supply Chain Conference, gap between the younger and Fertilizer Convention, Responpast generations and foster sible Care Conference and the a sense of national pride, we upcoming GPCA flagship event, launched the biannual GPCA Annual Forum, taking place on Legacy Initiative and GPCA 26-28 November 2018 in MadiLegacy Award “Al Rowad” which nat Jumeirah, Dubai. Our official recognize the pioneers of the award series – GPCA Supply chemical industry in the Arabian Chain Excellence Awards, PlasGulf. First of its kind in the GCC, tics Excellence Awards and the program aims to honor indi- Responsible Care® Awards are viduals who have made extraor- designed to recognize exceldinary contributions to foster lence, encourage collaboration and strengthen the industry’s and foster innovation across the development.

GCC industry. In addition, we organize specialized industry seminars and workshops on a Describe your annual activities, range of topics that provide an opportunity for knowledge-sharexhibitions and forums ing and fostering collaboration Each year we organize six among government representaannual conferences aimed at pro- tives, industry leaders and other viding an important knowledge global and regional stakeholders. sharing and networking platform for global and regional stakeholders to exchange industry best practices and learn about the latest developments on the the 7th ITP Oil & Gas Awards.

Plastics Committee Fertilizer Committee Supply Chain Committee International Trade Committee Research and Innovation Committee

2015

2016

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2013

TOTAL

32

2012

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2011

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2017

250

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200

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150

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2007

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2010

2011

2012

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2015

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At the end of 2017, GPCA’s members stood at 250, of which 213 are full members and 37 are associate members. GPCA members enjoy a number of benefits including access to industry data, exclusive network of high profile business contacts, profiling opportunities on GPCA’s website and publications, and many more.

GLOBE

GPCA M EM

In 2017, 31 new members joined the association in the categories of business partner, service provider, trader, and others. GPCA remains committed to growing its membership base as it reinforces its role as the “Voice of the chemical industry in the Arabian Gulf region”.

ME FROM AC RO S

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GR CA GPCA has enjoyed steady membership growth since inception.

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% MEMBERSHIP =9

UAE

80

65

Responsible Care Committee

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9

GPCA’S THREE STRATEGIC PILLARS

BOARD OF DIRECTORS EXECUTIVE COMMITTEE

Yousef Al-Benyan

Dr. AbdulRahman Jawahery

Dr. Mohammed Al Mulla

Chairman, GPCA and Vice Chairman and CEO, SABIC

Vice Chairman, GPCA and President, GPIC

Treasurer, GPCA and Managing Director and CEO, QAPCO

Mutlaq Al-Morished

Dr. Ramesh Ramachandran

Ahmad Al-Ohali

Managing Director, PIC

CEO, Tasnee

CEO, EQUATE

CEO, Sipchem

Ahmed Omar Abdulla

Abdulrahman Al-Suwaidi

Ahmed Saleh Al Jahdhami

CEO, Borouge

Managing Director and CEO, QAFCO

CEO, Orpic

Hazeem Al Suwaidi

Jamal Malaikah

CEO, ADNOC Fertilizers

COO and CEO, Natpet

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Abdulaziz Judaimi Sa

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Senior Vice President, Downstream Saudi Aramco Ku

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UAE

80

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Mohammad Farhoud

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22

Abdel Hadi Al Suhaimi 2

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Executive President, Saudi Chevron Philips

19

GPCA

S P E C I A L

F E A T U R E

New Tech May Transform The Oil Sands Industry Petroteq (PQE.V; PQEFF), a small Canadian company working in the oil sands of Utah, has developed a breakthrough, closed-loop system, that extracts clean oil from dry oil sands - for as low as $28 a barrel in high volume settings- considerably cheaper than traditional methods. o understand the true importance of what this breakthrough processing means to the industry, it’s important to understand what makes the traditional oil sands methodology so costly.

The oil sands are a combination of clay, sand, water, and bitumen - a thick, heavy, black oil.

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To extract the oil, the sand itself must be mined, usually with open-pit or strip mine techniques. Once the oil “ore” is mined, it must be transported to an extraction plant for processing. At the plant, a hot-water process is used to separate the valuable bitumen from all the sand, rocks, clay and other minerals.

Then, it moves on to separation cells, where hot water is pumped into the sand, forming a slurry that’s then piped into the extraction plant. At the extraction plant, the hot water/sand/bitumen mixture is agitated to release the bitumen from the sand.

Traditionally, it takes about 2 tons of oil-sands ore to generate one barrel of oil.

And with all-in costs as much as $75.73 per barrel, and break even costs averaging about $37 per barrel in the US, only efficient oil sands projects are economically feasible in today’s market.

Because Petroteq (PQE.V; PQEFF) has brought online a simple, self-contained,

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and easily expandable processing plant for generating oil from tar-sands… aiming for production costs as low as $28 a barrel on volume. After 5 years of research, 2 years of construction and testing, and over $15 million investment in assets, the breakthrough process is producing oil.

Here are the biggest reasons investors should consider looking more closely at this upstart company, and its breakthrough technology.

REASON: The first processing plant in Utah has just gone into production - and is expected to be producing 1000 bbl. of clean oil per day from the Uinta deposits Petroteq’s breakthrough technology is already up and running, producing real, useable oil for what on volume is expected to be a fraction of the cost of traditional oil sands.

The company expects to scale up quickly, producing 1,000 barrels of clean oil a day by the end of the year. In fact, the company expects to more than double production every year for the next two years.

The innovative new “plug and play” system will allow the company to double production from 1,000 to 2,000 bbl per day in 2019… and then more than double again, scaling up to 5,000 bbl a day by the end of 2020. With over 93 million barrels contingent resource of oil in its current leases, the company could potentially produce 10,000 barrels a day - for the next 25 years.

REASON: Petroteq’s technology is changing the oil sands economics The company’s proprietary system is the game-changer the industry’s been needing for a long time. It’s clean, it’s completely self-contained, and it can extract 99% of all the hydrocarbons - at costs as low as $28/bbl on volume.

Unlike traditional processes, Petroteq’s (PQE.V; PQEFF) proprietary technology creates a continuous flow, closed loop system - where oil sands go in one end… and only oil and clean sands come out the other.

The real innovation of this system, and what makes it a true breakthrough, is the use of specially designed, non-toxic solvents to replace the thousands of gallons of water used in the traditional oilsands extraction processes.

Petroteq’s patented clean oil recovery technology may be the world’s most efficient system for extracting oil from the sands.

Oil sands ore goes into the system, where it’s crushed into uniform chunks, 3/4 of an inch in size. These small chunks are then moved to a vertical tank, where they’re mixed with the special solvents and spun furiously by three horizontal propellers. “It is like a cyclone,” says Podlipskiy.

Most importantly, the consistent size increases available surface area, allowing for

a more complete extraction, and less time in the mixing tank, thus speeding up the entire process. As the system moves on, remaining solids fall out of the mixture, and the remaining liquids are run through a heated separation column.

The heat causes the solvents to float off as vapor… where they’re condensed back into liquids and recycled back through the process with fresh ore. Petroteq (PQE.V; PQEFF) expects to recycle over 99% of the solvents used in the process.

At the end, the black oil is piped out… and the sands emerge completely dry, scrubbed almost entirely of hydrocarbons and solvents. The clean sand can immediately be returned to the mine pit, safely, and without the need for further remediation to prevent chemicals leaching into the ground.

REASON: Petroteq’s Breakthrough Technology Eliminates the Negative Environmental Impact of Oil Sands Processing Extracting oil from the oil sands is a time intensive, and dirty business. It requires thousands of gallons of water, and the use of chemicals and hydrocarbons to separate the oil from the sands. Once processing is complete, all that now toxic water is run off and gathered in tailing ponds - open pools of sludge that will take decades to remediate.

The tailing ponds left over in Alberta, Canada from their massive oil sands projects have left pools of toxic waste holding over 1 trillion liters of sludge - covering 220 square kilometers. Petroteq’s breakthrough technology uses no water… so it produces no run-off and creates no toxic sludge. Only two things come out at the end of this new process - oil, and clean sand. Everything else is recycled.

No waste water, no tailings ponds, no need for remediation.

REASON: Immense Opportunities for International Expansion Currently, Petroteq controls a contingent resource of 93 million barrels of oil on its properties in Utah - worth roughly $6 billion gross at $70 oil. Yet that could prove small potatoes, very quickly.

There are oil sands in many countries, but it is too expensive or dirty to extract. And all that oil - much of it unprofitable at $70 crude - suddenly becomes hugely profitable with Petroteq’s $28 a barrel technology.

The U.S. Geological Survey estimated that Venezuela’s Oronoco oil sands could hold as much as 1 trillion barrels of oil in place…with 652 billion barrels considered accessible. Russia holds 34 billion barrels locked up in oil sands. Kazakhstan is sitting on 42 billion. China, 5.9 billion. Canada’s Athabaska field alone could possibly hold as much as 2 trillion barrels.

Petroteq’s (PQE.V; PQEFF) technology could become the most in-demand oil field technology in the world… and international licensing agreements could prove immensely profitable, especially if it is adapted for water-wet oil sands.

REASON: Expanding Market Impact with Another Potential Game-Changing Solution: BLOCKCHAIN Blockchain technology - the digital open ledger systems pioneered by crypto-currencies like Bitcoin - is quickly becoming the next big thing in global technology.

And Petroteq is taking the lead by bringing another blockchain based technology to the

oil and gas industry.

Called PetroBLOQ, it will be an innovative Blockchain-based platform designed exclusively for the oil and gas industry.

Fluctuating oil prices put market efficiency and cost-effectiveness in high relief for every facet of the industry - upstream, midstream, and downstream.

The Wall Street Journal has called Blockchain the “future in oil and gas” “Oil and gas companies could derive many benefits from blockchain technology, from enhancing efficiency and transparency to more securely storing and managing data,” according to WSJ. PetroBLOQ has the potential to reduce operating costs, while improving the speed at which transactions are processed. It will also make storing and managing the enormous amounts of data much more secure, strengthening the industry’s defense against cyber-attacks.

PetroBLOQ represents another industry innovation for Petroteq.

Smart coding will create contracts that will essentially self-execute - minimizing backlogs, reducing overall costs and virtually eliminating the risk of fraud and corruption across all industry transactions. Blockchain is also expected to improve the speed, efficiency, reliability and ultimately, the profitability, of commodities trading contracts.

Petroteq’s (PQE.V; PQEFF) two biggest breakthroughs - clean oil sands processing, and the PetroBLOQ Blockchain technology - show the small Canadian company is stepping up and proving it has the solutions to the industry’s biggest and most costly problems.

The innovative new “plug and play” system will allow the company to double production from 1,000 to 2,000 bbl per day in 2019… and then more than double again, scaling up to 5,000 bbl a day by the end of 2020.

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Saudi Aramco inks strategic collaboration with M.V. Lomonosov Moscow State University Saudi Aramco and MSU to conduct joint research programs on upstream technology A new Saudi Aramco Research Center will also be established at MSU Science Park in Moscow audi Aramco Upstream Technology Company (SAUTC), a Saudi Aramco company, has signed a memorandum of understanding (MoU) with Russia’s Lomonosov Moscow State University (MSU) to promote cooperation in the area of joint research, primarily to explore oil and gas industry innovation with specific focus on upstream technology.

an institution that is distinguished both by its venerable history and its academic prestige, notably in advanced upstream disciplines,” said Mohammed Y. Al-Qahtani, Saudi Aramco’s senior vice president of Upstream.

Under the MOU, Saudi Aramco and MSU will conduct programs and projects to include developing new advanced materials applied in the oil and gas industry as well as methods and techniques for reservoir and oilfield data acquisition, analysis and computational modeling.

“Lomonosov Moscow State University has a vast experience of fundamental research in the areas of geophysics and geochemistry, digital modelling and big data analytics, and collaboration with Saudi Aramco will assist in turning theoretical ideas into practical developments and innovations,” said Andrey A. Fedyanin, vice-rector of Lomonosov Moscow State University. “MSU welcomes the achievement of the milestone in partnership with Saudi Aramco, the world’s largest integrated oil and gas company. We believe that the signing of the MoU will give a new impulse for our cooperation.”

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The collaboration will also entail both parties organizing bilateral joint laboratories, symposia, workshops and conferences.

“Saudi Aramco welcomes this collaboration with Moscow State University,

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“In this era of accelerating technology and innovation, strategic collaboration between industry and academia is vital for impactful solutions to society’s most pressing priorities and challenges”, he said.

“In this era of accelerating technology and innovation, strategic collaboration between industry and academia is vital for impactful solutions to society’s most pressing priorities and challenges”

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Fayez al-Sarraj, Head of the Presidential Council of the Libyan Government of National Accord, meets Eni CEO Claudio Descalzi The Head of the Presidential Council of the Libyan Government of National Accord, Fayez al-Sarraj, met with the Chief Executive Officer of Eni, Claudio Descalzi in Tripoli today. Eni’s CEO outlined Eni’s current activities in the country in light of the recent start-up of the Bahr Essalam Phase 2 project, which marks the completion of the development of the largest gas field in production in the Libyan offshore.

T Officer of in Tripoli today.

he Head of the Presidential Council of the Libyan Government of National Accord, Fayez al-Sarraj, met with the Chief Executive Eni, Claudio Descalzi

During the meeting with Eni’s CEO, held in the presence of the Italian Ambassador to Libya, Mr Giuseppe Perrone, outlined Eni current activities in the country in light of the recent start-up of the Bahr Essalam Phase 2 project, which marks the completion of the development of the largest gas field in production in the Libyan offshore. Eni is the main supplier of gas to the local market – which has doubled in the last four years, with 20 million cubic meters a day destined

34

entirely to supply the country’s power plants, with an electricity generation capacity of over 3 GW. Descalzi and al-Sarraj also discussed future exploratory opportunities and development investments that would further strengthen Eni’s relationship with the country, which dates back to 1959. Eni’s CEO and Mr al-Sarraj also discussed the progress of social projects that are currently underway in Libya relating to healthcare and access to clean drinking water, with a total value of USD 25 million.

Eni is the largest international hydrocarbon producer in the country, where it currently produces 320,000 barrels of oil equivalent per day in equity.

Eni is the main supplier of gas to the local market – which has doubled in the last four years, with 20 million cubic meters a day destined entirely to supply the country’s power plants, with an electricity generation capacity of over 3 GW.

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Saudi Aramco Reinforces its Leading Role in Global Energy Supply: 2017 Annual Review 2017 highlights: Produced an average of 10.2 million barrels per day of crude oil including condensate Increased amount of natural gas supplied for fourth straight year, to an average of 8.7 billion standard cubic feet per day Crude oil exports averaged 6.9 million barrels per day Completed the acquisition of Motiva Enterprises to become the sole owner of North America’s largest single-site crude oil refinery Expanded global downstream portfolio with partnerships in China and Malaysia A record 230 U.S. patents granted, reflecting continued commitment to innovation and further reducing the greenhouse gas intensity of crude oil and its derivatives

audi Aramco, the world’s leading integrated energy and chemicals company, released today its 2017 Annual Review highlighting strategic achievements that reinforce the company’s role as the number one producer of crude oil and condensate, adding value by integrating refining and chemicals production, and expanding cleaner natural gas supply to meet domestic demand.

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Amin Nasser noted that in 2017, Saudi Aramco progressed a slate of oil and gas mega-projects in the Upstream. He also highlighted that in the Downstream, the company continued to enhance its global network and completed key agreements designed to extract maximum value across the hydrocarbon value chain. Importantly, he said Saudi Aramco’s safety performance remained strong and among the highest in the industry.

Amin H. Nasser, Saudi Aramco President and CEO In 2017, Saudi Aramco continued to deliver on its long-term strategy of reliable supply to meet customer needs, thereby driving economic growth in the Kingdom and around the world. Despite uncertain, volatile market conditions, we continued to create long-term value to benefit our shareholder, customers, and partners.

This year’s review underscores how Saudi Aramco is committed to playing its part in meeting the world’s energy needs today and tomorrow by continuing to invest wisely throughout the cycle and across the value chain.

Upstream highlights In 2017, Saudi Aramco reinforced its premier upstream oil and gas position, optimizing its stewardship of the Kingdom’s hydrocarbon resources. Designed to maximize long-term value, the company’s upstream strategy focuses on leveraging competitive advantages in production scale.

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The Company will maintain its position as the world’s leading crude

oil producer by production volume by tempering production from mature fields, accelerating younger fields and secondary reservoirs, and developing fresh reserves from new increments, while diversifying operations to capture value from strategic integration and expand natural gas activities.

The company produced an average of 10.2 million barrels per day (bpd) of crude oil, including condensate. Total raw gas processing averaged 12.4 billion standard cubic feet per day (scfd). The company discovered two new oil fields (Sakab southeast of Haradh and Zumul in the Rub’ al-Khali) and a gas reservoir (Jauf, in the Sahba field), and continued its program to increase the capacity of the Khurais field by 300,000 bpd in 2018.

The company continued its efforts to increase domestic gas supplies, providing additional feedstock to drive industrial utilities expansion and improve national energy efficiency, while making more crude oil available for export. Major project achievements included readying the Midyan non-associated gas field to produce 75 million scfd of natural gas and 4,500 bpd of condensate, displacing liquid fuels for use in power generation, and progress on the Fadhili Gas Plant designed to process up to 2.5 billion scfd of raw gas, a component in raising the company’s overall gas processing capacity.

Additional programs to expand capacity included the Hawiyah Gas Plant’s new processing facilities, which are expected to come on-stream in 2021, and add more than 1.1 billion scfd of processing capacity for a total of approximately 3.6 billion scfd. The company started engineering, procurement and construction of a natural gas liquids deep recovery train at the Uthmaniyah Gas Plant that will recover ethane and other NGLs from natural gas produced from the Uthmaniyah Gas Plant and the Hawiyah Gas Plant expansion.

Downstream highlights Saudi Aramco’s Downstream continued to provide an engine for the company’s growth and diversification, driving value across the hydrocarbon chain by expanding and integrating the company’s

portfolio and partnerships, and creating additional revenue streams. In 2017, crude oil exports averaged 6.9 million bpd, and gross refining capacity was 4.9 million bpd.

Saudi Aramco completed the acquisition of Motiva, which includes North America’s largest single-site crude oil refinery in Port Arthur, Texas, and signed an agreement to participate in Malaysia’s Refinery and Petrochemicals Integrated Development (RAPID) project with Petronas, which includes a 300,000 bpd refinery, three million tons per annum of olefins capacity, and chemicals manufacturing units. In addition, a Memorandum of Understanding was signed with Norinco to build a 300,000 bpd capacity refinery and expand another in China.

In-Kingdom, the company’s Sadara joint venture with The Dow Chemical Company also witnessed a milestone with the full operation of the last of its 26 plants — a commissioning that takes Saudi Arabia’s chemicals industry to the next era.

The facility achieved reliable operations at full design feed capacity of 85 million scfd of ethane and 53,000 bpd of naphtha.

Our approach to downstream integration, expansion and petrochemicals growth is underpinned by our unwavering commitment to technology and innovation, and developing world-class collaborative partnerships to advance cutting-edge science.

This means efficiently applying existing and proven Crude Oil to Chemicals Technologies (COTC) on a large scale industrial basis, and also pioneering new Crude to Chemicals (C2C) technologies that advance the forefront of knowledge and boundaries of what is possible in petrochemicals production.

Saudi Aramco is continuing its pioneering thermal crude oil to chemicals (C2C) technology program that was successfully piloted in 2017 and delivered higher chemicals yield than previously achieved. We also established a strategic partnership with leading technology providers, Chicago Bridge & Iron and Chevron Lummus Global, to de-risk and scale up this technology.

Saudi Aramco also signed a memorandum of understanding (MoU) with Saudi Arabian Basic Industries (SABIC) to develop a fully integrated crude oil to chemicals (COTC) complex in Saudi Arabia that is anticipated to process 400,000 bpd and deliver an annual output of 9 million tons per annum of chemicals and base oils, in addition to transport fuels.

Aramco Performance Materials began commercial operations in 2017, selling its first consignment of cost competitive and sustainable CONVERGE® polyols that are used in a broad range of high performance applications such as polyurethane coatings, elastomers, and adhesives, and contain up to 50% carbon dioxide, demonstrating how it can be converted into useful products.

In the drive to grow its base oils business, Saudi Aramco marked a number of milestones in 2017, including establishing a global interchangeable slate of Saudi Aramco branded base oils among the company’s LUBEREF, S-Oil, and Motiva affiliates, and starting domestic sales of aramcoDURA® and aramcoPRIMA® base oils. lights

Technology and innovation high-

Continued investment in pioneering technology, a global R&D network, and

collaborative partnerships are key elements driving the company’s operational efficiency and production performance.

In 2017, computational modeling resolution enhancements were made to the cornerstone TeraPOWERS and Giga-

The company produced an average of 10.2 million barrels per day (bpd) of crude oil, including condensate.

Total raw gas processing averaged 12.4 billion standard cubic feet per day (scfd).

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POWERS reservoir simulators for better understanding of reservoir enhancements.

The GeoDRIVE integrated seismic imaging platform, another company technology, was developed to enable ultra-high resolution subsurface mapping and characterization.

Saudi Aramco also expanded its use of innovative nonmetallic materials. More than 2,300 kilometers of non-metallic pipe was deployed, resulting in significant cost avoidance throughout the life cycle. Nonmetallics also create additional markets for crude oil in the construction, automotive, renewable energy and other sectors, and support local manufacturing opportunities.

Saudi Aramco’s commitment to innovation was highlighted by the fact that in 2017, 230 U.S. patents were granted — a record for the company. A significant number of these patents reflect the company’s continued investment in further reducing the greenhouse gas intensity of crude oil and its derivatives that will reap benefits for energy producers and consumers alike.

Sustainability initiatives Sustaining low carbon intensity crude oil is a major focus, achieved by applying best practices at every stage of operations.

In 2017, a major well-to-refinery study of all the crude oil grades supplied to the Chinese market from over 20 countries highlighted that Saudi Arabian crude oils have the lowest carbon intensity, reflecting the productivity of Saudi Aramco reservoirs, low water production hence less energy expended, and low flaring rates.

Flaring intensity remained at less than 1% of annual gas production in 2017.

In fuel engine technology, the company completed a vehicle demonstration at its Aramco Fuel Research Center in Paris with a fully integrated octane-on-demand system that reduces CO2 emissions. The technology uses two fuels to achieve anti-knock quality and improves efficiency over gasoline engines by an estimated 8%.

Citizenship Saudi Aramco continued its long-standing tradition of positive outreach in line with the company’s strategic objectives.

With ongoing programs to boost competency in critical science, technology, engineering, and math (STEM) disciplines, Saudi Aramco continued to help prepare a highly skilled future workforce, a key focus

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for the Kingdom’s majority youth population. Outreach in 2017 also included support for higher education programs, including energy studies, sustainability and energy efficiency.

Facilitating the growth of micro industries provided tools for communities throughout Saudi Arabia to improve their economic well-being. Programs protecting the Kingdom’s unique and ecologically sensitive habitats included the Mangrove Eco-Park at Ras Tanura currently under construction, and the Shaybah Wildlife Sanctuary.

The company’s King Abdulaziz Center for World Culture, expected to attract 1.5 million visitors each year, offered a diverse slate of content to enrich the arts and cultural offering.

The company also reached out to people in need with programs designed

for immediate, positive impact, such as “I Want to Hear,” which provided 1,000 people with hearing aids, examinations and fittings.

Moving forward President and CEO Amin H. Nasser said: “Our achievements in 2017 reflected Saudi Aramco’s steadfast commitment to helping ensure global energy demand will be met for years to come, pursuing technologies and initiatives to derive even greater value from oil through petrochemicals and advanced materials, and investing in R&D to continue reducing energy’s carbon footprint and improving the Company’s operational efficiency. Our highly capable and talented employees will build on 2017’s successes to reinforce our leading position in oil and gas exploration and production, further our downstream growth, and maintain our focus on innovation.”

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SHELL MDS MALAYSIA CELEBRATES 25 YEARS IN BINTULU Bintulu – This year marks a historical milestone for Shell’s Gas-To-Liquids (GTL) plant – known as the Shell Middle Distillate Synthesis Malaysia (Shell MDS Malaysia) in Bintulu. To commemorate this event, Shell hosted an appreciation event that highlighted the plant’s rich history and the journey Shell MDS Malaysia has shared with the Bintulu community. ommissioned in 1993, Shell MDS Malaysia is the world’s first, one-of-its kind GTL plant. Backed by 20 years of research, Shell pioneered the GTL plant’s technology that saw it convert liquefied natural gas (LNG) to ultra-pure liquid fuels, lubricants, chemicals and solid waxes.

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The wax produced at Shell MDS Malaysia – SARAWAX, named in honour of the state it is produced in, is an important component utilised in various industries including the manufacturing of everyday products such as ink toners, candles, crayons, aviation and vehicle parts, food packaging and even cosmetics. Today, Shell MDS Malaysia boasts an output capacity of 500,000 tonnes of GTL Products per annum and exports its products to over 50 countries internationally.

“These achievements would not have been made possible without the strong support from the Sarawak State Government.

The local government recognises the potential of the Shell MDS Malaysia plant and its socio-economic benefits and impact on growth, not just for Bintulu but for Sarawak as a whole. The opening of Shell MDS Malaysia plant helped to accelerate the development of the Bintulu district with increase in job opportunities for locals and potential development of the township in terms of facilities and infrastructure,” explains Datuk

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Iain Lo, Country Chairman of Shell Malaysia.

Currently, Shell MDS Malaysia employs over 400 staff, of which nearly 90 percent are Sarawakians. This development of local talent was achieved as part of Shell’s mission to support the community it operates in and to transform the plant’s initial workforce from predominantly expatriate reliant to locally driven.

In 2011, several members of Shell MDS Malaysia team in Bintulu were handpicked to be a part of one of the most complex and challenging energy projects ever commissioned – Shell’s Pearl GTL plant in Qatar. Using the Bintulu plant’s blueprint, this team of senior technical talent assisted in the design, commissioning and start-up of the new plant in Qatar. Currently, the Pearl GTL plant in Qatar is the world’s largest source of GTL products.

“Taking inspiration from what we achieved with our home-grown engineers at Pearl Qatar, we will continue to develop our local talents and give them exciting opportunities to showcase their skills. On that note, we are proud to announce the renewal of our talent development programme named Projek LINK (Latihan Industri Kimpalan), in conjunction with our 25th anniversary celebrations,” says Datuk Lo. Projek LINK, which commenced in 2012 is an initiative aimed at helping

students who face financial and academic challenges to upskill themselves. Currently, Projek LINK has produced close to 100 industry certified wielders who have made their mark in various companies in and outside of Malaysia.

Shell MDS Malaysia and Kolej Vokasional Bintulu signed a memorandum of understanding (MOU) to extend the Projek LINK programme. The signing ceremony was witnessed by the Chief Minister of Sarawak, Datuk Patinggi (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg.

“Currently we have identified a skill gap for trained scaffolders in Bintulu, and we hope to partner with Kolej Vokasional Bintulu and our current business partners to develop a training programme endorsed by the Department of Occupational Safety and Health (DOSH). We are optimistic that our efforts would not only help meet the needs of Shell but also support the development of employment opportunities and economic growth for local community here in Bintulu,” shares Omar Sheikh, the Managing Director of Shell MDS Malaysia.

To compliment the welding programme, Shell MDS Malaysia is actively exploring new training programmes to upskill the Bintulu community in ensuring higher employability. These programmes will contribute towards Bintulu’s aspiration of being an industrial town by 2025.

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BP transforms its US onshore oil and gas business, acquiring world-class unconventional assets from BHP Acquisition accretive to earnings and cash flow, delivered within existing financial frame.

Company increases dividend for first time in 15 quarters

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in the host countries.

n a move that will upgrade and materially reposition its US onshore oil and gas business, BP has agreed to acquire a portfolio of world-class unconventional oil and gas assets from BHP. The acquisition will bring BP extensive oil and gas production and resources in the liquids-rich regions of the Permian and Eagle Ford basins in Texas and in the Haynesville gas basin in Texas and Louisiana.

Under the terms of the agreement, BP America Production Company will acquire from BHP Billiton Petroleum (North America) Inc. 100% of the issued share capital of Petrohawk Energy Corporation – the wholly-owned subsidiary of BHP which holds the assets – for a total consideration of $10.5 billion, subject to customary adjustments.

On completion, $5.25 billion, as adjusted, will be paid in cash from existing resources. $5.25 billion will be deferred and payable in cash in six equal instalments over six months from the date

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of completion. BP intends to finance this deferred consideration through equity issued over the duration of the instalments. Subject to regulatory approvals, the transaction is anticipated to complete by the end of October 2018.

Bob Dudley, BP group chief executive, said: “This is a transformational acquisition for our Lower 48 business, a major step in delivering our Upstream strategy and a world-class addition to BP’s distinctive portfolio. Given our confidence in BP’s future – further bolstered by additional earnings and cash flow from this deal – we are increasing the dividend, reflecting our long-standing commitment to growing distributions to shareholders.”

Accretive acquisition, disciplined value growth After integration of the acquisition with BP’s existing US onshore business, the transaction will be accretive to BP’s earnings and cash flow on a per share basis. BP expects the acquisition to be fully accommodated within its current financial frame, with organic capital expenditure in a range of $15-17 billion a year out to 2021 and gearing maintained within a

20-30% range.

Following completion of the acquisition, BP intends to make new divestments of $5-6 billion, predominantly from the Upstream segment. The proceeds are intended to fund a share buyback programme of up to $5-6 billion over time.

The divestments will be in addition to BP’s ongoing programme of around $2-3 billion divestments a year.

Brian Gilvary, BP chief financial officer, said: “The financial repositioning we have delivered in recent years and the confidence we have in our outlook for free cash flow allow us to take this extremely attractive opportunity now without any adjustment to our financial frame. This is fully consistent with our commitment to financial discipline and creating value for shareholders. With our planned additional divestments and buybacks, we expect to deliver this major step forward for a net investment of around $5 billion.”

Liquids-rich assets with synergies BP has agreed to acquire assets with 470,000 net acres of licences, including

a new position for BP in the liquids-rich Permian-Delaware basin, and two premium positions in the Eagle Ford and Haynesville basins. The assets have combined current production of 190,000 barrels of oil equivalent per day (boe/d), about 45% of which is liquid hydrocarbons, and 4.6 billion barrels of oil equivalent (boe) resources.

Bernard Looney, BP’s Upstream chief executive, said: “This is a major upgrade for one of BP’s key Upstream regions, giving us some of the best acreage in some of the best basins in the onshore US. I believe our dynamic, highly-efficient team will be able to unlock the full potential of these assets. This will increase our target for free cash flow from the Upstream by $1 billion, to $14-15 billion in 2021, and provide opportunities for continuing growth well into the next decade.”

The acquisition will significantly increase the liquid hydrocarbon proportion of BP’s production and resources in the US onshore, to around 27% of production and 29% of resources from the current 14%

This will increase our target for free cash flow from the Upstream by $1 billion, to $14-15 billion in 2021, and provide opportunities for continuing growth well into the next decade.”

and 17% respectively.

BP’s existing US onshore oil and gas business currently produces around 315,000 boe/d from operations across seven oil and gas basins in five states with resources of 8.1 billion boe. Since BP established it as a separate business organization with new management four years ago, it has grown production and improved capital efficiency, with unit production costs reduced by 34% since 2013.

The combined business will continue to be led by David Lawler, CEO of BP’s existing US onshore business.

BP estimates that post-integration it will deliver more than $350 million of annual pre-tax synergies through sustainable cost

reductions and commercial and trading opportunities unique to BP. Growing distributions for shareholders BP has today announced a second quarter 2018 dividend of 10.25 cents per ordinary share, an increase of 2.5%. This dividend is expected to be paid on 21 September 2018 to ordinary shareholders and American Depositary Share (ADS) holders on the register on 10 August 2018. Holders of ADSs are expected to receive $0.615 per ADS (less applicable fees). A scrip dividend alternative is available, allowing shareholders to elect to receive their

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Saudi Aramco, Air Products, and ACWA Power to Form Over $8 Billion Gasification/Power Joint Venture at Jazan Economic City Saudi Aramco, Air Products (NYSE: APD), and ACWA Power today announced the signing of a Term Sheet to form a Gasification/Power joint venture (JV) located at Jazan Economic City (JEC) in Saudi Arabia.

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dividend in the form of new ordinary shares and ADS holders in the form of new ADSs.

he JV will purchase the gasification assets, power block and the associated utilities from Saudi Aramco for approximately over $8 billion. These assets are currently under construction and will be transferred to the JV upon successful start-up, scheduled in 2019.

The JV will own and operate the facility under a 25-year contract for a fixed monthly fee. Saudi Aramco will supply feedstock to the JV, and the JV will produce power, hydrogen and other utilities for Saudi Aramco. Air Products will own at least 55 percent of the JV, with Saudi Aramco and ACWA Power owning the balance.

The JV builds upon the importance and recognition that critical infrastructure assets in the region are being developed and operated under the Public Private Partnership (PPP) model.

The consortium will increase job opportunities and transfer the most advanced technologies in this field to the Kingdom, and enable Saudi talent to employ this technology for the first time.

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The JV will serve Saudi Aramco’s Jazan Refinery and terminal at JEC, a megaproject that will process heavy and medium crude oil to create liquefied petroleum gas, sulfur, asphalt, benzene and paraxylene, and add 400,000 barrels per day of refining capacity.

Saudi Aramco Senior Vice President of Downstream Abdulaziz M. Al-Judaimi said, “The Gasification/Power JV will be central to the self-sufficiency of our megaprojects at Jazan. The JV will enhance the overall value of the refinery and integrated gasification combined cycle power plant, and aid in transforming the province by positioning JEC for additional foreign direct investment and private sector involvement.”

Air Products Chairman, President and CEO, Seifi Ghasemi, said, “Air Products is very honored to be given this outstanding opportunity to expand our involvement in this megaproject in partnership with Saudi Aramco, the world’s largest company, and ACWA Power, the leading private power producer in the Middle East.

Earlier this year, Air Products acquired the patents for the Shell liquids gasification technology, which is the core technology for the Jazan gasification facility. Building on the success of our Lu’An project in China, this new project further extends Air Products’ leadership position supplying syngas to major companies around the

world. We appreciate the trust that Saudi Aramco continues to place in us, first in awarding us the air separation unit, and now moving toward an expanded scope of supply at Jazan.”

Ghasemi noted that the JV furthers the efforts of the Public Private Partnership (PPP) model to develop critical infrastructure assets in the region, a key component of the Kingdom’s Saudi Vision 2030.

ACWA Power Chairman, Mohammad Abunayyan added: “ACWA Power is committed to the expansion of the PPP model into the power sector. ACWA Power plays an important role in the power sector in the Kingdom and welcomes the opportunity to assist in the further development of Jazan economic corridor. Furthermore, our collaboration with industry leading companies, Saudi Aramco and Air

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BEWARE OF LPG-REFILLED BUTANE CANISTERS — DOE DEPARTMENT OF ENERGY (DOE) Secretary Alfonso G. Cusi on Friday warned the public on the emergence of illegally LPG-refilled butane canisters that circulate in provincial markets following the buy-bust operation conducted by the Philippine National Police (PNP)-Cebu City Police Office Station 1 in Barangay T. Padilla public market last 24 August.

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Products, will stimulate growth and innovation, aligned with Saudi Vision 2030.”

ec. Cusi also reiterated the DOE’s mandate to ensure the safety of the people by monitoring the quality and quantity of liquefied petroleum gas (LPG) being sold in the market.

The Energy Secretary said the buybust operations are part of the continuing efforts of the DOE and PNP to eliminate the proliferation of LPG-refilled butane canisters in the province. He urged consumers to refrain from patronizing said products.

“LPG-refilled butane canisters are extremely dangerous, especially since butane canisters should only be used once. Refilling these tin canisters with LPG could cause fire and also greatly endangers the lives of our consumers,” Sec. Cusi said

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in a statement.

Sec. Cusi also noted that a number of fire incidents caused by leaking canisters refilled with LPG have already been reported.

The Energy Chief commended the efforts of the DOE-Visayas Field Office (VFO), the province of Cebu, particularly the cities of Lapu-Lapu and Mandaue, as well as the local police for enforcing the laws that protect the public against illegal practices in the LPG industry.

Three individuals were arrested in Parian, Cebu for trading LPG-refilled butane canisters. They were identified as Ramir Amaca, Romeo Apparece and Romeo Cuevas, according to the report by the DOE-VFO. The three were arrested for violating Batas Pambansa 33, as amended by Presidential Decree 1865 after being caught selling and possessing 638 illegally refilled and empty canisters.

DOE-VFO records also show that in Cebu province alone, more than 30 individuals have already been arrested after being caught trading LPG-refilled butane canisters.

The proliferation of this illegal practice is becoming even more pronounced given that 63,055 LPG-refilled and 150,821 empty butane canisters were confiscated in Cebu from early 2017 until August 2018.

The DOE is also urging local government units and their officials to stop such illegal activities in their jurisdictions and to support the #ESafety campaign of the agency to protect the people.

The DOE further encouraged PNP members in all localities to intensify their law-enforcement campaign against illegal traders of energy products.

The Energy Department assures the public they will continue to monitor illegal activities in the energy industry that pose a threat to the lives of the people. It will

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Total Becomes World Number 2 LNG Player Total announces the closing of the acquisition of Engie’s portfolio of upstream liquefied natural gas (LNG) assets for an overall enterprise value of $1.5 billion. Additional payments of up to $ 550 million could be payable by Total in case of an improvement in the oil markets in the coming years. likewise provide technical assistance to the police authorities on the apprehension of individuals involved in illegal practices. his portfolio includes participating interests in liquefaction plants, notably the interest in the Cameron LNG project in the US, long term LNG sales and purchase agreements, an LNG tanker fleet as well as access to regasification capacities in Europe.

“Acquiring Engie’s LNG business is a real step change for Total allowing us to leverage size and flexibility in the fast growing and increasingly commoditized LNG market. This transaction makes Total the second largest global LNG player among the majors with a worldwide market share of 10% and the Group will manage an overall LNG portfolio of around 40 Mt per year by 2020. It also helps us to build a position in the US LNG market, with the 16.6% stake in the Cameron LNG project,” commented Patrick Pouyanné, Chairman & Chief Executive Officer of Total.

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Following the transaction, Total takes over the teams in charge of the upstream LNG activities at Engie.

TOTAL’S LNG PORTFOLIO BY 2020:

• A total volume of LNG managed of 40Mt / year.

• A liquefaction capacity portfolio of 23 MT/year, well distributed among the major LNG production areas: Middle East, Australia, Russia and the United States.

• A worldwide LNG trading contracts portfolio of 28 MT/year to supply each LNG market with competitive and flexible resources.

• A role of a key supplier for the European market with regasification capacities of 18 MT/year.

• A fleet of 18 LNG carriers, of which 2 FSRUs (floating storage and regasification units).

Caltex partners with Rural Aid to back farming communities Caltex announced a $100,000 donation to Rural Aid and an ongoing drought assistance package to lend a hand to rural producers facing tough times in the drought affected areas of NSW and much of Queensland.

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ural Aid, a charity set up to provide a central point of focus for rural communities who require assistance will get a package of support worth more than $100,000 from Caltex including: Fuel to keep farmers moving in the form of $200 StarCash fuel vouchers for farmers registered with Rural Aid for drought assistance A contribution towards Rural Aid’s fuel bill to keep their team and vehicles where they are needed the most A pledge to donate $1 for every 20 litre Delo® product purchased to Rural Aid a for twelve months following the launch of the Caltex’s new Delo® range of lubricants in October Farm Army assistance via a volunteer workforce of Caltex employees, their family and friends through the Rural Aid Farm Army initiative

Support for Rural Aid’s upcoming fundraising events Charles Alder CEO of Rural Aid said, “This donation will provide an immediate cost savings to our operation with our vehicles travelling hundreds of thousands of kilometres per year but also provide a significant reduction to on farm costs for our farmers. Any savings to operating costs will be welcomed by our rural communities in these tough economic times.” Besides the upfront donation and hands-on support, Caltex understands the stress faced by some of their rural customers and will be negotiating longer term agreements with those relying on fuel to keep their property going.

Besides the upfront donation and hands-on support, Caltex understands the stress faced by some of their rural customers and will be negotiating longer term agreements with those relying on fuel to keep their property going.

Brad Phillips, General Manager, Business to Business Sales, Caltex Australia said “Caltex understands that the need

for fuel is critical to rural operations. So as well as the donation to Rural Aid, and volunteer assistance, we will reinvest in the community through the sales of our new lubricant range.

“We also know that the mounting short-term debt faced by some of our customers is a big contributor to the stress experienced during tough times. We will help alleviate that stress and manage cash flow by extending our credit terms for some of the worst affected rural customers.

“As Australia’s largest supplier of transport fuels, we’ve worked with farming communities and local distributors for many generations. Caltex is passionate about supporting farming communities across NSW and Queensland and lending a hand in the ways we know can have the most impact,” Mr Phillips said.

Caltex has safely and reliably fuelled the needs of Australian motorists and businesses since 1900. For more information on the drought assistance package visit caltex.com.au/drought or buyabale.com. au/can-we-help-you.

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S P E C I A L

F E A T U R E

Total Sells Equity in India’s Hazira Terminal and Signs LNG Sales Agreement with Shell Total has signed a binding Letter of Intent (LOI) with Shell for the sale of its 26% minority equity stake in Hazira LNG regasification terminal in India. The transaction remains subject to the approval of regulatory authorities.

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n parallel, Total has signed an agreement to sell 0.5 million tons of liquefied natural gas (LNG) per year to Shell over 5 years, on a delivery basis to supply the markets of India and neighboring countries. The deliveries will be sourced from Total’s global LNG portfolio and are expected to begin in 2019.

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“This deal enables Total to capture value through an asset disposal, while the LNG sales contract allows us to maintain the balance of our LNG portfolio,” said Philippe Sauquet, President Gas, Renewables and Power. “We remain committed to supply the Indian subcontinent, which is a key market experiencing strong growth in LNG demand.”

DNV GL raises the standard for Thermoplastic Composite Pipes (TCP) DNV GL has launched a new standard that allows operators to choose thermoplastic composite pipes (TCP) instead of steel or traditional flexibles, enabling substantial cost reductions throughout the project lifecycle. fter the successful and wide adaptation of the recommended practice (RP) DNVGL-RP-F119 by the industry for qualification of TCP for various applications from dynamic to static applications since its publication in 2015, the RP has now been converted to an official DNV GL standard DNVGL-ST-F119.

This reflects the growing confidence in the TCP technology and the methodology of RP to deliver safe and reliable performance to the industry.

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Almost a decade after the manufacturing of the first Thermoplastic Composite Pipes, this novel non-metallic pipe concept is increasingly gaining the attention of the Oil and Gas industry. Spoolability, significantly lower weight to strength ratio compared to conventional metallic pipes and the absence of corrosion, make TCP a potentially disruptive technology in the pipeline industry. Various pilot projects with different operators have been initiated in the past few years to use TCP in offshore oil and gas projects to cut cost and increase efficiency.

Throughout this time DNV GL has played the role of an independent certification body for TCP to facilitate the adaptation of the technology by the industry, while ensuring the reliability and safety targets comparable to conventional metallic pipes.

Ramin Moslemian, Principal Specialist in DNV GL – Oil & Gas explains further “In 2015 the recommended practice DNVGL-RP-F119 for design and qualification of TCP was developed through a DNV GL-led joint industry project involving 18 companies covering the whole supply chain; from polymer producers, via TCP manufacturers, to oil companies as the end users. The document went through rigorous internal DNV GL and external hearing rounds and more than 700 comments were collected from the industry to ensure the thoroughness and quality of DNVGL-RP-F119. In December 2017, a small revision of the RP was conducted based on feedback from the industry.”

Since its publication, the RP has been the only available document for qualification of TCP in the industry and

has been used in almost all of the TCP pilot projects across the globe. The design and qualification methodology of the RP has been adopted by all manufacturers of TCP as well as developers of hybrid flexible pipes in which the pressure armour within a conventional steel-based flexible is replaced by TCP. Liv A. Hovem, CEO – DNV GL - Oil & Gas stated “The launch of the new DNV GL standard for TCP shows the industry is looking for innovative methods that reduce costs for their operations. The new standard gives the industry the trust and confidence that they can move forward with TCP safely across all lifecycle stages of a pipeline or riser.”

The next step for DNV GL is to help the industry identify attractive applications and support stakeholders through the decision process. An upcoming DNV GL type approval scheme being issued later this year will make it easier for engineers to design pipeline systems using TCP.

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L E A D E R S H I P

S T O R I E S

15 Tips for the Best Engineering Resume Average employers take only 8-10 seconds to screen your resume—these tips are for engineers like you to land the job.

Your resume is the best medium to advertise yourself. Those sheets of paper are your ticket for that dream engineering job. For this reason, resume writing is a crucial step you need to be good at.

Through the years, professional resumes also evolve and reformat. And so, careful judgement is needed in both content and style—after all these two factors decide whether or not you’ll be shortlisted or not. Fortunately, these top resume tips can help you advance to the interview round.

INCLUDE YOUR MOST RELEVANT SKILLS The screening system that employers use matches your resume to a designated set of qualifications. Include keywords on your resume that match the job-specific skills the employer is seeking. You can find the skills and attributes the employer is looking for in the job posting.

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ADD NUMBERS TO QUANTIFY YOUR ACCOMPLISHMENTS The content of your resume reflects what you’ve accomplished at work as a professional.

Adding numbers to your resume gives you an extra dose of credibility while creating an impression that you can bring concrete contribution back to the engineering firm you applied for. However, not all of your achievements will be quantifiable, but still many of them can be.

2.

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CHOOSE THE BEST RESUME FORMAT

3.

The tone of voice and how a resume is written in terms of the style, font, layout and language is the will determine whether you are the better applicant. Depending on your personal and professional circumstances, choose a chronological, a functional, combination, or a targeted resume that best fits your skills, work experience, and educational background.

CHOOSE A BASIC FONT

4.

You don’t want to complicate things when it’s the first meet-up. When writing a resume, it’s important to use a basic font that is easy to read, both for hiring engineers and for applicant management systems.

There are several simple fonts that will make your resume look clear while still leaving an impact.

PUT YOUR MOST IMPORTANT AND RELEVANT ACCOMPLISHMENTS FIRST

5.

6.

It’s important to prioritize the content of your resume so that your most important and relevant experience are listed first, with key accomplishments listed at the top of each position.

MOVE THE EDUCATION SECTION TO THE BOTTOM. Focus on your work experience (typically in reverse chronological order) then put your education and other information at the bottom of your resume.

You don’t need to include high school or your GPA if

street address, city, state, and zip, phone number, and email address. If you have a LinkedIn profile or professional website or blog, include those links as well.

ADD A PROFILE TO YOUR RESUME

9.

Objectives give a brief summary of your intentions and probable contributions to the company if ever you get hired. If you include an objective on your resume, it’s important to tailor it to match the job you are applying for. The more specific you are, the better chance you have of being considered for the job you are interested in or consider using a resume profile or summary, with or without a headline, instead.

it’s been a while since you graduated.

Here’s when to take your GPA off your resume.

USE BULLETS

7.

8.

Less is more when it comes to words on a resume.

Use brief action-oriented sentences that describe your role at each employer.

Use bullets to keep them in order.

INCLUDE ALL (OR MOST OF) YOUR CONTACT INFORMATION

After all the screening is done, it is pretty much obvious that the next step is to give you a call or send an email that you made it to the next round. Now, it’s important to include all your contact information on your resume so employers can easily get in touch with you.

In most case, include your full name,

USE A CONNECTION.

10.

Getting your resume into the hands of the right person can help you get an interview.

Your goal is to get your resume read and knowing someone who can help that happen will make a big difference in the outcome of your application.

Referrals are the number one source of new hires.

CHECK FOR TYPOS

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Resume errors matter, and don’t think a spelling or grammatical error won’t get picked up. Unfortunately, the mistake will jump right off the page and get noticed.

Grammarly is a terrific tool for making sure that your resume and cover letters are perfect.

WRITE A CUSTOM RESUME FOR EVERY JOB

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13.

14.

It takes more time to write a custom resume that matches your qualifications to the employer’s job posting, but, it’s worth the effort, especially when applying for jobs that are a perfect match for your qualifications and experience.

GET RID OF NON-ESSENTIAL INFORMATION Your resume is professional, not personal.

You should not include information about your personal life, family or hobbies or anything else not related to work.

EMAIL YOUR RESUME WITHOUT A GLITCH

When you’re sending an email resume, it’s important to follow the employer’s instructions on how to submit your cover letter and resume.

The employer may want your resume attached to the email message and sent in specific format, typically as a Word document or a PDF. SEND YOUR RESUME AS AN ATTACHMENT

15.

When you apply for jobs via email, you may need to send your resume and cover letter as an attachment. It’s important to send your cover letter and resume attachments correctly, to include all the information you need so your email message is read, and to let the receiver know how they can contact you to 55 schedule an interview.

L E A D E R S H I P

S T O R I E S

The Best Way to Lead Engineers is to Coach Them Seek opportunities to show you care. Engineers are tired of you managing them—learn the art of coaching.

2. TAKE TIME TO LIST THINGS DOWN.

4. SEND THEM IN TO YOUR OFFICE.

The engineering world is a stressful place to be in. More often than not, engineers lose their drive whenever they come across failures or difficulties in life. That is why, the smallest gestures often make the biggest difference inside the workplace.

Whenever in doubt or facing a bottleneck at hand, it is always good to stop and perform a self-assessment activity to realign. Through journal-based coaching, team members are prompted to list down successes, challenges as well as questions they need answers to.

With this, lesser time is allotted while the engineering leader can take time to reflect and find better ways to motivate his members.

Nothing can be more frightening than being called up to go to your boss’ office. It is the stigma which is also present in any engineering firm that keeps the employees on their toes whenever summoned. But, imagine if you are to call out a team member and give him a 30-second worth of praise instead of scolding. It will set an extremely different culture within the firm that will sprout a friendlier connection between you as a leader and a coach to your subordinates.

Coaching is no longer considered a foreign tool in effective leadership—it has grown to become a staple to almost every organization that is headed to the path of success. In fact, it reflects to even more evidences of employee development and retention over the past years.

But how come our engineering leaders forget to leverage on this skill if it has proven itself to be a worthy ally in terms of human resource investment?

Sometimes, our engineers are too cooped up with the end goal in mind. The need to provide solutions to immediate company needs while keeping the team intact through constant management have created an image that operational imperatives and talent development are two separate tasks while in fact, both should be working together.

So, in order to build innovative coaching habits and strategies internally, here are some tips for engineering leaders to consider.

1. SAY GOODBYE TO COACHING ONE-ON-ONES. A common misconception in coaching is the thought that everything should be done one-on-one. And when working in a very busy work environment, the fear of losing precious time dedicated to accomplishing pre-scheduled tasks can become a hindrance.

So, forget about spending enormous time with each of your engineers and conduct coaching initiatives that will engage the team without compromising the operations timeline.

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3. HOLD-ON TO NONVERBAL COACHING. Not everything needs to be said, sometimes more appreciation is revered without the need to speak. Try sending letters of praises. A simple “job well done” written in a sticky note can meet a lot after a long day haul. It would take two to four minutes of your time, (less than what you need to solve a simple math equation) but it will give an impression that the firm promotes a positive and supportive environment for its engineering employees.

5. RECREATE THE COACH IN YOU. Let’s admit it. Sometimes, no matter how hard we try we cannot always balance everything up. That’s why we need a back-up. Train someone to be a junior coach to fill in with the coaching efforts you can no longer do.

It can serve as a great succession tool to build internal leadership and retain top talent.

With all those five tips, there ain’t no reason anymore to miss coaching a team’s coaching habit. Keep in mind that an engineering team is only as good as its members and no success is driven out of demotivated members.

Every story can reach millions of audiences through GineersNow. We offer unlimited press releases posted on Google News, Apple News, Samsung Flipboard, Issuu, and the GineersNow website.

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L E A D E R S H I P

S T O R I E S

Engineers can be Heroes too, Which One Are You? We do have real world heroes—engineers bring innovative ideas to life and sacrifice so we can reap its rewards.

The Marvel Cinematic Universe has without a doubt contributed handsomely to the very much thriving film industry that we now have. The franchise, through the emotional weight in each of the stories, as well as the visual effects and action sequences indeed, remained to be a top-notch producer of unparalleled entertainment every movie-goer commit to watch.

But what really kept us from following Marvel is its concept of superheroes that always bring us back to that childhood nostalgia of wanting to become one.

At times like these, you sit and ponder on what would you do if you were a superhero. What superpowers will you choose to save the world? But when you think about it, we do already have real life heroes. Engineers time and time again, have saved humanity from ruin. Like any other professionals, engineers contribute to global advancement that has shaped the way we live now in ways we can never imagine.

So, who’s to say now that superheroes can never turn out to be real ones? In fact, here are extraordinary engineers who resemble your favorite Avenger characters clad with unique powers in real life.

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I R O N M A N / T O N Y S TA R K — T H E COMPUTER ENGINEER

Described as a genius, billionaire, playboy, and a philanthropist, Tony Stark best depicts an engineer with superb programming skills and command to computers to enumerate some. The hero called as the Iron Man, is also a master of Artificial Intelligence and Data Science. With the current demand for the job, no wonder why this engineer has amassed enormous wealth while using his knowledge to help push the digital age forward.

C A P TA I N A M E R I C A / S T E V E R O G ER — THE INDUSTRIAL ENGINEER

Renowned leader of the Avengers, hero Steve Rogers is perfect to become an effective industrial engineer. He is assumed to be the peak of human potential, therefore possesses enhanced strength, speed, reflexes, durability, and stamina which are all vital in any management scenario. With his shield, Cap can also eliminate wastefulness in production processes.

A N T M A N / S C O T T L A N G — T H E ELECTRICAL/ELECTRONICS ENGINEER

Overcoming his criminal past, Scott Lang who also happens to be an electrical engineer in his civil life, best represents electrical and electronics engineers alike.

The size-changing hero known as Ant-Man demonstrates how one should harness power, small or humongous in size into helping mankind with its daily lives. Electronics engineers are also proud designers of electronic components, software, and products for commercial, industrial, medical, military, or scientific applications.

THE HULK/DR. BRUCE BANNER — THE CHEMICAL ENGINEER

Though originally a nuclear physicist by profession, Dr. Bruce Banner a.k.a.

The Hulk can also be a candidate for the position of a chemical engineer. Due to an unknown genetic factor in his body, the gamma radiation that hit him did not result to death, but instead altered his body chemistry: whenever he became angry, excited, or outraged, a startling metamorphosis would occur. Chemical engineers in a similar manner, develop and design chemical manufacturing processes. They apply the principles of chemistry, biology, physics, and math to solve problems that involve the production or use of chemicals, fuel, drugs, food, and many other products.

Heroes, be it in the movies or in the physical world are all normal until they found ways to acquire special abilities that help mankind. They persevere and wok hard to realize their purpose in life. So as a promising engineering, why don’t you?

Innovation Thesis and Its Ways to Propel Your Engineering Firm Innovation should be a strategic lever for change. In fact, it should be the center of every organization—engineering firms are no exception.

Engineering firms who see and act upon the opportunities and possibilities for change through innovation in this volatile and uncertain environment will not only survive but will also successfully flourish amid fluctuating economic conditions.

Although, finding the right idea demands awful lot of brainstorming and ideation workshops, the tedious process is guaranteed to be rewarded with increased organizational competitiveness, faster business growth and increased business value to continuously flow and flourish in this age of disruption.

But how do you even end-up with “the idea”? Taking on innovation takes a lot of time in planning and demands to burn more resources to ensure high success rate.

Random acts of innovation are not options to consider as they will surely not produce good returns. Sometimes, what is thought to be a good investment, if not founded on research can lead to the downfall of the entire organization.

Thus, the need for a clear innovation thesis. In order to lead innovation successfully, every company needs clarity as to where the world is going and how they plan to use innovation to respond. This innovation thesis must revolve around the overall organization strategy. And in order for an engineering firm to develop its own innovation thesis, two things are needed to be considered.

P O R T F O L I O A N A LY S I S The road to innovation is rather bumpy,

and in order for the firm to reach its destination successfully, it needs to become aware first of its current position in the industry. Review your products and services portfolio and decide which need to retire and what opportunities can be grabbed in the future. Determine key considerations for decline in customer/client satisfaction while identifying bottlenecks and pain points.

BUSINESS ENVIRONMENT After looking internally at your organization, it’s time to look at the world around and observe how they react to present conditions. What key trends are emerging that are likely to impact the organization in the future? Are there visible threats that needs to be addressed? Take note of the customer landscape and identify whether change in preferences are present. When it comes to

technology, what are specific trends that may impact the business in the future?

I N N O VAT I O N T H E S I S A S A WORKING EXPERIMENT At the end of the day, no matter what preparations are made, an innovation thesis will never provide a hundred percent success rate. It is viewed as an hypothesis, a working experiment that needs to be constantly developed in order for it to evolve and meet the demands of its target customers. Needless to say, engineering leaders need to regularly review its progress and refine the thesis. Pivots are necessary so that the investment don’t ultimately die.

And with our innovation thesis in place, we can now start soliciting ideas from our teams. Nourish that innovative idea and propel your firm’s way to success.

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Tech Jobs With The Most Income It is said that in order to make room for the new, the old has to go—learn about the best tech jobs out there before your current job disappears before you.

Technology has grown intensely pervasive that it is already reshaping the way we live. Soon, robotics through massive automation may cause rapid increase in global unemployment. In fact, according to Oxford University 47% of jobs we presently have will be gone within the next 25 years.

So why wait for the worst case to happen? If you are giving your career some consideration or you just like to be well-invested for the imminent future, here are the ten of the highest paying jobs in the tech industry for you.

10. Product Manager Starting our countdown at number 10 is the job made for people with great understanding of the concept of Product Lifecycle Management (PLM) and possess exceptional analytical and management skills. Product managers determine parameters around the product an engineering team builds, then leads the development of that product from conception to launch.

AVERAGE ANNUAL SALARY:

$100,000.

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9. Full Stack Developer Next on the list is a job on the look for people good at coding and scripting with skills on web development and database technologies. Full stack developers are ones who are well-versed in both front-end and back-end development. They design and build APIs using MEAN stack technologies.

AVERAGE ANNUAL SALARY:

$110,000.

8. Cloud Architect Be on the lookout for the job of a cloud architect; they deploy and oversee an

organization’s cloud computing strategy. Some of the skills and knowledge required by a cloud architect include knowledge on Amazon Web Services (AWS) and Azure.

AVERAGE ANNUAL SALARY:

$118,000.

7. Artificial Intelligence (AI) Architect Still on the list are Artificial Intelligence (AI) architects. If you have solid programming skills and know Python, R, and Torch; interested in Machine Learning, Neural Networks, and Deep Learning, this might be the perfect fit

for you. They develop, manage and oversee AI initiatives within an organization.

AVERAGE ANNUAL SALARY:

$119,000.

6. DevOps Engineer DevOps engineer comes in at number six. Do you dig DevOps tools like Git and Jenkins? Interested to learn Linux or Unix system administration? Well, this is clearly the job meant for you.

DevOps engineer is someone on the development team taking part in the deployment and network operations.

They are responsible for designing and maintaining a deployment infrastructure, integrating cloud services so that processes can be automated.

AVERAGE ANNUAL SALARY:

$123,000.

5. Blockchain Engineer Moving forward, with very high demand in the current market, on number 5 is a fit for people interested with the technologies behind Ripple, R3, Etherium, and Bitcoin as well as consensus methodologies and the security protocol stacks, crypto libraries, and functions. A blockchain engineer specializes in developing and implementing architecture and solutions using blockchain technology.

AVERAGE ANNUAL SALARY:

$130,000.

4. Software Architect Are you a hardcore programmer with adept analytical skills? A software architect should be the perfect choice.

Part of your job is to identify a customer’s requirements and perform handson work to develop prototypes.

AVERAGE ANNUAL SALARY:

$130,000.

3. Internet of Things (IoT) Solutions Architect Third on the list is IoT solutions architect. In addition to strong programming skills, understanding of Machine Learning, and knowledge of hardware design and architecture is a must in this job. You will be responsible for

leading as well as participating in the activities around architecture and design, helping to develop an overall IoT ecosystem engagement while translating business needs into solution architecture requirements.

AAVERAGE ANNUAL SALARY:

$133,000.

2. Big Data Architect Landing on second place are Big Data architects in-charge of planning and designing of the entire lifecycle of large-scale developments including deployments of Big Data applications. In order to be one, you must at least have an understanding on Hadoop, Spark, and NoSQL, as well as data warehousing technologies.

AVERAGE ANNUAL SALARY:

$140,000.

1. Data Scientist On top of the list is the job for people with insane skills in coding languages like Python and SAS. A data scientist analyzes and interprets complex data to help organizations make better and timelier decisions. He should be able to identify business issues and deliver appropriate solutions AVERAGE ANNUAL SALARY:

$141,000.

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