oil review middle east 3 2016

Serving the regional oil & gas sectorsince 1997

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The changingrefining andpetrochemicals landscape

Hosnia Hashim, V-P of Operations, KUFPEC, onKuwait’s efforts to advance women in the oiland gas industrySee page 26

Offshore surveillance -technology trends

Cooling solutions forproduction optimisation

A new lease of life for oiland gas equipment

Qatar Petroleum - shakingup the business

Protecting the oil and gassector from cyber attack

The oil workforce outlook

Insight and intelligence onthe latest developments andopportunitiesUK £10, USA $16.50

See us at the show:

VOLUME 19 | ISSUE 3 2016

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ORME 3 2016 Cover_ORMETHREE05COVER.qxd 30/03/2016 15:54

Cool Down to Ramp UpA temperature increase of just 5 degrees can have a huge impact on production capacity. Aggreko has an in-house engineering team who specialise in working with refineries to create temporary or seasonal cooling and moisture control packages. Whether you need to overcome seasonal temperature spikes or want help in contingency planning, we have the experience and skills to make a difference to your bottom line.

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Kuwait+965 23983648

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Qatar+974 44606178

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Issue 3 2016 oilreview.me 3

IT’S A BUSY time of year for shows, with GEO 2016, Saudi Downstream,Oil & Gas West Asia (OGWA) and OTC Asia taking place over the pastmonth, and Tank World Expo, Kuwait Oil & Gas, Erbil Oil & Gas and MOCcoming up in April. While the low oil price has taken its toll on the size of some of theseexhibitions, they have nevertheless provided a useful platform to discuss allthe latest industry developments and establish business relationships, whilealso highlighting the need for innovative solutions to tackle industrychallenges. Exhibitors at GEO 2016 spoke of ‘hanging in there’ andexperiencing a slowdown in business, but felt the region continues to offergood prospects compared with other regions of the world. Many reportedongoing business with Saudi Aramco and other regional operators, whilenoting cutbacks in expenditure and increasing competition.

Editor’s note

Calendar6 Executives’ calendar and event

newsEvent listings and a look at some of themajor shows coming up, including KuwaitOil & Gas, Tank World Expo, MOC andErbil Oil & Gas

Oil & Gas News10 Developments

A round-up of the latest news fromaround the region, including the latestdevelopments in Iran, and Oman’s plansto step up production

Analysis14 Shaking up the business

Qatar Petroleum is looking to sell parts ofits vast business empire to trim costs inthe face of weak oil prices, but remainsopen to new ventures

18 Investment strategies in anuncertain environmentThe challenges and opportunities in theglobal refining and petrochemicals market

22 What it takes to leverage E&P BigDataHow an integrated and modular Big Dataplatform based on SMART technologiescan create value from E&P Big Data

26 Advancing women in Kuwait’s oiland gas industryThe commitment of leadership and the K-Companies Professional Women Networkhave set Kuwait on the path towardsgender balance in the oil and gas industry

Event Preview28 Tank World Expo

The event will bring together leadinglights from the Middle East and NorthAfrican bulk liquid storage industry

Technology29 Cooling solutions for production

optimisationTemporary cooling solutions for costsavings and operational efficiencies

32 Harnessing technology in a cost-critical climateAn overview of current offshoresurveillance technology trends

36 Providing a new lease of life for oiland gas equipmentExtending the life of critical oilfieldequipment through the use of coatings

IT38 Act now to protect oil and gas

assetsHow IACS security can protect theenergy sector from cyber attack

Innovations40 Industry developments

All the latest product annoucements inoil, gas and petrochemicals

Talent Management44 The global oil workforce outlook

Oil and gas professionals in the MiddleEast are more positive about their futurecareer than those elsewhere

Project List47 Qatar oil, gas and petrochemical

projects

Arabic5 News / Analysis

Front cover image: philipus / Fotolia

Contents

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Serving the world of business

Editor: Louise Waters - [email protected]

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Printed in: March 2016

© Oil Review Middle East ISSN: 1464-9314


A packed session at the Saudi Downstream conference, held from 8-10 March inJubail, Saudi Arabia

The opening day of the Oil & Gas West Asia (OGWA) exhibition, which took placefrom 21-23 March in Muscat. HE Dr Mohammad Bin Al Zubair, Advisor to HM SultanQaboos bin Said for Economic Affairs, opened the show (second from right)

Stand discussions at the GEO 2016 exhibition, Bahrain A group of female students at the GEO 2016 exhibition, Bahrain

HE Dr Mohammed bin Hamad Al Rumhy, Oman's Minister of Oil & Gas, addressed thekeynote session at the opening of Oil & Gas West Asia (OGWA) on 20 March

The VIP delegation at the opening of the GEO 2016 exhibition, Bahrain, 8 March.Bahrain's Deputy Premier, HH Shaikh Ali bin Khalifa Al Khalifa, is third from left andHE Dr Abdulhussain bin Ali Mirza, Bahrain's Energy Minister, stands second from left

Event Gallery

4 oilreview.me Issue 3 2016


S02 ORME 3 2016 - Events_Layout 1 30/03/2016 15:13

http://www.jotun.com/

THE 8TH MEDITERRANEAN Offshore Conference & Exhibition (MOC 2016)will be held from 19-21 April at the Bibliotheca Alexandrina ConferenceCenter, Alexandria, Egypt, under the patronage of the Minister of Petroleumand Mineral Resources of Egypt.

The Egyptian Petroleum Sector’s biannual international meeting, MOCbrings together hundreds of companies and attendees from both thenorthern and southern shores of the Mediterranean, to discuss and display the latest developments, technologies and discoveries in the energy industry.

MOC has grown in importance over the years, welcoming increasingnumbers of visitors, delegates and exhibitors from Mediterranean countriesthroughout North Africa, Europe, the Middle East and further afield.

MOC 2016 will provide a forum to discuss, examine and share with the

international oil and gas community the unlocked potentials of theMediterranean Sea. E&P companies, contractors, service companies andsuppliers will find it an ideal opportunity to present their products andservices, and to discuss the current themes and issues of theMediterranean energy industry, from seismic technologies, explorationdiscoveries and innovation in drilling technology, to reservoir management,and natural gas.

More than 6,000 attendees are expected to participate, representing morethan 10 nations, and including more than 1,000 conference delegates, whilebookings for the exhibition already cover 87 per cent of the available area.

Egypt’s offshore Mediterranean is witnessing extensive explorationactivities, extending into ultra-deep waters. The energy potential of theMediterranean has grown significantly with the recent giant Zohr gasdiscovery. This, along with Egypt’s strategic location and reliableinfrastructure, will lead the country to become an energy hub and one ofthe largest regional gas producers, according to Eng. Tarek El Molla, Egypt’sMinister of Petroleum and Mineral Resources, who said, “We are planningand developing integrated strategies as well as investing considerably inthe energy industry, and want to meet with present and new partners toaddress these important new opportunities.” Egypt’s energy strategy willfocus on bridging the gap between supply and demand; upgrading andexpanding infrastructure; developing the petrochemicals industry; andestablishing Egypt as an energy hub, he added.

For further information contact IES SRL - INTERNATIONAL EXHIBITIONSERVICES, tel: +39 06 3088 3030 / mob: +20 102 622 9655; e-mail:[email protected]; www.moc-egypt.com.

MOC 2016 to focus on the Mediterranean’s unlocked potential

Executives’ Calendar 2016APRIL

10-11 Kuwait Oil & Gas KUWAIT www.cwckuwait.com

12-13 Tank World Expo DUBAI www.easyfairs.com

12-14 International SAP Conference for Oil and Gas THE HAGUE www.uk.tacook.com

13-17 Iran Plastics TEHRAN www.iranplast.ir

18-20 GCC Environment & Sustainability Forum JEDDAH www.gccenvironmentforum.com

19-21 8th Mediterranean Offshore Conference (MOC) ALEXANDRIA www.moc-egypt.com

20-23 Erbil Oil & Gas ERBIL www.erbiloilgas.com

24-27 5th Annual Cybersecurity for Energy & Utilities ABU DHABI www.cybersecurityme.com

MAY

2-5 Offshore Technology Conference (OTC) HOUSTON www.otcnet.org

24 GPCA Supply Chain Conference DUBAI www.gpca.org.ae/events

5-8 Iran International Oil, Gas, Refining & Petrochems TEHRAN www.iran-oilshow.ir

8-10 Abu Dhabi International Downstream ABU DHABI www.adid.wraconferences.com

10-11 Platts 8th Annual Crude Oil Summit LONDON www.platts.com/events

15-16 Oil, Rail & Ports Iran TEHRAN http://oilrailports.com

16-18 Saudi Safety & Security DAMMAM www.sss-arabia.com

23-25 Iraq Petroleum 2016 LONDON www.cwciraqpetroleum.com

JUNE

1-4 Caspian Oil & Gas BAKU www.caspianoilgas.az/2016

SEPTEMBER

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

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

CALENDAR 2016

The event will be held in Alexandria(Photo: Egyptian Studio / Shutterstock)




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SPEAKING AT THE 4th Saudi DownstreamForum held from 8-10 March in Jubail, SaudiAramco’s president and CEO, Amin H. Nasser,called for a new era of industrialdiversification, anchored by specialtychemicals, and underpinned by a widespreadand rapid in-Kingdom expansion of small tomedium enterprises producing high-valuefinished and semi-finished products in thepetrochemicals conversion sector. Thisapproach will unlock opportunities for theKingdom’s economic diversification, jobcreation and innovation potential, and createa world-leading downstream industry,remarked Nasser.

Nasser said, “Saudi Arabia is already aglobal leader in petroleum and petrochemicalcommodities, but today we have a tremendousopportunity to also become a leader indownstream conversion.”

Saudi Aramco plans to raise the company’stotal global refining capacity throughput tobetween eight and 10mn bpd.It iscollaborating with the Ministry of Petroleumand Mineral Resources, the Royal Commissionfor Jubail and Yanbu, and the Saudi ArabianGeneral Investment Authority to build valueparks and locate service providers adjacent topetrochemical facilities, such as RabighPlusTech Park at Petro Rabigh on the westcoast, and the PlasChem Park adjoiningSadara in Jubail Industrial City 2.

Nasser called on the industry to do muchmore to support the development of home-grown downstream technologies, such asbreakthrough crude oil-to-chemicalstechnologies that will make oil a viablepetrochemical feedstock.

Saudi Aramco is currently developing andtesting highly advanced oil-to-chemicalstechnologies, Nasser said.

Speaking at the Saudi Downstream Forum,Warren Wilder, vice president of chemicals atSaudi Aramco, said, “Internationalpartnerships and collaboration are a hallmarkof Saudi Aramco’s successful strategy tooptimise the full value and economic potentialof the Kingdom’s hydrocarbon reserves. Wecontinue to look for opportunities in growingmarkets, and many of these opportunities willinvolve the integration of petrochemicals withnew refineries.”

At the Saudi Downstream Forum, SaudiAramco showcased the scale andtechnological strength of its downstreamactivities through an exhibition highlighting itsrefining and petrochemicals operations. Thebiennial Forum is the Kingdom’s largestdownstream gathering, combining a strategicconference and international exhibition.

THE 6TH ERBIL Oil & Gas Exhibition will take place at the Erbil International Fair Ground between 20-23 April 2016 as the foremost gas and oil exhibition of the region, offering a platform for local regionaland international companies to showcase their products and technologies.

Despite being plagued by difficulties such as reduced oil revenues, the struggle against ISIS,disruption to its exports through the KRG/Ceyhan pipeline, and a troubled relationship with Baghdad,the Kurdistan Region of Iraq nevertheless continues to offer strong potential for oil and gasdevelopment. Holding 40bn bbl of oil and 60tcf of gas, with low geological exploration risk and arelatively low cost of production, the Kurdistan Region of Iraq has distinguished itself as a key oil andgas source in the region.

Last year’s event attracted 52 exhibitors and 7,200 visitors including government associates, oilcompany engineers and decision makers, and representatives from the construction, engineeringconstruction & contracting services, financial services, project consultancy, repair services, tradeassociations, transportation, storage and handling sectors.For further information see the website at www.erbiloilgas.com.

THE KUWAIT OIL & Gas Summit,to be held at the JumeirahMessilah Beach Hotel, Kuwait, onApril 11-12 2016, will provide theoil and gas industry with anunrivalled opportunity to shareviews on how Kuwait can adapt,innovate and prosper in thechanging energy world. Kuwait awarded projects

worth a record US$32bn last yearand plans to raise the figure in 2016, despite a sharp decline in oil revenues, therefore makingKuwait very attractive to international investors. The Summit will feature an interactiveprogramme designed to engage in forward-thinking debate and build relationships withindustry leaders. Nizar Al-Adsani, deputy chairman and CEO, KPC, stated, “It gives me great pleasure to

announce that the 4th Kuwait Oil & Gas Summit will be supported by KPC. This highlyinteractive Summit provides an ideal vehicle for stakeholders to review the progress that isbeing made and discuss recommendations for future collaboration and growth.”The Summit boasts an unrivalled array of distinguished speakers, including HE Mr Anas Al-

Saleh, Deputy Prime Minister, Minister of Finance and Minister of Oil, State of Kuwait; HEHend Subaih Barrak Al Subaih, Minister of Social Affairs and Labor and Minister of State forPlanning and Development, State of Kuwait; Mohammad G Al-Mutairi, CEO, KNPC; BakheetAl-Rashidi, president & CEO, Kuwait Petroleum International; Mohammad Husain, president &CEO, EQUATE Petrochemical Company; Hosnia S Hashim, vice president - Operations,KUFPEC; and Isam Jassim Al Sager, group CEO, National Bank of Kuwait. Andrew Brown, Shell’s new upstream director, will speak on changing market dynamics

and how Kuwait can adapt and innovate. Jason Bordoff, founding director of the Center ofGlobal Energy Policy at Columbia University, summing up the Summit’s aims, said, “TheKuwait Oil and Gas Summit is a valuable opportunity to foster a deeper shared understandingof how different regions are responding to a rapidly changing global energy system.”

For further information see the website at www.cwckuwait.com, #CWCKuwait.

Saudi Aramco CEO calls for industrial diversification

Leading industry figures to address Kuwait Oil &Gas Summit

6th Erbil Oil & Gas Exhibition to highlight KRI opportunities

Kuwait awarded projects worth US$32bn last year (Photo: Khaleel Haldar / flickr)

Events

The Kurdistan Region of Iraq continues to offer strongpotential for development (Photo: mm-j / flickr)



S03 ORME 3 2016 - E&P_Gas_Layout 1 31/03/2016 17:16

https://www.dnvgl.com/

GLOBAL CRUDE DISTILLATION unit(CDU) refining capacity is set to increasestrongly from 96.2mn bpd in 2015 to118.1mn bpd by 2020, registering totalgrowth of 18.5 per cent, according toresearch and consulting firm GlobalData.The company’s latest report, H1 2016

Global Capacity and Capital ExpenditureOutlook for Refineries – DevelopingCountries Drive Growth in GlobalRefining Industry, states that this robustglobal growth will be led by China andSoutheast Asia. A total of US$170bn isexpected to be spent in Asia to increasecapacity by around 9mn bpd over thenext four years.Matthew Jurecky, GlobalData’s head of

Oil & Gas Research and Consulting,commented, “The global refininglandscape continues its shift eastwards.40 per cent of global CDU capacity isprojected to be in Asia by 2020, up fromaround 30 per cent in 2010. China hasled this growth, and is projected to havea 15 per cent share of global CDUcapacity by 2020. This activity is puttingpressure on other regional refiners,especially now that China has become a net exporter, and will become a larger one.”In Europe, growth will occur at

a substantially slower rate. Althoughdemand is decreasing and lesscompetitive older refineries in WesternEurope are being closed, these factorsare being countered by investment ingeographically advantaged and resource-rich Russia, which sees Europe’s CDUcapacity increasing marginally from21.7mn bpd in 2015 to 22.5mn bpd by 2020.Overall, refining capacity will be will be

dominated by Asia, North America, andEurope by 2020, with totals of 42.5mn bpd, 23.2mn bpd, and 22.5mnbpd respectively.In terms of specific upcoming refinery

projects important to capacity growth,four new projects have been announcedsince November 2015. These areAlgeciras in Spain, Mangistau inKazakhstan, Sapugaskanda II in Sri Lanka and Yehgvard in Armenia, said GlobalData. Jurecky continued, “The lifting of

sanctions on Iran has led to industry-wide project proposals, in particular newrefineries in Spain and Kazakhstan whereIran is directly involved, with an eye onretaking market share lost over the lastfew years.”

SAUDI ARAMCO REAFFIRMED its commitment to help drive sustainable economic growth anddiversification across the Kingdom through the promotion of its In-Kingdom Total Value Add (IKTVA)programme during the 4th Saudi US Business Opportunities Forum which took place from March 22-23 in Riyadh, Saudi Arabia.Speaking at a plenary session on the first day of the Forum, Saudi Aramco’s vice-president ofProcurement and Supply Chain Management, Abdulaziz Abdulkarim, said, “Two critical objectivesguide our new IKTVA localisation programme: First, we will double the percentage of locally-produced energy-related goods and services to 70 per cent by 2021. And second, our local energygoods and services industry will export 30 per cent of its output over the same period.”He continued, “IKTVA is a win-win proposition for companies able to build a deep and lastingrelationship with the Kingdom by setting-up shop here and investing in training and workforcedevelopment, to help capture their share of Saudi Aramco’s future spend on materials and services.”IKTVA, launched in December 2015, is the company’s commitment to local content development thatis now required across its domestic and international supply chains and is helping drive investment,economic growth and diversification, job creation and work force development within the Kingdom.

IRAN’S OIL PRODUCTION rose by 220,000bpd to a four-year high of 3.22 mn bpd inFebruary following the mid-January lifting ofsanctions, the IEA reports. A resumption ofcrude oil sales to Europe during the first fullmonth of sanctions relief and higher sales toexisting customers in Asia helped pushcrude oil exports above 1.4mn bpd – up fromaround 1.15mn bpd just before sanctionswere eased.

Shipments of crude in March, much of itIranian Heavy, are expected to rise byaround 150,000 bpd, according to the IEA.(In late March Iran's First Vice PresidentEshaq Jahangiri said the country has beenable to increase its oil exports to 2.2mn bpd,on a par with the pre-sanctions level).Regular buyers in Asia including SouthKorea, Japan and India have stepped uppurchases; South Korea’s imports of around200,000 bpd so far this year are nearlydouble that of 2015. National Iranian Oil Co.(NIOC) is reportedly offering deferredpayment options to major buyers, said the IEA.

Iran is reported to be in negotiations withseveral European, Asian, African and SouthAmerican countries on building or buyingrefineries, and discussions are underwaywith Oman on building a 250 km natural gaspipeline between the two countries for theexport of Iran’s natural gas. Oman’s Minister

for Oil and Gas, HE Mohammed bin HamadAl Rumhy, is reported to have said at theMinistry’s annual press briefing in Marchthat Iran could use Oman LNG’s spare capacity to liquefy their natural gasfor export.

Iran’s Oil Minister Bijan Zangeneh hasrepeatedly emphasised that the country isdetermined to regain its share of the oilmarket that it had lost as a result of thesanctions, and is looking to increase thecountry’s oil production by 500,000 bpdimmediately after the removal of thesanctions and by a further 500,000 bpd lateron. He is also reported to have said that thecountry may be willing join other producersin a production freeze – but only when itreaches production of four million bpd.

Asia to drive strong growth inglobal crude refining capacity

Iran boosts production and exports post-sanctions

Saudi Aramco highlights commitment to localisation

Iran says it has stepped up exports to 2.2mn bpd (Photo:David Stanley / flickr)

Oil & Gas News

Abdulaziz Abdulkarim addresses the Forum




http://www.karcher.com/start/choose_your_language.htm

OMAN’S MINISTER OF Oil & Gas, HE DrMohammed bin Hamad Al Rumhi, said at theOman Ministry of Oil’s annual media briefingin March that the country’s average crude oilproduction this year would be around990,000 bpd, compared with 980,000 bpd in2015, according to a report in the Times ofOman. Oman’s average daily crude oilproduction in January and February was overone million bpd, although it declined inMarch, due to heavy rains. The minister is reported to have said that,although some oil projects are beingreviewed, the general policy is not to slowdown production. Similarly, natural gasproduction will increase this year to 104.5mncubic metres per day from 103mn cubicmetres per day last year.The daily production of natural gas

increased by 5.5mn cubic metres in 2015over the previous year, he added.Salim Al Aufi, undersecretary at the

Ministry of Oil and Gas, said that 437mn bblwere added to oil and condensates reservesand 0.07 tcf to gas reserves in 2015, due tonew discoveries and re-assessing producingfields. The Sultanate's total reserves of oiland condensates amounted to around5,373mn bbl and approximately 22.99 tcf ofgas by the end of 2015.He added that Oman invested US$11.4bn

in developing the oil and gas sector last year,although the government was able to reduceits total budgeted expenditure in the oilsector by US$1.3bn, mainly due to enhancedefficiency.Of the total expenditure, US$8.2 bn was

for the oil sector, while the remainingUS$3.2 bn investment was for developingnatural gas fields.However capital expenditure in the natural

gas sector increased by US$600mn last year,mainly due to BP’s investment in theKhazzan field, Al Aufi added.He said that the government would follow

a similar policy in cutting expenditure thisyear as well, but not at the expense of theOmani workforce. As many as 1,130 newjobs for locals were added in 2015 in oil andgas companies.Petroleum Development Oman (PDO)

confirmed at the Ministry of Oil briefing thatit set a new combined oil, gas andcondensate production record of 1.29mn bblof oil equivalent per day (boepd) in 2015.The company said it was confident of

reaching a new sustainable long-term oilproduction plateau of 600,000 bpd, wellahead of its original 2019 target, to supportrevenue generation.At the same time, it is pledging to

intensify its cost-control programme tocombat the effects of the low oil priceenvironment, with an efficiency drive acrossits operations, and has reduced planned

expenditure this year by US$1.6bn.The average PDO daily oil production for

2015 was 588,937 bpd, the highest since2005 and almost 14,000 bpd above theplanned target. Gas production was 83mn cubic metres a

day, one million cubic metres above theplanned target, as the company stepped upits effort to meet growing national gasdemand.During his presentation at the briefing,

Raoul Restucci, managing director of PDO,highlighted a string of PDO achievementslast year. These included the creation of 7,200

employment, training and re-deploymentopportunities for Omanis with PDOcontractors, and the award of contractsworth more than US$3.7bn to nationallyregistered firms.

Oman’s oil and gas sector progress outlined at Ministry briefing


Oil & Gas News

Oman is looking to boost oil production thisyear (Photo: Francisco Anzola / flickr)


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QATAR, LIKE OTHER Gulf states,has been hit hard by the collapsein energy prices. Even though thecountry remains relatively well

financed, with plenty of cash in the bank, ithas caused a rethink in certain key policyareas as officials seek to navigate thecurrent downturn. This includes state-owned Qatar

Petroleum (QP),which has announced a raftof cutbacks in recent months as it re-positions its business for the challengeslying ahead.Qatar holds a prominent position in the

global gas industry, with upstream anddownstream interests spanning the world,and QP playing a lead role in itsdevelopment. The country’s North Field, which covers

around 6,000 sq km in area, is the world’slargest single non-associated gas reservoir.Qatar is now recognised as the world’s

largest producer and exporter of LNG, and isknown as the capital of the gas-to-liquids(GTL) industry with the launch of Shell andQP’s joint Pearl GTL plant.

QP’s activities cover the whole gamut ofthe energy business, from exploration,production, crude oil sales and natural gasthrough to refined products, synthetic fuels,petrochemicals, fuel additives, fertilisers,steel and aluminium.Nonetheless, the group is being tested

on all fronts as a result of the weaker priceclimate. This includes handling

renegotiations on key LNG contracts withbuyers looking to save some money.Heightened competition from rival LNGproducers is adding to the problem. India’s Petronet has reportedly slashed

the price it is paying for Qatari gas by half,while other countries including China, Japan,South Korea and Pakistan are also seekingreductions.

Non-core assetsIt means, despite this enormous wealth andasset base, QP is looking to shake up thingsto secure its business for the future. Thisincludes plans to divest a number of assetsdeemed ‘non-core’, in order to trim costsand secure funds for other ventures.QP’s leadership said last year that the

company would also seek to reduce staffnumbers as part of a restructuring process,which would also see it exit a number ofnon-core businesses.

Qatar has been hit by the collapse in energy prices, butremains well financed (Photo: JP Richard / Shutterstock)

Qatar Petroleum is looking to sell parts of its vast business empire to trim costs in the face ofweak oil and gas pricing, although it remains open to new ventures, says Martin Clark.

Qatar Petroleum - shaking up

the business

QP is looking toshake up things to secure itsbusiness for the future.”


Analysis


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Among these is the sale of its AlShaheen Holding subsidiary, which is fullyowned by QP and which has three jointventures in the oilfield services industry. Twoof these are with GE Oil and Gas and onewith the Middle East unit of Weatherford.The business was set up in 2006 to

"develop a leading national energy servicesprovider" according to its website, but isapparently now deemed among the group’s‘non-core’ portfolio. The company hasreportedly hired investment bankers HSBCto advise on the sale.Separately, QP is also seeking a new

operator for the local Al-Shaheen oilfield –not a part of the Al Shaheen Holdingsubsidiary, despite the name – starting inmid-2017 with the expiry of an existingagreement with Maersk Oil of Denmark.Located 80 km offshore, it is the largest

oil producing field in Qatar and currentlyproduces around 300,000 bpd.The field forms just a small part of QP’s

enormous asset pool, with operations andactivities conducted at various onshorelocations, including Doha, Dukhan and theMesaieed and Ras Laffan Industrial Cities,as well as offshore areas, like Halul Island,offshore production stations, drillingplatforms and the North Field.Managing this enormous infrastructure

remains a mighty logistical and high costchallenge, complicated all the more bydiminishing income from gas and oil sales.

International shiftThe shake up in QP’s business empire isalso evident elsewhere, with its foreigninvestments arm Qatar PetroleumInternational (QPI) being folded into theparent group, another key strategic moveoutlined early on by senior executives. QPI has created around 10 joint ventures

in the USA, the UK, Italy, Singapore, Egyptand elsewhere since its formation.

And, more recently, QP appears to beshaping plans with the UK’s Centrica to sella joint natural gas venture in Canada, amiddeclining prices, according to a recentreport by Bloomberg.The two sides agreed to buy natural gas

fields from Canada’s Suncor Energy in aC$1bn (US$754.8bn) deal in 2013, forming anew joint company called CQ EnergyCanada Partnership. QP also bought 40 per cent of Centrica’s

North American natural gas business forC$200mn in 2014 and agreed to fold it intothe venture. Centrica chiefs have stated thatCanada is now deemed non-core to itsbusiness – the company is the largestenergy supplier to UK households – and itappears that QP agrees.That would still not undermine the

enormous chain of interests andinvestments that QP maintains around theworld, including in the UK itself, with astake in the nation’s LNG infrastructure.It is indicative, though, that times have

changed, not only with oil prices suffering,but with the glut of new gas from rivalproducers around the world such asAustralia and the USA.

New investmentFor QP, however, rationalising at home andoverseas does not mean retreating.Despite merging its international arm,

QP clearly still sees a part of its future inupstream exploration.In February this year, the company

secured a 30 per cent stake in threedeepwater blocks offshore Morocco,alongside operator Chevron MoroccoExploration Ltd, a subsidiary of ChevronCorporation, and Morocco's Office NationalDes Hydrocarbures Et Des Mines.Saad Sherida Al-Kaabi, QP’s president

and chief executive, said the deal markedan “important step” in building aninternational upstream presence with theUS oil major.The three offshore areas are Cap Rhir

Deep, Cap Cantin Deep and Cap WalidiaDeep, located between 100-200 km westand northwest of Agadir, in water depthsranging from 100 metres to 4,500 metres.At home too, QP is exploring new

business opportunities, despite theretrenchment elsewhere.As well as its core upstream business,

QP is keeping one eye on the future aftersigning a pact with Qatar Electricity andWater Company (QEWC) to set up a jointsolar power company.Al-Kaabi said the move is a continuation

of QP’s environmental commitment asdemonstrated by various other projects,such as the reduction of gas flaring andgreenhouse gas emissions, and thecompany’s Jetty Boil-off Gas Recovery(JBOG) project, to cut the carbon footprintof the giant LNG business. Diversifying sources for energy

production, and increasing reliance onrenewable sources is also a stated nationaltarget of the Qatari government. QEWCitself hopes to construct as much as 1,000megawatts of solar power to diversify thelocal economy away from hydrocarbons.Solar power generation may not be

what QP is known for around the world,but it is perhaps indicative of its innovativespirit, one which turned a tiny Gulf stateinto the world’s greatest LNG exporter injust a few decades. n

Qatar has become the world’s leading LNGexporter in the space of a few decades

For QP, rationalisingat home and overseas doesnot mean retreating.”


Analysis


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LOW OIL PRICES in the last two yearshave been affecting global investmentin the energy sector. While oil and gasprojects are still being developed,

investment in new onshore and offshore oiland gas projects is being cut, which willnegatively affect future market supply. However, it is noteworthy that the refining

business has helped vertically integratedcompanies offset the losses of theirupstream sector – maybe for the first time inmany years. ExxonMobil’s overall earnings for2015 declined by 58 per cent compared to2014, with downstream results partlyoffsetting the losses in the upstream sector.BP experienced an even more dramaticearnings drop in its upstream sector, butreported record pre-tax earnings of US$7.5bnin its downstream operations – a 68 per centincrease over 2014. Interestingly, thecompany expects to achieve annual savingsof US$2.5bn up to 2018 by restructuringupstream and downstream costs.

Current uncertaintiesIf oil prices remain low, refiners are expectedto continue to benefit, but there areconsiderable uncertainties concerning oildemand growth, economic growth andinventory levels. Refiners in all regions,particularly US refiners, are increasing profitsand raising market capitalisation. In the USA,refinery margins have benefited from strongdomestic demand and strong exportmarkets. The majority of oil analysts arecautiously optimistic, however, some expertsare suggesting that refining margins will beunable to compensate for the negativeeffects of falling crude value. Fitch Ratingspoint out that current high levels are unlikely

to be sustainable, taking into account issuessuch as overcapacity, competition andunequal level of technological complexity –these issues will inevitably imposeconsiderable risks and undermine refiners’competitive position and profitability levels. Market observers are cautiously

optimistic regarding the European market,indicating the distillate market is fairlybalanced even with the additional supply ofmiddle distillates from the new Middle Eastrefineries. However, the build-up in oilproduct inventory could become a seriousproblem, exerting downward pressure onrefinery margins.In theory, low oil prices should stimulate

economic growth and contribute to a morepositive oil demand outlook. In reality, oildemand is fairly inelastic – in 2015 theimpact of low prices on oil demand wasquite modest. Weak oil demand in Europeand a slow-down in demand in the Asiaregion is contributing to the bearish oilmarket outlook. The long-term effect of lowprices will have a negative impact across allsectors, as national companies in Asia andthe Middle East, depleted by lower oil pricerevenues, will postpone investment in boththe upstream and the downstream sectors.

Refineries in all regions have beendeferring investment due to concerns withfuture prospects and lack of availablefunding. Marathon Petroleum postponed arefinery upgrade at its Louisiana refinery.Kuwait Petroleum announced it wascancelling the investment in its Rotterdamrefinery. In China, Sinopec is cuttinginvestment by 12 per cent due to cashconstraints and lower domestic oil demand,and PetroChina has cancelled twograssroots refinery projects. Competition issues and supply and

demand balances are crucial factors that willimpact global refiners in the future –European refiners will be particularlyvulnerable to competition challenges fromother regions. The export of middledistillates to Europe from Russia and theMiddle East is threatening to overwhelmthe European market, creating oversupplypressures. Confronted with weaker distillatemarkets, European refiners are relying ongasoline to strengthen their margins.Oversupplied markets and intense

competition between regions require well-crafted strategies by internationalcompanies as well as by National OilCompanies (NOCs). NOCs cannot rely on

Ekaterina Kalinenko

Ekaterina Kalinenko and Stefan Chapman from Euro Petroleum Consultants discuss thechallenges and opportunities in today’s global refining and petrochemicals market.

Investment strategies in an

uncertain environment

Refineries in allregions have been deferringinvestment.”


Refining & Petrochemicals

Stefan Chapman


low operating costs alone to remaincompetitive, but need to increaseoperational efficiency and diversifyinvestments by partnering with international companies for access totechnology and acquisition of assets tosecure markets.

Middle East NOCs are alreadyimplementing this strategy by promotingclose relationships with Asian countries.South Arabia is leading the way – jointventures with Chinese NOCs and thepurchase of a majority stake in SouthKorea’s S-Oil are the most recent examples.The downstream sector has for the most

part reaped good returns and high margins,but prospects are far from certain across theregions. Companies need to understand

market dynamics and choose the appropriatestrategy for each market.

Changing landscapeThe global petrochemical landscape wasalready changing prior to the collapse of oilprices in the second half of 2014. Manyfactors have been affecting the globalpetrochemical market, such as the

availability of unconventional gas in the USAand Canada and the high demand for oil andpetrochemicals in the Asia Pacific region.These factors spearheaded the expansion ofthe petrochemical industry in the MiddleEast, the USA and Asia. A large amount ofpetrochemical capacity has been added inthese regions, threatening the fragile globalsupply-demand balance.

The downstreamsector has for the most partreaped good returns andhigh margins.”

The global petrochemical landscape is changing(Photo: James Dalsa / flickr)




http://www.eprocess-tech.com/

Contrasting fortunesIn recent years, contrasting fortunesdistinguished Middle East and US producersfrom Asian and European producers, withthe latter struggling due to high feedstockcosts. Those companies cracking ethane-based feedstock have enjoyed a significantcost advantage over those cracking naphtha.That has created a significant advantage forMiddle Eastern producers and, morerecently, for those North Americanproducers who have been taking advantageof the shale gas boom. Now, the cost curvehas shifted, and whilst those companiescracking gas still have some cost advantage,those cracking liquids are now benefitingfrom a much-improved competitive positionbased on lower feedstock price. The Middle East enjoys the world lowest

cost ethylene production, thanks to cheapethane. Low gas prices in the Middle Easthave led to substantial capacity additions inthe last decade, with growth of 10 per centrecorded since 2008. In the future theexpansion rate is expected to be moremoderate, but several petrochemicalprojects are still underway or at the planningstage. The majority of the additionalpetrochemical production will be targetingexport markets.The decline in oil prices changed the

dynamics of the market and reduced theadvantage of ethane versus naphtha-basedfeedstocks. This change has had an impacton the level of competitiveness of regionalpetrochemical producers. European andAsian petrochemical producers withpredominantly naphtha-based feedstockhave been able to bridge the level ofcompetitiveness versus US and Middle Eastproducers. The Middle East, on the otherhand, will remain a key ethylene producer,due to feedstock cost advantage. The lowerprice of feedstock reduces, but does notremove, the US and Middle Eastern gas-based chemicals advantages, which supportfurther investment in these regions. TheMiddle East and the USA will see the mostethylene capacity additions. On the demandside, Asia, and China in particular, will driveconsumption and trade in ethylene andprimary derivatives.In the USA, low ethane prices have

triggered a revival of the US petrochemicalsector – a substantial number ofpetrochemical plants have been built andnew projects are in the pipeline – takingadvantage of the significant cost advantageof cracking gas. As the scope for expansionin the domestic market is fairly limited, USethylene producers, and even producers ofon-purpose propylene, will be targetingexport markets. In the Asia Pacific region, rapid economic

growth and high energy demand have beendriving the expansion of the global oil and

petrochemical industries. The region holdsthe largest ethylene capacity in the world,ahead of North America and the MiddleEast. It is estimated that two thirds of theglobal petrochemical demand in the nextdecade will come from the Asia Pacificregion. However, significant petrochemicalinvestment – particularly in China – isundermining supply and demand balances inthe region. Recent capacity additions haveled to oversupply, which will affectpetrochemical markets in the coming years.

Africa’s energy sector has been attractingconsiderable interest from global investors inrecent years. Africa’s chemical/petrochemicalproduction is intrinsically connected to theagriculture sector, which is the biggestchemical consumer. The continent’s demandfor petrochemicals is expected to increasesubstantially in the coming decades as aresult of faster economic growth andimproving socio-economic conditions,stimulating business investment anddomestic consumption. A substantialincrease in demand for petrochemicals willderive from infrastructure, construction andproduction of consumer goods – industriesexpected to experience significant growth indeveloping countries.In the future, the main petrochemical

consumer industries – the construction andautomotive sectors – are set to grow inAfrica, helping to stimulate demand forpolymers and rubbers. Low operating costsand availability of feedstock are creating theconditions for a profitable and competitiveupstream and downstream petrochemicalindustry. African petrochemical producerscan achieve competitive advantage in

international markets based on lowoperating costs, and benefit from low importduties in European markets.

Market challengesAt the latest Middle East Technology Forumfor Refining & Petrochemicals (ME-TECH2016) many market challenges werehighlighted, including capacity growthleading to oversupply, the shortage ofqualified labour, the slowdown of emergingenergy markets and unstable commodityprices. In the Middle East region, trends inrefining that have been seen recently inother regions, seem to be present: lowerlevels of business activity, postponedprojects, and reviewed budgets andinvestment programmes, requiring thedevelopment of strategies to adapt to thecurrent market situation. Nevertheless, both the refining and

petrochemicals industries have set a goal forexpansion, with refining capacity set toreach around 7mn bpd by 2020. Manyexperts agreed upon the importance of thewider introduction of refinery/petrochemicalsintegration processes for the industry tosurvive and prosper during this period.African producers also could benefit fromadopting a more integrated approach.2016 will be another challenging year for

the oil, gas and petrochemicals sector.Companies must be competitive to thrive,maximising returns through technologicalinnovation, improved operational efficiencyand product diversification, while investmentin human resources will continue to play acrucial part in the survival and prosperity ofthe industry. n

Euro Petroleum Consultants [EPC] is atechnical oil and gas consultancy with officesin Dubai, London, Moscow, Sofia and KualaLumpur. EPC also organises leadingconferences and training workshops including‘BBTC 2016 – Bottom of the Barrel TechnologyConference’, which will take place on 26 & 27October in Bahrain. For details please visitwww.bbtc-mena.biz.

US producers will be targeting export markets(Photo: MPCA Photos / flickr)

The Middle East willremain a key ethyleneproducer, due to feedstockcost advantage.”



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BIG DATA IS one of the most talkedabout technology topics in allindustries, and upstream oil and gasis no exception. The growing need to

better understand the subsurface, have cost-effective drilling operations and achievehighly efficient reservoir management hasled to the creation of huge amounts of data.This data is coming from a large number ofsensors, devices and equipment at higherfrequencies than ever before, inundatingexisting information infrastructure. However,it is presumed that the oil and gas industrygenerates value from only one per cent of allthe data it creates [McKinsey Report 2015

1;

CNBC 20152].

Recently, upstream oil and gascompanies have begun to focus on creatingmore value from Big Data, trying to graspthe concept and what it means for theirbusiness and the industry as a whole. But,compared to other industries that havealready successfully leveraged Big Data –like the financial sector, digital media,healthcare, etc. – the oil and gas industry ismuch less mature.

The challenges and obstacles faced byupstream oil and gas with respect to BigData could be overcome with the followingtypes of solutions:• More efficient processes and workflowsacross the upstream oil and gas lifecycle

• A higher degree of ‘real-time’ actionableinsights

• A consolidation of data (rather than datasilos, data lakes and remote data stores).

Before implementing such solutions, it’simportant to understand what Big Data is.

Understanding Big Data While there are many definitions of Big Dataused in the industry, the most commonmisconception is that it involves “lots” ofdata. If it was just about lots of data and theprocessing of it, then the oil and gasindustry would be considered a pioneer ofleveraging Big Data, as it has accumulatedlots of data over the last couple of decades.

However, in the present context, this is nottrue. So, what exactly is Big Data?

My definition of Big Data leaves no roomfor misconception or confusion about themeaning:

‘Big Data is about all the data whosescale, variety, source, context andcomplexity needs emerging technologiesand solutions for creating actionable insightsto enable business growth and innovation.’

Industry reports will talk about Big Data

in terms of the three Vs, four Vs, etc., wherethe Vs are Volume, Velocity, Variety andVeracity. A more appropriate description is tosee them as pillars of Big Data. Based onthe above definition, there would be sevenpillars [CIO Review 2015

3, PR 2015

4]

consisting of Volume (small to large), Velocity(slow, to fast, and data in motion), Variety(unstructured to structured), Veracity (thetruth in the data), Virtual (data anywhere, notin silos and lakes only), Value (the value forbusiness growth/innovation) and Variability(the unique mix of Volume, Velocity, Variety,Veracity, Virtual and Value for the specificcontext).

Creating value from upstream BigData The E&P oil and gas industry has done agreat job of managing its data andinformation because of products andsolutions from companies like Landmark, adivision of Halliburton. Landmark pioneeredthe storage of exploration data, and overmany decades built a strong foundation forcreating value from multiple data sets,depending on the phase of the oil well lifecycle. To truly benefit from Big Data,however, a paradigm shift is required inorder to address the many challenges.

Interconnectivity of data collected duringmultiple phases of the oil well lifecycle -Upstream oil and gas has multiple phases,from exploration to drilling to completion toproduction and beyond. Each of thesephases is equivalent to an industry verticalby themselves; so on a scale basis,exploration alone could be much morecomplex and bigger than the digital mediaworld. Hence, the solutions that the digitalworld uses could not be easily translated tosolve challenges in these phases. There area number of niche solution providers formanaging data – whether it be storing,transforming and mining data. Solutionsfrom these providers are generic and requirea large degree of customisation for theupstream oil and gas industry. As it exists

Dr Satyam Priyadarshy, chief data scientist, Halliburton,Landmark

Dr. Satyam Priyadarshy, chief data scientist, Halliburton, Landmark, outlines how an integrated andmodular Big Data platform based on SMART technologies can create value from E&P Big Data.

What it takes to leverage

E&P Big Data

The oil and gasindustry generates valuefrom only one per cent of allthe data it creates.”


Analysis

S06 ORME 3 2016 - Analysis 02_03_Layout 1 31/03/2016 12:08


http://www.tratos.eu/

today, this customisation could lead to costover-runs, ineffective use of technology andunwanted complexity.

Management of upstream oil and gasscientific workflows - Scientific workflowsplay a more critical role in the upstream oiland gas industry than in other industry.These workflows are quite complex,computationally intensive and timeconsuming in terms of interpretation. Theirinterplay is also important. With the ever-increasing data in terms of volume anddimensionality, the execution andmanagement of workflows could becomemuch more cumbersome. The data-intensive scientific workflows are agood target for leveraging Big Datatechnologies, such as distributed computing,cloud resources, etc. However, theimplementation of these technologiesrequires a significant amount of domainknowledge in order to adapt the scientificworkflows on such systems.

Leveraging the appropriate analyticsvalue chain - Interpreting seismic data withhigh accuracy requires efficientcomputational processing and extensivedomain knowledge. To date, there is notmuch tacit knowledge that is captured forbuilding highly cognitive systems. Hundredsof papers have been published on attemptsto build various predictive models for rate ofpenetration for drilling performance;predicting the occurrences of unwantedstuck pipe events; and estimating theinvisible lost time by using various

descriptive, predictive models and machinelearning algorithms. The success of modelsis yet to be realised by the industry. One ofthe reasons for minimal value from suchanalytics modeling is a lack of domainexpertise and holistic domain knowledgethat must be incorporated when creatingdata driven analytics modeling. A largenumber of vendors and solution providerscan provide the analytics modeling, but notthe domain expertise. For example,topological data analysis algorithms haveprovided some value in cancer research; but,when one applies these algorithms toseismic data, the resultant topological mapsrequire a significant input of domainexpertise to make sense, and do not addmuch accuracy in subsurface interpretation.

Using the SMART approachThe solution lies in the SMART approachfrom Landmark. Landmark has successfullybuilt and deployed one of the mostintegrated and modular solutions for theupstream oil and gas industry, called theDecisionSpace™ platform, using thisSMART approach. So, what does SMARTstands for?• Simplification of the underlying technologyinfrastructure to address all phases of the

oil well life cycle, scientific workflows andanalytics value chain. This simplification isdone in a manner so that anyone fromexploration to production can use thesame platform to create value, whichmany of the niche solution providerscannot do, as they lack significant domainknowledge and experience in the field.

• Management of data silos, data lakes anddata stores through the DecisionSpaceintegration server, with a single data view;thus, addressing the Virtual pillar of BigData. It provides access to data withoutthe need for moving massive amounts ofinformation from the field to the backoffice, etc. It leverages a virtual cubeconcept that can be saved to do repeateddata mining on required attributes. It alsoprovides for handling data in motion, animportant component of the upstream oiland gas industry, which is an ability thatoutside vendors and niche solutionproviders lack.

• Agility of combining logs from multiplesources and addressing the contextualdata quality that increased the time tovalue from E&P Big Data. Many solutionproviders have data quality tools andtechnologies, but not E&P Big Data.

• Reduce costs and risks associated withmanaging data, data mining, and analyticsand increase efficiency in creatingactionable insights from data sets thatwas not possible before.

• Technology platform that is scalable andexpandable to adapt and incorporate newdata ingestion technologies, data storagesolutions, Big Data analytics tools and

Scientific workflows play a more critical role in the upstream oil and gasindustry than in any other industry (Photo: Maersk Drilling)

To truly benefit fromBig Data, a paradigm shift isrequired in order to addressthe many challenges.”


Analysis


technologies, and insights visualisationand interpretation platform that providesaccess anywhere. n

SummaryIn brief, many niche solution providers forBig Data technologies exist and havesolutions to meet one or more of thesechallenges; but to innovate from E&P BigData, one needs to work with companiesthat have significant domain knowledgecombined with Big Data expertise. Anintegrated and modular Big Data platformbased on SMART technologies, such asDecisionSpace, is the way ahead toleverage E&P Big Data.

References1. [ McKinsey Report 2105 ] The Internet ofthings: Mapping the value beyond thehype – McKinsey Global Institute, June2015

2. [ CNBC 2015 ] Oil firms are swimming indata they do not use (2015) TomDiChristopher, CNBChttp://www.cnbc.com/2015/03/05/us-energy-industry-collects-a-lot-of-operational-data-but-doesnt-use-it.html

3. [ CIO Review 2015 ] Big Data play in Oiland Gas (2015) Satyam Priyadarshy, CIOMagazine,http://magazine.cioreview.com/October-2015/Bigdata/ pages 71-72

4. [ PR 2015] The 7 pillars of Big Data,Petroleum Review (2015) Brian Davis,https://www.landmark.solutions/Portals/0/LMSDocs/Whitepapers/The_7_pillars_of_Big_Data_Whitepaper.pdf

5. [ Oil Review 2015] The need for datademocratization (2015) SatyamPriyadarshy, Oil Review Middle EastVolume 18, (5), 2015 pp. 62

The oil industry has started to pay more attention tocreating value from Big Data (Photo: Stockphotomania / Shutterstock)



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SPEAKING AT FEBRUARY’S IP Weekconference in London on theattraction and retention of women inthe oil industry, Hashim remarked,

“Women hold less than 15 per cent ofexecutive roles in Fortune 500 companies,including oil companies, but this is changing.Although the GCC is at the lower end, ofgender gap comparisons, with womenaccounting for less than one per cent ofexecutive committee and board positions, itis important to highlight that 65 per cent oforganisations in GCC countries areprioritising gender balance and topics relatedto female empowerment in their political andcorporate agenda.”Hashim is counted amongst that one per

cent minority attaining executive committeeand board level positions in the GCC, havingreached the highest executive positionsachieved by a woman in the oil industry inKuwait in the course of a trailblazing careerspanning more than 25 years in the industry.In her current role with KUFPEC, Hashim isresponsible for Kuwait’s international oiloperations in 15 countries across the world.Prior to this she held senior leadership andmanagement positions at Kuwait OilCompany (KOC), where she founded thepioneering KOC Professional WomenNetwork. Her achievements and contributionas an inspirational role model have beenrecognised by numerous awards, mostrecently the ADIPEC Oil & Gas Woman ofthe Year award in November 2015.“The leadership in Kuwait’s oil and gas

sector recognised the need to advancewomen and enable them to achieve their fullpotential,” said Hashim. “They launched the Professional Women

Network in KOC, the main operator, in 2009,and in 2014 that network was extended toall the nine subsidiaries of Kuwait PetroleumCompany (KPC). Today, we have more than3,000 women working in the oil sector inKuwait, and this network has aresponsibility to ensure that conditionsimprove for all of them.”

Fifty-three per cent of all women in K-companies are working in KOC, wherewomen account for nearly 19 per cent of theworkforce and are found throughout thecompany in disciplines from HR to drilling. “Our network has a number of objectives;

we aim to enhance the work environment interms of gender diversity, and to empowerand integrate K-Companies women workersto pursue the highest level of technical andmanagerial roles,” said Hashim.

“What is our learning from ourexperience in Kuwait? A network is the firststep to support the advancement ofwomen, and the support of leadership iskey. We have strong support from the CEOsof KOC and KPC. We meet regularly withthem and discuss our issues, and actionfollows within a couple of months.“The main challenges of women in

Kuwait in the workforce are firstly, cultureand self empowerment,” said Hashim. Field

related work is a challenge for family life andstill represents a barrier in many Gulfcountries, she commented. “Secondly, theworking conditions of women in the fieldand in refineries are not adequate. Fourmonths ago, our CEO gave an instructionthat all the facilities in the gathering centresand the drilling rigs (KOC has more than 130drilling rigs and more than 40 gatheringcentres), should be equipped with facilitiesfor women. More than 60 per cent of themare now equipped with such facilities. “Thirdly, HR policies are not always equal

for men and women. For example in Kuwait,we have a law prohibiting women fromworking at night, except for doctors andnurses. Such laws should be revisited. Weaim to keep pushing for gender balance. “I am convinced that through our

network we can voice our challenges andour needs. We have already raisedawareness about some imbalances with our leaders, and they are taking theseissues seriously.” A key activity of the network is holding

meetings and providing networkingopportunities to introduce the younggeneration to female leaders. “We have somany role models who show that womencan climb the ladder and achieve in harshenvironments,” said Hashim.“We need to do more; the main thing we

want to achieve is to establish flexible hourswithin our companies; that would be animportant step in changing the environmentto attract more women.” While there is still a need to encourage

more women into STEM subjects, it isnoteworthy that women are outperformingmen in schools and universities in Kuwait,and are entering the oil industry in largenumbers. The challenge now is to help andencourage them to move up the ranks.“We need the women in our workforce

to feel they have rich career path and thattheir future will not be jeopardised by a lack of promotion or opportunities,”concluded Hashim. n

Hosnia Hashim, V-P of Operations, Kuwait ForeignPetroleum Exploration Company (KUFPEC)

The commitment of leadership and the K-Companies Professional Women Network have setKuwait on the path towards gender balance in the oil and gas industry, says Hosnia Hashim, V-P of Operations at Kuwait Foreign Petroleum Exploration Company (KUFPEC).

Advancing women in Kuwait’s

oil and gas industry

The leadership inKuwait’s oil and gas sectorrecognised the need toadvance women”


Kuwait



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TANK WORLD EXPO, the definitivetank storage event for the MiddleEast and North Africa region, willbring together the best and brightest

from the Middle East and African bulk liquidstorage industry, opening its doors tosuppliers and key decision-makers fromacross the region.

His Excellency Eng. Suhail MohamedFaraj Al Mazrouei, UAE Minister of Energy,will open the show and deliver the welcomeaddress. Officially supported by the UAEMinistry of Energy, Tank World Expo alsoboasts many other major show supporters,including Horizon Terminals, ENOC, FujairahOil Terminal, Gulf Petrochem and StarEnergy Oil Tanking, as well as some of theworld’s leading suppliers including EmersonProcess Management, Kanon LoadingEquipment, ATECO Tank TechnologyEngineering and Endress+Hauser.

Tank World Expo 2016 will feature a two-day conference programme led by 18industry figures from organisations such asthe UAE Ministry of Energy, OiltankingOdfjell Terminals Oman, Dubai MercantileExchange, Burgan Cape Terminals andCITAC Africa. The programme reflects thechanging market place, with an increasedfocus on the greater GCC region, as well asFujairah and the UAE, which both featurestrongly in the programme, alongside Africa.

Roderick de Rooij, commercial managerat Oiltanking Odfjell Terminals Oman, will be

looking at the future outlook for the storagemarket in Oman. He will discuss how tocapitalise on the trade routes between Asiaand Europe, whilst analysing the region’sdemand for storage capacity. He will alsoexplain how best to increase the terminal’sefficiency and explore Oman’s futuregrowth ambitions.

The growth of Fujairah is still a key driverin the Middle East’s continued rise. It is thesecond most productive region in terms ofbunkering capacity and the third largest oilstorage and products trading centre in theworld. In light of this, Malek Azizeh,commercial director at Fujairah Oil Terminal,will discuss the region’s crude oil storageposition as a strategic regional hub forproducts and crude.

Paul Young, head of Energy Products atDubai Mercantile Exchange, will be lookingat the impact of oil prices on the storage

sector, and delving into crude supply anddemand drivers in the Middle East.

Many exhibitors will be using Tank WorldExpo 2016 as a platform to launch newinnovations and technologies to the MiddleEast and African markets. Arflu IndustryValves will be presenting its dual expandingplug valve, while Fort Vale will demonstrateits MK3 Safeload semi-automatic bottomloading coupler. Knowsley SK will bedisplaying its latest foam mixing technology– the Turbinator, designed to accurately mixfoam concentrate liquid with eitherfreshwater or seawater. Omnivalve will bepresenting its OmniSeal Double Block andBleed (DB&B) expanding plug valve. n

For more information contact Nick Powell,tel:+44 (0)20 8843 8801, email:[email protected], or visit the eventwebsite: www.tankworldexpo.com.

Tank World Expo 2016Date: 12-13 April 2016Venue: Dubai World Trade Centre


EXHIBITION

The Middle East is a hub for the bulk liquidstorage industry (Photo: Roel Hemkes / flickr)

Highlighting opportunities in

bulk liquid storage

Many exhibitors will be using Tank WorldExpo 2016 as a platform tolaunch new innovations and technologies.”

S07 ORME 3 2016 - Tank World Expo_Layout 1 30/03/2016 15:03

FOR PRODUCERS IN many industries, such as refining andpetrochemicals, process optimisation is an ongoing challengewhen trying to meet defined production specifications and todeliver quality product on time during the peak of the Middle

East summer. The failure of just one part of the cooling process in arefinery to meet the required temperature can result in decreasedproduction and can be disastrous for the manufacturer’s bottom line.

One of the main issues currently plaguing refineries pertains tothe lack of seasonal supplemental support for critical cooling ofprocess or sea water during the peak of summer. Many companiesare now investigating options to mitigate this risk, including the useof temporary cooling solutions to overcome issues such as fouledsea water heat exchangers, increased sea water temperatures fromthe Gulf, and periodic maintenance of heat exchangers.

Temporary rental of sea water cooling tower and heatexchangers, such as those available from Aggreko, can allowproducers to maintain or increase production levels during thesummer period by optimising process cooling in their productionfacilities. In many situations, these customised temporary solutionsalso help manufacturers improve their balance sheet by avoidinghigh-cost capital expenditure (CAPEX) commitments to meet short-to mid-term needs. Refineries worldwide are benefitting from thecost savings and operational efficiencies that temporary coolingtower solutions provide.

When considering a temporary cooling system, it is importantthat the equipment and the solution match the specific demands

of the environment. Each stage in the refining process is uniqueand has different needs, so there is no such thing as one size fits all solution.

Optimising productivity at different phases in arefinery processAggreko temporary cooling towers can be applied in a number ofways to address vital process cooling needs and maintainproductivity, from both an economic and operational standpoint:

Optimised cooling to saturate (sat) gas plant – Feed to the satgas plant can come from various sources within the refinery,though the major source is gas from the overhead drum in thecrude unit. The sat gas plant compresses feed gas in order torecover LPG-grade material from natural gas. Normally the sat gasplant also has a depropaniser and debutanizer to split the liquid LPGstream into individual propane and butane products.

Aggreko, a global leader in the provision of temporary power and temperature control, outlines how its temporary coolingsolutions can result in cost savings andoperational efficiencies.

Aggreko cooling towers can help operators to maintain or increase productivityduring the summer months


Cooling solutions for production

optimisation

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Production Optimisation


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DIESEL | GAS | POWER PLAN

TS | RENTA

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To ensure the processes in this section are carried outseamlessly, additional temporary cooling can be required at any ofthe processes taking place in the distillation tower overhead, wet gascompressor, rundown cooling, absorber lead oil process.

Aggreko can provide the additional cooling that circulates coolingwater through a closed-loop mechanical refrigeration or coolingtowers to utilise salt water. This additional cooling will mitigate anycooling issues, thereby allowing the plant to lower distillation towerpressure and increase unit rates over previous summer periods.

Cooling vacuum unit to enhance performance – The vacuumtower pressure that can be achieved is proportional to thetemperature of the water used in the condensers’ cooling waterexchangers. Thus, water used in these condensers lowers thepotential vacuum pressure. Cooling water comes from the plant’sclosed-loop cooling water circuit. After being warmed, it passesthrough numerous exchangers in the plant, and then the coolingwater is re-cooled in a cooling tower. However, it can only be cooledso far, due to the higher ambient temperatures in the summertime.

Aggreko can provide cooling water exchangers that circulate

chilled water through a closed-loop mechanical refrigeration orcooling towers able to utilise sea water in order to lower vacuumtower pressure. This allows the refinery to incrementally capturemore heavy vacuum gas oil (HVGO) from vacuum tower bottomsmaterial and increase refinery profitability in the process.

The applications described above are just a couple of examples ofhow temporary cooling solutions can help refineries mitigateoperational hazards, minimise CAPEX spending and ensure optimalproduction uptime. The maximum benefit of these temporarysystems can only be realised by partnering with a provider with theright technical, engineering and project management expertise toexecute a customised and scalable turnkey solution, for short- andlong-term needs. n

For further information see the website at www.me.aggreko.com.

Aggreko temporary cooling solutions can be used in anumber of ways to address vital process cooling needs

The maximum benefit of thesetemporary systems can only be realised bypartnering with the right provider.”


Production Optimisation


http://www.cat.com/rentalpower

LEADING TECHNOLOGY COMPANY Tracerco hasbeen helping customers to achieve savings of asmuch as 20 per cent in reservoir stimulation coststhrough their smart tracer technology.

Over several projects in the last few years,Tracerco has demonstrated the value of usingsmart tracers to measure stimulationeffectiveness in unconventional oil and gasreservoirs. In the challenging market conditionsthat the industry faces today, reducing lift costs isparamount. Stimulation optimisation is a key areato reduce spend on stimulation activities, andyield maximum production.

Unique tracers are used to tag the native oil,gas and frac water in each of the stages inunconventional wells. Samples are taken atregular intervals and analysed at one ofTracerco’s specialist tracer laboratories locatedaround the world, or at a mobile lab which cananalyse results onsite.

The analysis allows accurate stage flow datacomparison to be made and determine the mosteffective stimulation conditions. This can identifywhere stimulation is not effective, and thereforein future wells with similar geophysicalexpectations, stimulation can be deleted in thosestages, ensuring resources are optimised.

In addition, tracers can be used to comparestimulation technologies in order to identify themost effective overall. One customer used smarttracers in this way, tagging two wells with thesame geophysical expectations, but with twocompeting stimulation strategies. Not only didthey identify two stages where stimulation wasineffective (eight and nine within each well), they

discovered that one stimulation strategy yielded18,000 barrels per month, whilst the other yielded26,000 barrels per month, with no anomalyshowing majority flow from one stage due tounforeseen geological properties. If the operatordeleted stages eight and nine from the stimulationin either strategy, it would have yielded a 20 percent saving in stimulation costs, with only a fourper cent reduction in production. This, coupledwith the knowledge that one stimulationtechnology was far superior in terms of yieldingproduct, meant the operator could cost-effectivelyoptimise their stimulation strategy.

Paul Hewitt, Reservoir Technologies director,commented, “Optimising stimulation strategy is aneffective way to reduce lift costs. Using tracers tomeasure the effectiveness of different stimulationstrategies on a stage by stage basis in similargeophysical wells, means our customers canoptimise development plans. The advantage ofusing tracers is their ability to pinpoint stages ofthe well that are successfully producing or not. Inthis case, what is more interesting are those notresponding to the stimulation, which couldeffectively be deleted from future stimulationactivities within similar wells, therefore yieldingsignificant savings.”

Bringing cost savings to unconventional oil and gas through smart tracers

Smart tracers have been used to measure stimulationeffectiveness in unconventional oil and gas reservoirs(Photo: Erick Gustafson / Flickr)


Technology

S08 ORME 3 2016 - Technology_Layout 1 30/03/2016 15:14

http://www.transasiapipelines.com/

THE GLOBAL OIL and gas industryhas entered a turbulent era ofoversupply, with unstable pricing andrestricted budgets posing a long-

term challenge, not just a short-term hurdle. Though experiencing the same squeeze

on margins as other international markets,analysts predict that the Middle East will –over the next 20 years – retain its mantle asthe world’s top oil exporter and see oilconsumption increase by around 60 percent. To seize this long term opportunityhowever, operators need to ‘ride the storm’by boosting operational efficiency. It is anobjective prompting many to innovate byadopting technologies that aid productionwhile minimising the demand on resources. Middle East offshore operators should

not underestimate the potential operationalefficiencies – and therefore cost efficiencies– attainable by using the right surveillancesolutions, in the right way.

Integrated systemsThe emergence of IP-based surveillancepresents the most significant opportunityfor the sector in this regard, as it enablesseamless integration between video and a wide range of critical third party systemssuch as access control, process control,chemical detection, emergency responseand even radar. The immediate benefit ofthis is that it takes fewer people less timeto monitor systems when they are unified –and therefore manageable – in a singlecommand and control environment. But themore significant benefit for a cost-consciousmarket is the depth of data analysis thislevel of integration facilitates.

Details such as fluctuations intemperature, noise or equipmentperformance, access anomalies and unusualpersonnel movements, can be easilymonitored and continually cross-referencedvia a single security management system toidentify issues before they have a chance toescalate. The same system can also beconfigured to prompt high definition visualfeed (from the nearest camera stations) andgenerate automatic on-screen incidentinvestigation/response workflows for evengreater efficiency. Consolidating site monitoring in this

way enables swifter threat response, andcan ultimately prevent incident escalationsthat would be dangerous to people, placesand profits.

Maximising existing assetsOf course, while the dominant surveillancetrend for new developments in the MiddleEast is for HD IP-based systems, there isstill a huge number of analogue cameras inoperation. The scale of some sites,combined with budget restrictions, meanswide-scale replacement of analoguecameras is simply not feasible, and given

that many operators will be looking todevelop their existing assets ahead of newproject investment, ensuring that all ‘old andnew’ can work together is essential. This is particularly relevant in areas such

as Qatar and Saudi Arabia where projectexpansion, due to a long history ofdevelopment, is more common. One of the major benefits of the latest

interoperable surveillance systems, in termsof pure cost effectiveness and ease of use,is that they can utilise legacy products,i.e.existing analogue cameras and theirinfrastructure, connect them with newtechnology, and unite them in a system thatdelivers all the advantages of digital controlfunctionality – a hybrid system.This can make a big difference to the

overall investment figure for upgrading aproject (for example introducing new drillingplatforms or improved logisticsinfrastructure), as it negates the need tostrip out and start from scratch. With a fullyinteroperable system, these new camerastations can be quickly and easilyintroduced, and work side-by-side withexisting cameras, feeding into one digitalmonitoring and control system.

Using integrated surveillance systemscan result in operational and costefficiencies for offshore operators(Photo: iurii / Shutterstock)

John MacKay, from global surveillance solutions business Synectics, provides an overviewof current offshore surveillance technology trends relevant to the Middle East market.

Harnessing technology in a

cost-critical climate

Consolidating sitemonitoring in this wayenables swifter threatresponse.”


Technology



http://www.ivacis.com/

Safer assets are more cost effectiveUsing surveillance to detect corrosion anddegradation may not be the first thing thatsprings to mind when discussingtechnology as a cost-reduction measure,but the reality is that safer assets are moreefficient, and therefore more cost-effective. Offshore assets are susceptible to

extreme weather conditions, and factorssuch as salt corrosion. This can leaveequipment open to levels of wear and tearthat can quickly escalate from minordegradation to complete malfunction.Constant manual inspection is expensive,and in many instances dangerous for thepersonnel concerned. Today’s surveillancesolutions offer an alternative. Real-time, high resolution, high

efficiency transmission of visual data,using low bandwidths to avoid resourcedrain and unnecessary spend, is possibleusing cameras that can operate in confinedspaces, low light and at extreme low andhigh temperatures. They are ideally suitedfor monitoring non-hazardous rig areas, andare perfectly tailored for continuousmonitoring of hazardous areas, oftendifficult or dangerous to inspect manuallyon such a regular basis.By integrating video feed with analytics

via a command and control platform, anydeviation from set parameters (orcombination of possible degradationindicators) can be programmed to triggeran incident alert on monitors in the controlroom for personnel to investigate further.Thanks to improving IP networking andconnectivity, monitoring of this nature canbe conducted from an onshore base,supporting leaner operations for assetslocated offshore.

Equipment degradation monitoring,however, is not the only way thatsurveillance can be used to improve safetyand cost-efficiency. For example, throughcombining data sets from multiplesystems, the time required to detect andrespond to suspected leakage can begreatly reduced. Thermal camera stations are able to

detect spillage by demonstrating variationsin temperature and thermal emissivitybetween the oil and the water. Generally,due to the thermal conductivity of oil, itwill become warmer than the surroundingwater in the day by absorbing heat morequickly. Integrating thermal video withother process monitoring systems ensures

that any signs of spillage trigger alerts andguidance for operators to check processequipment nearest the potential leak. This enables rapid incident reaction in

order to limit any negative fall-out from a safety and an environmental perspective,but also ensures financial losses areminimised in terms of product loss andregulatory fines. The same principle applies to areas

such as flare, tank and pipeline monitoring.Early detection of poor flame colour orequipment ‘hot spots’ enables thedeployment of maintenance personnelbefore process inefficiencies become fullscale issues. This is a valuable capabilityfor a sector focused on keeping a leanbottom line.

Surveillance and piracy Piracy continues to be a global problem forthe offshore industry, and while over halfof the world’s piracy incidents occur inSoutheast Asia, threat levels remain high inthe Middle East. And they could increase. LNG is a growth market for the region,

and the UAE is currently investing heavilyin developing LNG regasification terminals.Estimates suggest that by 2018, the totalLNG liquefaction capacity in the UAE willbe around 1.6 bcf/d. The number of LNGcarriers and FLNG facilities operating in theregion will increase. While operators of offshore assets –

fixed or floating – may not be able toprevent physical incursions, they can useintegrated security management solutionsto detect and deal with threats earlier. Radar, cameras (fixed, PTZ, thermal and

multi-spectral), Automatic IdentificationSystems (AIS) and Electronic Chart Displayand Information Systems (ECDIS) areincreasingly being integrated using openplatform command and control solutions.

This facilitates the creation of virtualperimeters that trigger immediate vessel-type identification and positioning ifbreached, and the production ofautomatically generated incident responseworkflows, including instruction for SOSnotifications or evacuation procedures. In the event of intruders boarding the

asset, it is also now possible for crewtaking refuge in a citadel (designated safezone) to transmit surveillance footage orcommunicate via VSAT to ‘friendly forces’such as police, coastguard etc., providingreal-time updates of the situation as itcontinues to unfolds.Surveillance technology is already being

used by the offshore industry in this wayto protect assets vital to the global oil andgas infrastructure. It’s a trend which isundoubtedly set to continue. To summarise, while Middle East oil

and gas operators have more reasons tobe positive than most, the impact of global pricing instability is still keenly felt.Investment in assets and infrastructure,particularly offshore, continues at a steady pace but against a relativelyunfamiliar backdrop of austerity. Investing in solutions that support

efficient, effective operations is anincreasingly attractive proposition. Integrated surveillance solutions enable

operators to ‘do more with less’ byunifying sophisticated safety, security andprocess management systems to facilitateunprecedented levels of situationalawareness – awareness capable ofbridging the offshore/onshore divide. Boosting detection, prevention and

protection capabilities in this way, whilealso reducing demand on resources (timeand personnel), ultimately means thatoperators can confidently protect theirinvestment and prepare for the future. n

The number of LNG carriers and FLNG facilitiesoperating in the region is set to increase

(Photo: VladSV / Shutterstock)

Integrated surveillancesolutions enable operators to‘ do more with less’.”


Technology



http://www.gptindustries.com/

AT SURFACE TECHNOLOGY we havealways endeavoured to work inpartnership with oil and gascustomers and are always looking

at ways in which they can significantlyreduce costs, waste and environmentalimpact through effective repair andrefurbishment of offshore equipment, at thesame time as improving the functionalityand performance of the equipment. We alsopractice this approach internally – as a partof Norman Hay plc and alongside our sistercompany SIFCO Applied Surface Concepts(ASC), which provides a unique repair andrefurbish solution to the oil and gas market.In the current climate, companies are

reluctant to buy oilfield equipment, not onlybecause of the huge capital investment andmaintenance cost, but also because theequipment depreciates and eventuallybecomes obsolete. This is when maintainingthe integrity of assets to extend equipmentlife can play an important role, both foroperators’ own equipment and in the oilfieldequipment rental sector. While a wide array of surface solutions is

available to repair and refurbish criticalcomponents, many oil and gas companiesare not utilising these to their full effect andmay be missing valuable cost-savingopportunities. The decision on whetherequipment can be refurbished or salvaged isdriven by many factors, highlighting theneed to work with a technical partnerequipped to diagnose the appropriatesolution. Customer approvals andaccreditations must also be considered.

Drilling down to what’s possibleCoatings can extend the operational life of arange of critical oilfield equipment. The rangeof processes available include thermal spray,selective plating processes such as theSIFCO Process®, painting to marinespecification from spot repairs to full assetre-coating, machining and grinding, NDTinspection and pressure testing. Coatingscan enhance a number of functional

properties including wear resistance, anti-corrosion, anti-fretting, anti-galling andsurfaces requiring electrical insulation.Examples include:

Valve applications -Typically valve bodiesand seats can suffer from corrosion andabrasive wear in use when particles areintroduced between two moving surfaces.Thermal spray can refurbish them to theiroriginal condition using high-velocity oxy fuel(HVOF) coatings, eliminating the need topurchase new parts.

Drilling equipment - Issues with themanufacturing process can also lead to aneed for component salvage. For example,

we received the sealing bore of an outerconnector sleeve – a critical part of thedrilling system – which had been scoredduring the manufacturing process. A HVOFthermal coating was recommended due toits wear, corrosion and oxidation-resistantcharacteristics. Once coated, the surfaceprofile of the sealing bore was re-machinedto meet the manufacturer’s originalspecification and then comprehensiveinspection and non-destructive testing (NDT)carried out to ensure the part had nomicroscopic cracks or inherent weaknesses.

Christmas trees - Pipelines and Christmastrees, which are used in subsea oil drillingoperations, are subject to harsh underseaconditions, but this equipment can be cost-effectively refurbished by working with an oiland gas coating specialist. We use a bristleblasting method, as it enables rapid spotrepair to small and medium-sized areas.

Subsea / marine risers - Largercomponents with threaded connections,such as risers and tethers for tension leg

A wide range of surface solutions is availableto repair and refurbish critical components

Andrew Courtney, operations director for specialist coatings company Surface Technology, discusseshow companies in the oil and gas sector should be looking to introduce new approaches to repairand refurbish their equipment to increase efficiencies throughout the current sector downturn.

Providing a new lease of life for

oil & gas equipment

Coatings can extendthe operational life of a range of critical oilfieldequipment.”


Technology


platforms, present a coating challenge due to their size and complexhandling, with resultant health and safety issues. Surface Technologyhas a facility in Renfrew, Scotland specifically for handling larger andmore complex work pieces.

BOPs - A blowout preventer (BOP) is a large high pressure valveused to prevent the uncontrolled flow of liquids and gases duringdrilling operations. A common industry problem is mechanicaldamage caused to the internal sealing diameter of the valve. Themost common method of repair is to weld clad with Inconel.However, a more dynamic method of repair would be an HVOFthermal coating due to the moderate transfer of heat to the powderparticles and to the workpiece.

In-situ repairsSome repairs can also be carried out in-situ without significantdisassembly using the SIFCO Process® and our oilfield equipmentpreservation service. The SIFCO Process® is the leading method of electroplating

localised areas on components without the use of an immersiontank. Benefits include the ability to focus the plating onto specificareas of a component, enabling parts to be plated in-situ, helping tominimise downtime and production delays. In contrast to tank plating, the SIFCO Process® does not require

extensive masking or special fixtures to plate the component. SIFCOProcess® deposits can be plated at rates that are 30 to 60 timesfaster than conventional tank plating.In summary, the selection of an appropriate coating for repair or

refurbishment can be a somewhat daunting and complex task.Having more than 50 years’ experience serving the global oil & gasindustry, Surface Technology is well placed to help oil and gascustomers select coatings to repair and refurbish to the higheststandard, increasing asset service life, reducing capital costs andimproving profitability.

For more information on Surface Technology’s repair and refurbishoffering to the oil and gas industry, visit:www.surfacetechnology.co.uk/oil-and-gas-coatings/oil-gas-equipment-repair-and-refurbishment. For more information on the SIFCOProcess®, visit: www.sifcoasc.co.uk/oil-gas.

Maintaining the integrity of assets to extendequipment life can play an important role inthe current industry climate

The selection of an appropriate coatingcan be a somewhat daunting and complex task.”


Technology


http://www.processsystems.sandvik.com/

THE INTERNET IS a global system so advanced it can respondto touch-of-a-button requests in tenths of a second, connectpeople across continents like never before, and executetransactions in the blink of an eye. Such is its power — and

potential — that the World Wide Web is touted by some, not just asthe greatest invention of our generation, but of all time. However,when power falls into the wrong hands disaster can strike, and in

cyberspace, where hits are growing in both strength and number,the question is not where a cyberattack will happen against criticalinfrastructure, but when — with industrial companies emerging asprime targets. The time to act is now.

Recent statistics drive home the seriousness of the situation:across sectors and industries, average annual losses to companiesworldwide from cyberattacks now exceed US$7.7mn, according tothe Ponemon Institute — and it is the industrials sectors that findthemselves amongst the most at risk. The Industrial Control SystemsCyber Emergency Response Team (ICS-CERT) has reported morethan 800 cybersecurity incidents since 2011, with most occurring inthe energy sector.

Exacerbating the threat to industrial players is the potential forwider-reaching damage spurred by the increasing integration ofinformation and operations cross sectors. While this developmentcan drive cost and resource management efficiencies, and addresssafety and environmental concerns, it can also leave entireorganisations and their infrastructure open to attack. Expanding inline with the spreading threat of cyberattack is the importance ofindustrial automation and control systems (IACS) security. IACS arethe controls systems that manage and operate physical processesused in various critical infrastructure and industrial sectors such asmanufacturing, oil and gas separation and power generation. Notonly should organisations consider IACS in the equation of shoringup security, it is crucial that those same organisations take an all-encompassing approach to integrating such systems. Failure to do socould result in an inefficient, incomplete solution that overlooksimportant threats, impedes swift resumption of critical operations inthe event of an attack, or fails to evolve in a changing environment.Consideration of the following factors can help firms get it right:

Threats are multi-faceted:Technical risk assessments arefundamental to managing IACS security within an enterprise. Inaddition to the specific methods required to perform technicalassessments on IACS, such as passive vulnerability assessmentsand non-intrusive technical analysis, effective IACS security involves ahuman/geopolitical element as well: it is important to investigate and,where possible, understand the actors behind attacks as well as theirmotivations. It is also vital to monitor and understand threats as theyevolve, which they inevitably do. But while various industries havefallen prey to attack, the oil and gas sector has been one of thehardest hit. Amongst the most notable cases are the Shamoon virusattack, which shut down more than 30,000 workstations at SaudiAramco, and the largest ever coordinated cyberattack in Norway, in

Dr Walid Fayad, executive vice-president atBooz Allen Hamilton MENA and Atif Kureishy,principal at Booz Allen Hamilton MENA, explainhow IACS security can protect the energy sectorfrom cyberattack.

Act now to protect

oil & gas assets

Amongst the most notable cases is the Shamoon virus attack, which shutdown more than 30,000 workstations atSaudi Aramco.

Quality.Integrated Solutions. Reliability.

M.A. Qaiser Industrietechnik GmbHGoseburgstrasse 41 21339 Lüneburg - Germany Tel. +49 4178-1214 / 819789

E-mail: [email protected] www.qaiser-industrie.com

Your partner for abrasive discswelding equipment & PPE.


IT

S09 ORME 3 2016 - IT_Layout 1 30/03/2016 15:23

http://www.qaiser-industrie.com/

which more than 300 oil and energycompanies were breached.

Prediction and compliance are power:Predictive intelligence and analysis from atrusted advisor who knows the landscape canassist an organisation in putting all the humanand technological variables on its radar, andtracking them to make informed IACS securitydecisions. Meanwhile, researching andcomplying with the many standards that havebeen developed in response to emergingthreats is another essential component inunderstanding and averting IACS risk. Thesestandards have been developed from theknowledge of world-leading experts as well asbest practices from across sectors: utilities, oiland gas, energy, transport, health, ICT,government, finance, emergency services,and more.

A solid plan: With cybersecurity threats now a given in today’sworld, it is crucial that companies develop an effective response andrecovery plan. From emergency response to remediation,cybersecurity strategies must be multi-faceted, involving advanceddata analytics, business impact analysis, and crisis managementamongst other components. Third-party advisors can helporganisations build capabilities in these areas, as well as design

security operations centres for centralisedimplementation and administration.

Even the best laid plan requires training:With a carefully-developed strategy in place,bringing mission-critical plans to life requirestraining – another area where external, thirdparty advisors can be of help. Proper trainingraises awareness of IACS safety andcybersecurity as a priority and prepares theworkforce for current and emerging threats. Inorder for this to be done successfully, it is vitalto source trainers who are experts in industrialcybersecurity as well as oil and gas processesand systems.

Integration is not for the uninitiated:Many competencies come into play whenintegrating IACS security into operations. Takefor instance an IACS security initiative’stechnical challenges: operational technology

(OT) can be very different to information technology (IT), whichmeans that IT best practices may not translate to an OTenvironment. Furthermore, the systems being integrated maythemselves lack adequate security features. With this in mind,successful integration requires a multi-faceted team with knowledgeacross areas including IT, cybersecurity, industrial automation,electronics, engineering, and critical infrastructure protection. n


IT

Atif Kureishy is the principal at Booz Allen Hamilton MENA

S09 ORME 3 2016 - IT_Layout 1 30/03/2016 15:23

http://www.vanbeest.com/

A NEW DESERT truck-mounted workover rigintegrating industrial design concepts hasrecently been completed by KERUI Group’sDongying drilling equipment production base. Theworkover rig is customised for a client in desertareas of North Africa, featuring high levels ofmobility, integration and adaptability to differentenvironments, and catering to workoveroperations at a depth of below 8,000 m. With anoptimised structure and a custom upgradedchassis, it shortens the relocation time by onequarter, greatly reducing costs for customers andopening a new chapter in the industrial design ofoil and gas equipment.

KERUI Group revealed that as deserts arewidespread in North Africa, it can take longer torelocate the equipment. KERUI Group pioneeredthe connection of the platform and its legs usinghinges instead of plugs, so the entire workoverplatform can be transported by the vehiclewithout the need for disassembly.

KERUI Group’s R&D team optimised thestructure and counterweight of the workoverplatform based on its load requirements, toreduce the weight of the platform by 30 per cent.

The customised chassis, equipped withprofessional desert tyres, can easily cope with theharsh desert conditions, says the company.

As well as ensuring good off-road performanceand relocation cost control, the equipment is alsoequipped with electrical components, drivesystem sealing, lubricating oil and hydraulic oilthat works well under temperatures from -19°Cto55°C. The air filter, fuel filter and water cycle filterare all specially designed for the desert, while theradiators of the power units and the motor canalso adapt to the hot and stormy climate.

In the process of customised R&D,

revolutionary breakthroughs were made in termsof industrial design, reflecting KERUI Group’sbrand image of "openness, innovation andresponsibility". The body of the vehicle is bothtough and dynamic; the cab, the engine hoods andthe vehicle-mounted equipment adopt astreamlined design to improve the convenience ofoperation and driving safety; while the colour anddesign incorporate high-end techniques andquality in every detail.

KERUI Group has set up an industrial designinstitute, which has teamed up with ChinaUniversity of Petroleum (East China) to organisethe Global Petroleum Equipment Design Contest forPost-Graduates, with the aim of accelerating thecommercialisation of scientific research findingsand identifying and hiring high-level industrialdesigners. It has also actively collaborated withscientific research institutions and suppliers toenhance industrial design capability and drive theoverall upgrade of products in terms of bothfunctionality and performance.

For further information contact Fred Liu, tel:008615105465268, email:[email protected].

KERUI Group launches new desert truck-mounted workover rig

KERUI Group’s new workover rig


Innovations

S09 ORME 3 2016 - IT_Layout 1 31/03/2016 12:12

http://www.rittal.com/uae-en/content/en/start/

S09 ORME 3 2016 - IT_Layout 1 30/03/2016 15:23

http://www.flir.com/home/

www.rsigroup.com

PARKER BESTOBELL MARINE, part of Parker Hannifin – the globalleader in motion and control technologies, has developed a range ofhigh pressure cryogenic valves that are fully approved for use in themarine sector.The valves can withstand pressures of up to 625 bar, with a range

from ½” to 3”, and are designed specifically for the MEGI Engine fuelgas system.

The range includes manual, gearbox operation, single actuator andtandem actuator valves. In addition, Parker Bestobell Marine alsooffers high pressure check valves.

Duncan Gaskin, market development manager for ParkerBestobell Marine, said, “We developed these valves in collaborationwith a number of shipbuilding companies which required them forthe MAN ME-GI fuel gas systems. As worldwide markets look toreduce air pollutants and with the introduction of Emission ControlAreas (ECA), we expect to see demand increase for high pressurevalves that are marine approved.”Parker Bestobell Marine has previously supplied its high pressure

valves for fuel gas systems for a variety of projects.The new high pressure valve range will be launched in April 2016.

HONEYWELL HAS INTRODUCED its MillerDuraSeal self-retracting lifeline (SRL), designed to provide greater reliability andsafety in the harshest environments –including onshore and offshore oil and gas,mining and petrochemical sites.

The DuraSeal SRL introduces patent-pending sealed technology that preventscontaminants from entering the mechanism –earning the design an IP69K certification, andensures that the self-retracting lifeline’sbrake system, power spring and bearings arenever exposed to debris, water or chemicals.

This SRL includes many other advanced,practical features. The braking system isdesigned to withstand multiple falls. The unitinstalls and transports easier – and quick,low-cost lifeline replacements in the field arepossible. Engineered to be up to 30 per centlighter in weight than competitive sealedSRLs, it reduces user fatigue and increasesproductivity. With a weight capacity of 180kg, it provides protection for a wider range ofworkers who often carry heavy tools. TheSRL requires no annual recertification,keeping the product in the field longer whileincreasing the safety of workers.

The braking system is designed to withstand multiple falls

A ‘lifeline’ for harsh environments

New high pressure valves for marine sector released


Innovations

S10 ORME 2016 Inovations_NEW_Layout 1 31/03/2016 16:58

http://www.dmiinternational.com/

VAN BEEST HAS expanded its range of ‘Green Pin’ ROV shackles with theintroduction of the Green Pin ROV release and retrieve shackles withtapered pin.The shackles are available with two types of handles – fishtail or D-

handle. They can be manipulated easily by ahydraulicallyoperated ROV arm,withoutcompromisingsafety. Thetaperedending of thepin makes itpossible toeasily assemble theshackle underwater. Whilethe groove for the wire rope lies inthe pin head to let it attach to the shacklebody, the thread is completely chambered toprotect the sling. The product can be suppliedwith a works certificate, material certificate,manufacturer test certificate and EC Declaration of Conformity.The apparatus is suitable for both inline and side loading. The same

reduction factors apply for the latter as for the standard shackles.

Van Beest introduces new ROV shackles

The P-5463F ROVtapered pin shackle

THE ABILITY TO efficiently commission field devices reducesstartup costs and schedule risk for large projects. EmersonProcess Management’s line of Rosemount 8800 Vortex flowmeters now offers HART® Protocol Revision 7, which allows foreasier identification in the field, commissioning and configuration.“Making it easier to commission and start up a facility

accelerates the return on our customers’ investment,” said MarkFleigle, vice-president of technology and product development forEmerson Process Management. “The extension of HART 7 to ourvortex flow meters simultaneously adds functionality andimproves usability.”The Locate Device feature of HART 7 displays a visible code on

the device’s LCD screen which allows for quick field identification.Once connected to the device, or while viewing from the

control room, Long Tag allows for a detailed device name to beviewed or loaded into the flow meter. Long Tag support increases the character limit from the current

eight character tag to 32 characters, allowing the user to createmore accurate descriptions.HART 7 also offers flexibility for device configuration. For the

most up to date process information, it delivers expanded burstmode capabilities to allow the vortex meter to burst up to eightvariables and to trigger messages based on process events.

Emerson upgrades flow meters


Innovations


http://www.bulksrl.it/

MORE THAN 1,500 industryprofessionals took part in thePetroplan survey, which set outto measure how recent volatility

and change within the industry has affectedthe outlook of the global workforce.Respondents included staff, contractors andthose out of work but actively looking forroles in the industry, across a range ofdisciplines from more than 107 countriesand territories worldwide.

According to the survey, 42 per cent ofrespondents in the Middle East say thecurrent oil price has directly affected theiremployment, compared with a globalaverage of 57 per cent, and 52 per cent arepositive about their future career in thesector, compared with a global average of41 per cent. Security of employment ishighest in the Middle East, where 62.1 percent feel secure or very secure in their jobs,compared with 26.2 per cent in Canada and18.7 per cent in the UK.

Indeed, industry professionals fromother regions of the world are assessingprospects in the Middle East andconsidering relocating there for job securitygiven the “long-term market opportunities”,says Petroplan. “The Middle East isswallowing up a lot of the spare talent inthe sector,” it comments.

More than 60 per cent of respondentsstated that they were actively committed tothe oil and gas sector, and 63 per centwould recommend the career to others,despite low oil prices and massredundancies. However, the vast majority –88 per cent – also stated that they were onthe lookout for new opportunities. Of those

Findings from Petroplan’s inaugural Talent Insight Index reveal that oil and gas professionals in theMiddle East are less affected by the low oil price than those elsewhere in the world, more positiveabout their future career in the sector and more secure in their jobs.

Survey highlights global oil

workforce outlook

The Middle East isswallowing up a lot of sparetalent in the sector.”


Talent Management


not proactively seeking a new position, 56per cent said they would consider changingjobs given the right circumstances. One inthree respondents are likely to leave the oiland gas sector for another field, and 63 percent believe there is already a skillsshortage in the industry. This providesfurther evidence that there is a risk foremployers, who might struggle to fulfil their workforce requirements in the future,says Petroplan.

Andrew Speers, CEO at Petroplan, said,“The results of the Talent Insight Indexshow that there needs to be a major shift inemployer attitudes to retention and talentmanagement. Although we have acommitted workforce, people are weary ofthe ups and downs of the sector.

“Companies have to balance the risksand rewards of job cuts with retaining keypeople and skills shortages. While it mightseem like a strange time to talk aboutloyalty and talent retention, we must. Theindustry has to take a longer-term view ofinvesting in, retaining and developing itspeople. It’s the only way that we can slowdown the rollercoaster of boom and bust.”

Workers need security in their roles,Petroplan comments. “With security comesengagement. Engagement means higherproductivity and greater retention of talent.”

The survey findings present a positiveview of the future, with more than half ofrespondents stating that the industry willinevitably recover, and more than a third

believing that recovery will happen in thenext two years. The survey also revealedmore than 40 per cent of respondentsbelieve that decision-making in theirorganisation has improved, while nearly onethird believe there is increased innovationand productivity in the sector.n

Full findings and analysis from the TalentInsight Index: an annual barometer for theoil, gas and energy industry can beaccessed at www.petroplan.com/talent-insight-index-2016.

The majority of oil and gas workers are committed tothe sector despite the downturn (Photo: DHL)

The industry has totake a longer-term view ofinvesting in, retaining anddeveloping its people.”


Talent Management


http://www.eprocess-tech.com/

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

Source: Baker Hughes

RIG COUNT

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

Middle EastABU DHABI 31 17 48 0 30 18 48 25 11 36DUBAI 0 2 2 0 0 2 2 0 2 2IRAQ 49 0 49 0 49 0 49 61 0 61 JORDAN 0 0 0 0 0 0 0 0 0 0 KUWAIT 43 0 43 3 40 0 40 45 0 45 OMAN 71 0 71 1 70 0 70 57 0 57 PAKISTAN 21 0 21 -2 23 0 23 19 0 19 QATAR 2 4 6 -3 3 6 9 2 7 9 SAUDI ARABIA 111 17 128 4 106 18 124 97 18 115 SUDAN 0 0 0 0 0 0 0 0 0 0SYRIA 0 0 0 0 0 0 0 0 0 0 YEMEN 0 0 0 0 0 0 0 3 0 3 TOTAL 328 40 368 3 321 44 365 309 38 347

North AfricaALGERIA 52 0 52 1 51 0 51 49 0 49EGYPT 25 10 35 -7 31 11 42 46 16 52 LIBYA 0 1 1 0 0 1 1 4 3 7 TUNISIA 0 0 0 -1 1 0 1 0 3 3TOTAL 77 11 88 -7 83 12 95 102 9 111

S11 ORME 3 2016 - Rig Count_DMS_Layout 1 30/03/2016 15:53

Project DatabankCompiled by Data Media Systems

Project City Budget ($ US) Status Completion Date

Laffan Refinery Company Limited - Ras Laffan 1,500,000,000 Construction 2016-Q3Laffan Refinery 2 (LR2)

Occidental Petroleum Corporation (OXY) - North Dome 5,000,000,000 EPC ITB 2018-Q4Expansion of Idd el-Shargi North Dome (ISND Phase-5) - Package 1

Occidental Petroleum Corporation (OXY) - North Dome 5,000,000,000 EPC ITB 2018-Q4Expansion of Idd el-Shargi North Dome (ISND Phase-5) - Package 2

Oryx GTL - Expansion of Gas To Liquids Plant Ras Laffan 1,500,000,000 Feasibility Study 2019-Q4

Qatar Petrochemical Company (QAPCO) - Mesaieed 300,000,000 EPC ITB 2016-Q4Ethylene Plant Expansion - Phase 3

Qatar Petroleum (QP) - Mesaieed 50,000,000 Construction 2016-Q4Air Compressor Replacement at Mesaieed Refinery

Qatar Petroleum (QP) - Doha 80,000,000 Construction 2015-Q3Bi-directional Pipeline Between KM and KS

Qatar Petroleum (QP) - Mesaieed 500,000,000 Design 2017-Q4EPS Qatar - Expandable Polystyrene (EPS) Plant

Qatar Petroleum (QP) - Various 300,000,000 Engineering & Procurement 2019-Q4Hamad International Airport Jet A1 Fuel Pipeline

Qatar Petroleum (QP) - Mesaieed 50,000,000 FEED 2017-Q2Vapour Recovery System at Multi Product Berth

RasGas - Flow Assurance Project (FAP) Qatar 300,000,000 Construction 2015-Q4

RasGas - Helium 3 Production Plant Ras Laffan 600,000,000 Engineering & Procurement 2018-Q2

RasGas - North Field 10,300,000,000 Construction 2021-Q4Qatar Barzan Gas Field Development Project (Overview)

RasGas - North Field 700,000,000 Engineering & Procurement 2019-Q4Qatar Barzan Gas Field Development Project - Offshore - Phase 2

RasGas - North Field 300,000,000 Engineering & Procurement 2023-Q4Qatar Barzan Gas Field Development Project - Offshore - Phase 3

RasGas - North Field 1,700,000,000 Construction 2016-Q1Qatar Barzan Gas Field Development Project - Onshore - Phase 1

RasGas - North Field 2,000,000,000 Feasibility Study 2019-Q4Qatar Barzan Gas Field Development Project - Onshore - Phase 2

Shell - Pearl GTL Scheme - Onshore & Offshore Facilities Qatar 20,000,000,000 Construction 2019-Q3

OIL, GAS AND PETROCHEMICAL PROJECTS - QATAR

Jimmy Baikovicius / flickr


Project DatabankCompiled by Data Media Systems

Project Summary

Background

Project Name QATAR PETROLEUM - AL SHAHEEN OFFSHORE FIELD DEVELOPMENT PLAN

Name of Client Qatar Petroleum (QP)

Estimated Budget ($ US) 500,000,000

Facility Type Oil & Gas Field

Status Construction

Project Start Q1-2014

End Date Q4-2016

FEED WorleyParsons

Main Contractor Maersk Oil

Award Date Q3-2015

Project FocusCompiled by Data Media Systems

Project Scope

The scope of work comprises:• Drilling of some 40 new production wells• 20 new water injection wells• Conversion of 14 existing wells to water injection

• Construction and installation of new productionplatforms, interconnected with pipelines

• Facilities for gas compression

• A gas export pipeline to Qatar Petroleum's NorthField Alpha platform, offshore Qatar

• A number of appraisal wells will be drilled toevaluate possible further production potential

Al Shaheen field is located in block 5 offshore northern Qatar and is operated under a production sharing agreement on behalf of Qatar Petroleum. The oilfieldconcession is currently under open bidding as of Q2 2015.

Project Status

Date Status

Feb 2016 Maersk Oil reveals the development project at the Al Shaheen field offshore Qatar is progressing as planned with 80 per cent of the drillingprogramme currently completed.

Jan 2016 ExxonMobil, Royal Dutch Shell, and France's Total are believed to be 3 of the 8 international oil companies in discussion with QP about taking overthe field's development. The outcome of the tender process for the new concession holder is expected to be announced in the second half of 2016.

Jul 2015 A recently-built rig housing offshore oil workers for the Al Shaheen field part-collapsed into the sea in a "punch-through" incident and will needmonths of repairs.

May 2015 In a blow to current concession holder Maersk Oil, Qatar Petroleum invites international oil companies to compete and operate Al Shaheen frommid-2017, when the agreement with Maersk Oil expires, on an open tender basis. No submission deadline set yet.

Project Schedules

Feasibility Study 1Q-2014

FEED 2Q-2014

EPC ITB 2Q-2015

Engineering & Procurement 3Q-2015

Construction 4Q-2015

Completed 4Q-2016


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H˘˘Éd˘˘£˘˘Ñ˘™ e˘ã˘π g˘òG Gd˘æ˘¡˘è jù°˘à˘¨˘ô¥ GŸõj˘ó e˘ø Gd˘ƒbâhG÷¡ó )cªÉ GCf¬ ` ‘ Gdƒb™ ` eµ∏∞l H©†¢ Gdû°Å(, dµøGdàÉCKÒ GCa†°π ‡É dƒ cÉfâ G’CeƒQ bó S°ÉQä H¨Ò gòGGd˘˘˘æ˘˘˘¡˘˘˘è. hb˘˘˘ó GCQS°˘˘˘∏â Gdû°˘˘ôc˘˘á e˘˘ój˘˘ôj˘˘ø c˘˘Ñ˘˘ÉQGk ’a˘˘à˘˘à˘˘Éì

L˘˘∏ù°˘˘Éä Gd˘˘óhQGä Gd˘à˘óQj˘Ñ˘«˘á` hT°˘ôì G’Cg˘óG± GŸôL˘ƒqIe˘˘˘æ˘˘˘¡˘˘˘É. c˘˘˘ª˘˘˘É M†°˘˘˘ôhG ‘ f˘˘˘¡˘˘Éj˘˘á G◊óç d˘˘ÓS°˘˘à˘˘ª˘˘É´ GE¤Gd©ôhV¢ Gdà≤óÁ«á, hN£§ Gd©ªπ GÿÉU°á HÉŸàóQHÚ,h–ójó Gÿ£ƒGä Gd≤ÉOeá PGä Gdü°∏á.

N˘˘ÓU°˘á Gd˘≤˘ƒ∫, K˘ª˘á H†°˘™ f˘≤˘É• QF˘«ù°˘«˘á f˘©˘ôV°˘¡˘É.GCh’: j˘éÖ GC’ j˘à˘ƒb˘∞ Gd˘à˘óQjÖ hGd˘à˘£˘ƒjô e£∏≤É Hù°ÑÖG’CReá GŸÉd«á G◊Éd«á. KÉf«É: jéÖ GdÎc«õ ` H≤óQ GCcÈ `

Y˘˘∏˘˘≈ Oe˘è Y˘ª˘∏˘«˘á Gd˘à˘óQjÖ ‘ N˘£˘§ Gd˘à˘æ˘ª˘«˘á Gdû°˘Ée˘∏˘ád˘˘˘∏˘˘˘ª˘˘ƒX˘˘ØÚ, e˘˘™ Rj˘˘ÉOI GET°˘˘ôG∑ GŸój˘˘ôj˘˘ø Gd˘˘à˘˘æ˘˘Ø˘˘«˘˘òjÚ,hJƒW«ó Gdà©Éh¿ H«æ¡º hHÚ bù°º GdàóQjÖ. hGCNÒG: ’HóGC¿ J˘˘¶˘˘π G’Chd˘˘ƒj˘˘á dÈGe˘˘è Gd˘˘à˘˘©˘˘ôjÖ. g˘˘ò√ g˘˘» e˘˘Ø˘˘ÉJ˘˘«˘˘íGdæéÉì GŸù°à≤Ñ∏» GŸù°àóGΩ d∏û°ôcÉä ‘ GŸæ£≤á.

‘ g˘˘˘òG GŸ≤˘˘˘É∫, j˘˘≤˘˘ƒ∫ GBf˘˘ó… L˘˘«˘˘Ñ˘˘æ˘˘õ, Gd˘˘ôF˘˘«ù¢

Gd˘˘˘à˘˘˘æ˘˘˘Ø˘˘«˘˘ò… dû°˘˘ôc˘˘á L˘˘» GE∫ GEj˘˘¬ GES¢ c˘˘ƒfù°˘˘∏˘˘à˘˘æ˘˘èΩ.Ω.ì., GE¿ J˘£˘ƒj˘ô Gd˘à©∏«º hGŸ¡ÉQGä GCU°Ñí Gd«ƒΩGCcÌ GCgª«á Yø P… bÑπ.

HHôôGGeeèè GGddàà©©ôôjjÖÖ ––ààππ eeôôccõõ GG’’CChhddƒƒjjáá ‘‘ GGŸŸææ££≤≤áá


hPc˘ô GBN˘ôh¿, H˘∏˘¨â fù°˘Ñ˘à˘¡º fëƒ 42‘ GŸÉF˘á e˘øGd˘©˘«˘æ˘á, GC¿ g˘ò√ Gdù°˘«˘ÉS°˘Éä b˘«˘ó Gd˘à˘æ˘Ø˘«˘ò, GCh S°˘«àºJ˘˘æ˘˘Ø˘˘«˘˘òg˘˘É OGN˘˘π T°˘˘ôc˘˘ÉJ˘˘¡˘º. hJû°˘ª˘π g˘ò√ G’Cfû°˘£˘áGd˘˘à˘˘©˘˘Éh¿ ‘ ›É∫ Gd˘˘Ñ˘ëå hGd˘à˘£˘ƒj˘ô e˘™ GŸƒDS°ù°˘ÉäG’CcÉOÁ«á, hJµÉeπ T°ÑµÉä Gd©ªÓA ‘ OhQI G’EfàÉê,hJƒM«ó Gd≤ƒi e™ GŸæÉaù°Ú eø NÓ∫ Gdàû°ÉQ∑ ‘GCa†°π GŸªÉQS°Éä. h’Hó d∏û°ôcÉä, eø GCLπ GE‚ÉìG’H˘à˘µ˘ÉQ GŸØ˘à˘ƒì, J˘©˘õj˘õ Gd˘æ˘ƒ´ Gdü°˘ë«í eø GdÑ«ÄáGdà» JæÉS°Ö J£ƒjô Wôj≤á GdàØµÒ gò√, hPd∂ eø

N˘Ó∫ OY˘º GŸƒX˘ØÚ e˘ø GCL˘π J˘≤˘óË GŸÈQ Gd˘óGa˘™

hQGA G’EfØÉ¥ ‘ ›É∫ G’HàµÉQ.hGN˘à˘à˘º Gd˘óc˘à˘ƒQ/ Gdù°˘©˘óh¿ c˘Óe˘¬ b˘ÉF˘Ó: K˘ªá

GCfû°˘£˘á f˘ƒY˘«˘á hc˘ª˘«á –≤≥ K≤Éaá G’HàµÉQ GŸØàƒì.hb˘ó GCT°˘ÉQä T°˘ôc˘Éä ›∏ù¢ Gd˘à˘©˘Éh¿ Gÿ∏˘«é» GE¤GCf˘¡˘É J˘ƒGL˘¬ H˘Éd˘Ø˘©˘π Gd˘à˘ë˘ój˘Éä GŸôJ˘Ñ˘£˘á Hù°˘«ÉS°ÉäG’HàµÉQ GŸØàƒì GdØ©Édá eø NÓ∫ Jû°é«™ GŸÑÉOQGäG’EOGQjá Gdà» Jôcõ Y∏≈ Gd≤óQGä GdóGN∏«á, hGYàªÉOK˘˘˘≤˘˘˘Éa˘˘˘á Y˘˘˘ª˘˘˘π Jû°˘˘˘é˘˘˘™ Y˘˘∏˘˘≈ G’H˘˘à˘˘µ˘˘ÉQ hJ˘˘©˘˘õj˘˘õ ŒôH˘˘áGd˘©˘ª˘ÓA. hS°˘«ù°˘Ég˘º Pd∂ ‘ J˘©˘õjõ K≤Éaá G’HàµÉQGŸØ˘à˘ƒì Gd˘æ˘ÉT°˘Ä˘á ‘ Oh∫ ›∏ù¢ Gd˘à˘©˘Éh¿ Gÿ∏«é».

he˘™ Pd∂, j˘éÖ Y˘∏˘≈ Gdû°˘ôc˘Éä GCj†°˘É H˘ò∫ Gd˘©˘æ˘ÉjáGdƒGLÑá eø GCLπ GS°àæÑÉ• Gd≤«ªá. hS°àƒaô GdàóGHÒ,

e˘˘˘˘˘˘ã˘˘˘˘˘˘π J˘˘˘˘˘˘≤˘˘˘˘˘˘ÉS°˘˘˘˘˘º GıÉW˘˘˘˘˘ô hGŸµ˘˘˘˘˘Éa˘˘˘˘˘ÉBä e˘˘˘˘˘™ G’CW˘˘˘˘˘ôG±GÿÉQL˘˘«˘˘á Ÿû°˘˘ôhY˘˘Éä Gd˘˘Ñ˘˘ëå hGd˘˘à˘£˘ƒj˘ô hGd˘à˘ë˘∏˘«˘πGd˘˘˘˘ób˘˘˘˘«˘˘˘˘≥ d˘˘˘˘∏˘˘˘˘é˘˘˘˘óhi G’b˘˘˘˘àü°````````ÉOj˘˘˘˘á ‘ e˘˘˘˘«˘˘˘õGf˘˘˘«˘˘˘ÉäG’H˘˘˘à˘˘˘µ˘˘˘ÉQ, e˘˘õj˘˘óGk e˘˘ø Gd˘˘ƒV°˘˘ƒì ‘ Y˘˘ª˘˘∏˘˘«˘˘á G’H˘˘à˘˘µ˘˘ÉQGŸØ˘˘à˘˘ƒì, M˘˘«å J˘˘µ˘˘ƒ¿ Gd˘˘≤˘«˘ª˘á b˘ÉH˘∏˘á d˘∏˘≤˘«˘ÉS¢ ÷ª˘«˘™GCU°ëÉÜ GŸü°Édíz.

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GCHôjπ/f«ù°É¿ ....................................................................................................................................11` 21........ Gd≤ªá Gdµƒjà«á GdôGH©á d∏æØ§ hGd¨ÉR

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GCT°ÉQä hcÉdá Gd£Ébá Gdóhd«á, ‘ J≤ôjôgÉ fü°∞ Gdù°æƒ… GŸà©∏≥ Hù°ƒ¥ GdæØ§ Gdü°ÉOQ ‘ T°¡ô aÈGjô/T°ÑÉ•,GE¤ GfîØÉV¢ ‰ƒ G’EeóGOGä Gd©ÉŸ«á eø GdæØ§ fà«éá GdàÉCKÒ Gdù°∏Ñ» ’eàóGO aÎI GfîØÉV¢ G’CS°©ÉQ. ‘ MÚ

U°ôMâ Gdƒ’jÉä GŸàëóI GC¿ fÉœ fØ§ Gdü°îô Gdõjà» GÿØ«∞ jÎGL™ Hû°µπ MÉO ‘ Gdƒbâ GdôGgø, hGC¿ Gdù°ƒ¥S°ƒ± JÑóGC ‘ GS°à©ÉOI JƒGRf¡É ‘ YÉΩ 7102. heø GŸàƒb™ ` ha≤É d∏à≤ôjô ` GC¿ J≤ƒO Gdƒ’jÉä GŸàëóI G’Ceôjµ«áhGEj˘ôG¿, H˘ë˘∏ƒ∫ YÉΩ 1202, GCQH˘˘Éì Rj˘˘ÉOI G’Ef˘à˘Éê HÚ Gd˘óh∫ G’CY†°˘ÉA hZÒ G’CY†°˘ÉA ‘ e˘æ˘¶˘ª˘á Gd˘óh∫ GŸü°˘óQId∏ÑÎh∫ )GChH∂(, Y∏≈ GdàƒG‹. hjû°Ò Gdà≤ôjô GE¤ GCf¬ ‘ MÚ jæÑ¨» GC¿ JÑóGC GCS°©ÉQ GdæØ§ ‘ G’QJØÉ´ JóQjé«É

ÃéôO GC¿ Jù°à©«ó Gdù°ƒ¥ JƒGRf¡É, S°«ëó JƒGaô GŸƒGQO, Gdà» Áµø G’S°àØÉOI eæ¡É Hù°¡ƒdá hS°ôYá, eø f£É¥GQJ˘Ø˘É´ G’CS°˘©˘ÉQ, Y˘∏˘≈ G’Cb˘π ‘ GŸói Gd˘≤˘ôjÖ. he˘™ Pd∂, a˘ÉEf˘¬ jû°Ò GE¤ N˘£˘ô M˘óhç GQJ˘Ø˘É´ e˘Ø˘ÉL˘Å ‘ GCS°˘©ÉQGdæØ§ ‘ GdØÎI GdàÉd«á eø aÎI Gdàƒb©Éä, hGdò… jæéº Yø YóΩ cØÉjá G’S°àãªÉQ.

hJ˘à˘ƒb˘™ hc˘Éd˘á Gd˘£Ébá Gdóhd«á GEV°Éaá 1^4e˘∏˘«˘ƒ¿ H˘ôe˘«˘π j˘ƒe˘«˘É GE¤ GEe˘óGOGä Gd˘æØ§ Gd©ÉŸ«á HÚ YÉe» 5102h1202, HÉfîØÉV¢ MÉO Yø Gdæªƒ Gdµ∏» GŸ≤óQ H` 11e∏«ƒ¿ Hôe«π jƒe«É ‘ GdØÎI HÚ YÉe» 9002h5102. hjÉCJ»g˘òG GdÎGL˘™ ‘ ‰ƒ G’Ee˘óGOGä Hù°˘ÑÖ Œª˘ó G’S°˘à˘ã˘ª˘ÉQ ‘ GCY˘ª˘É∫ Gd˘à˘æ˘≤˘«Ö hG’Ef˘à˘Éê f˘à˘«éá ’EZôG¥ Gdù°ƒ¥ MÉd«ÉHÉdù°∏™ Gdà» JƒDO… GE¤ Gd†°¨§ Y∏≈ G’CS°©ÉQ. heø GŸàƒb™ GC¿ JæîØ†¢ GdæØ≤Éä GdôGCS°ªÉd«á ‘ ›É∫ Gdàæ≤«Ö YøGdæØ§ hGEfàÉL¬ YÉŸ«É Hæù°Ñá 71‘ GŸÉFá ‘ YÉΩ 6102, H©ó eÉ T°¡ó√ Gd©É⁄ eø GfîØÉV¢ Hæù°Ñá 42‘ GŸÉFá ‘

YÉΩ 5102. hgò√ g» GŸôI G’Ch¤, eæò YÉΩ 6891, Gdà» jæîØ†¢ a«¡É G’S°àãªÉQ ‘ GCYªÉ∫ Gdàæ≤«Ö hG’EfàÉê ŸóIS°˘æ˘àÚ e˘à˘à˘Éd˘«˘àÚ. he˘ø GŸà˘ƒb˘™, ha˘≤˘É d˘à˘≤˘ôj˘ô hc˘Éd˘á Gd˘£Ébá Gdóhd«á, GC¿ jü°π GEfàÉê Gdƒ’jÉä GŸàëóI GE¤ GCY∏≈eù°àƒjÉJ¬ Y∏≈ G’EWÓ¥ Hë∏ƒ∫ f¡Éjá aÎI Gdàƒb©Éä, M«å jÑ∏≠ 2^41e∏«ƒ¿ Hôe«π jƒe«É, hdµø H©ó GfîØÉV°¬Y˘∏˘≈ GŸói Gd˘≤ü°Ò. hj˘æ˘î˘Ø†¢ f˘Éœ f˘Ø˘§ Gdü°˘î˘ô Gd˘õjà» GÿØ«∞ Ã©ó∫ 6^0e˘∏˘«˘ƒ¿ H˘ôe˘«π jƒe«É gòG Gd©ÉΩ,Y˘ÓhI Y˘∏˘≈ Gf˘îØÉV°¬ 2^0e˘∏˘«˘ƒ¿ H˘ôe˘«˘π jƒe«É GCNôi ‘ 7102, hPd∂ b˘Ñ˘π GS°˘à˘©˘ÉOI GCS°˘©˘ÉQ Gd˘æØ§ dü°ëà¡ÉJóQjé«É, a†°Ók Yø GC¿ GELôGA GŸõjó eø Gdàëù°«æÉä ‘ GdµØÉAI Gdàû°¨«∏«á hNØ†¢ GdàµÉd«∞, S°«ù°ªí dÓEfàÉêHÉS°àÄæÉ± Gdü°©ƒO. h’JõG∫ Gdƒ’jÉä GŸàëóI GCcÈ Gdóh∫ GŸù°Égªá ‘ ‰ƒ G’EeóGOGä NÓ∫ aÎI Gdàƒb©Éä, hgƒe˘˘É Áã˘π GCcÌ e˘ø K˘∏˘ã˘» Gd˘õj˘ÉOI Gdü°˘Éa˘«˘á ‘ GEf˘à˘Éê Gd˘óh∫ ZÒ G’CY†°˘ÉA ‘ )GChH∂(. hb˘ó Jü°˘óQä GEj˘ôG¿, H˘©˘ó

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e∏«ƒ¿ Hôe«π jƒe«É. a≤ó GQJØ™ e©ó∫ G’S°à¡Ó∑ ‘ Gd¡æó S°ôj©É e™ GROjÉO YóO eù°àîóe» Gdù°«ÉQGä, H«æªÉGfîØ†¢ ‰ƒ Gd£∏Ö Gdü°«æ» HÉdàõGeø e™ G’bàü°ÉO. hJÉH©â ŒÉQI GdæØ§ Gd©ÉŸ«á JƒL«¬ Jôc«õgÉ fëƒ GBS°«É.H«æªÉ S°ƒ± jôS°ï Gdû°ô¥ G’ChS°§ eµÉfà¬ HÉYàÑÉQ√ eôcõG QF«ù°«É d∏àµôjô, hS°ƒ± jæªƒ Jü°ójô eæàéÉJ¬ Ã©ó∫

’ jØƒb¬ a«¬ S°ƒi Gdƒ’jÉä GŸàëóI G’Ceôjµ«á.



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hjàªà™ HµØÉAI YÉd«á, hgƒ G’Ceô Gdò… Áãπ f≤£á –ƒ∫ QF«ù°«á‘ e˘Ñ˘ÉOQGJ˘æ˘É Gd˘à˘» J˘à˘æ˘Éh∫ H˘ôf˘Ée˘è GCQGe˘µ˘ƒ Gdù°˘©˘ƒOj˘á d˘à˘©˘õjõ

Gd˘≤˘«˘ª˘á GŸ†°˘Éa˘á G’EL˘ª˘Éd˘«á )GcàØÉA( Gdò… j¡ó± GE¤ GEV°ØÉAGd£ÉH™ GÙ∏». hj©õR GCS°∏ƒHæÉ ‘ JæØ«ò gòG GŸû°ôh´ GdàõGeoæÉHà£ƒjô G’bàü°ÉO Gdù°©ƒO… eø NÓ∫ N∏≥ aôU¢ Yªπ, hf≤πGŸ©ôaá, hOYº GŸü°ÉOQ GÙ∏«áz. heø NÓ∫ OYº QhDjá GŸª∏µáGd˘˘¡˘˘ÉOa˘á d˘à˘©˘õj˘õ Gd˘àü°˘æ˘«˘™ GÙ∏˘» hGdü°˘ÉOQGä, J˘©˘ª˘π T°˘ôc˘á

LÔG∫ GEdµÎj∂ d∏æØ§ hGd¨ÉR Y∏≈ JƒS°«™ eü°æ©¡É ‘ eƒb™e˘ó¿z ‘ GŸój˘æ˘á Gdü°˘æ˘ÉY˘«˘á Gd˘ã˘Éf˘«˘á ‘ Gd˘óe˘ÉΩ d˘à˘µ˘ƒ¿ ÃãÉHáeôcõ dàƒQjó e©óGä eôGbÑá Gd†°¨§ GŸü°æ©á ‘ Gdù°©ƒOjázd˘˘∏˘˘ª˘˘ª˘˘∏˘˘µ˘˘á hG’CS°˘˘ƒG¥ G’Eb˘˘∏˘˘«˘˘ª˘«˘á. GCe˘É GŸôM˘∏˘á G’Ch¤ e˘ø g˘òGGdàƒS°™, hGdà» GCOä GE¤ RjÉOI GŸôGa≥ GE¤ 00501eÎ eôH™,a˘˘≤˘˘ó b˘˘ÉΩ H˘˘à˘óT°˘«˘æ˘¡˘É, ‘ GChGN˘ô 5102, QF˘˘˘«ù¢ T°˘˘˘ôc˘˘á LÔG∫GEdµÎj∂ d∏æØ§ hGd¨ÉR hQF«ù°¡É GdàæØ«ò…, dƒQjæõh S°«ªƒf«∏∏».

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ha˘≤˘É d˘ÓS°˘à˘≤ü°˘ÉA Gdò… GCLôG√ G’–ÉO Gÿ∏«é»d˘˘˘∏˘˘˘ÑÎhc˘˘˘«˘˘˘ª˘˘˘Éhj˘˘˘Éä hGd˘˘µ˘˘«˘˘ª˘˘Éhj˘˘Éä, J˘˘©˘˘ª˘˘π Gdû°˘˘ôc˘˘ÉäGŸæ˘˘˘˘˘à˘˘˘˘˘é˘˘˘˘˘á d˘˘˘˘˘∏˘˘˘˘˘µ˘˘˘˘˘«˘˘˘˘˘ª˘˘˘˘˘Éhj˘˘˘˘˘Éä, ‘ Oh∫ ›∏ù¢ Gd˘˘˘˘˘à˘˘˘˘©˘˘˘˘Éh¿Gÿ∏«é», Y∏≈ aàí GCHƒGH¡É ` Y∏≈ fëƒ eàõGjó ` GCeÉΩG’Ca˘˘˘˘˘˘µ˘˘˘˘˘˘ÉQ GŸÑ˘˘˘˘˘à˘˘˘˘˘µ˘˘˘˘˘ôI hGCa˘˘˘˘˘µ˘˘˘˘˘ÉQ GŸƒDS°ù°˘˘˘˘˘Éä Gd˘˘˘˘˘Ñ˘˘˘˘˘ë˘˘˘˘˘ã˘˘˘˘˘«˘˘˘˘˘áhG’Cc˘˘˘˘˘˘˘˘˘ÉOÁ«˘˘˘˘˘˘˘˘˘á hGd˘˘˘˘˘˘˘˘˘©˘˘˘˘˘˘˘˘˘ª˘˘˘˘˘˘˘˘˘ÓA hGŸƒQOj˘˘˘˘˘˘˘˘˘ø he˘˘˘˘˘˘˘˘˘≤˘˘˘˘˘˘˘˘˘óe˘˘˘˘˘˘˘˘»Gd˘˘à˘µ˘æ˘ƒd˘ƒL˘«˘É, hPd∂ e˘ø GCL˘π –ój˘ó a˘ôU¢ Gd˘©˘ª˘πG÷ójóI, hG◊ØÉ® Y∏≈ bóQJ¡É GdàæÉaù°«á.

hjù°àæó Gdà≤ôjô, GEWÓ¥ G’HàµÉQGä GŸØàƒMá ‘

›É∫ Gdü°˘æ˘ÉY˘á Gd˘µ˘«˘ª˘Éhjá ‘ Oh∫ ›∏ù¢ Gdà©Éh¿Gÿ∏«é»z, Y∏≈ G’S°à≤ü°ÉA Gdò… GCLôJ¬ Gdû°ôcÉäG’CY†°˘˘˘˘ÉA ‘ G’–ÉO Gÿ∏˘˘˘˘«˘˘˘˘é˘˘˘˘» d˘˘˘˘∏˘˘˘ÑÎhc˘˘˘«˘˘˘ª˘˘˘Éhj˘˘˘ÉähGd˘˘˘˘µ˘˘˘˘«˘˘˘˘ª˘˘˘˘Éhj˘˘˘˘Éä, hj˘˘˘˘≤˘˘˘˘«ù¢ Gd˘˘˘˘àü°˘˘˘˘ƒQGä hGd˘˘˘˘à˘˘˘ë˘˘˘ój˘˘˘ÉähGdØôU¢ eø GCLπ J©õjõ G’HàµÉQ GŸØàƒì ‘ U°æÉYáGdµ«ªÉhjÉä ‘ GŸæ£≤á. hJóYº Gd¨ÉdÑ«á GŸo£∏≤á eøGdû°˘˘˘˘˘˘˘˘˘˘˘˘˘˘˘ôc˘˘˘˘˘˘˘˘˘˘˘˘˘˘˘Éä G’CY†°˘˘˘˘˘˘˘˘˘˘˘˘˘˘˘ÉA ‘ G’–ÉO Gÿ∏˘˘˘˘˘˘˘˘˘˘˘˘˘˘«˘˘˘˘˘˘˘˘˘˘˘˘˘˘é˘˘˘˘˘˘˘˘˘˘˘˘˘˘»d˘˘˘˘∏˘˘˘˘ÑÎhc˘˘˘˘«˘˘˘˘ª˘˘˘˘Éhj˘˘˘˘Éä hGd˘˘˘µ˘˘˘«˘˘˘ª˘˘˘Éhj˘˘˘Éä, hGd˘˘˘à˘˘˘» N†°˘˘˘©âdÓS°à≤ü°ÉA, G’HàµÉQ GŸØàƒì h“ÉQS°¬.

hbÉ∫ GdócàƒQ/ YÑó GdƒgÉÜ Gdù°©óh¿, GCeÚ YÉΩG’–ÉO Gÿ∏˘«˘é˘» d˘∏˘ÑÎhc«ªÉhjÉä hGdµ«ªÉhjÉä, ‘Jü°ôjí d¬: G’HàµÉQGä GŸØàƒMá J∏©Ö OhQGk QF«ù°«Ék

‘ G◊ØÉ® Y∏≈ Gd≤óQI GdàæÉaù°«á Gd©ÉŸ«á dü°æÉYáGd˘µ˘«˘ª˘Éhj˘Éä ‘ e˘æ˘£≤á Gÿ∏«è Gd©ôH». hbó GCU°ÑíJ˘˘˘˘ƒS°˘˘˘˘«˘˘˘˘™ f˘˘˘˘£˘˘˘˘É¥ Gd˘˘˘Ñ˘˘˘ëå, a˘˘˘«˘˘˘ª˘˘˘É hQGA M˘˘˘óhO Gd˘˘˘Ñ˘˘˘ëåhGdà£ƒjô Gdà≤∏«ójÚ hGdà©Éh¿ GŸàõGjó e™ G’CWôG±GÿÉQL˘˘˘«˘˘˘á, Y˘˘˘æü°˘˘˘ôGk M˘˘˘ÉS°˘˘˘ª˘˘Ék ‘ Gdù°˘˘Ñ˘˘É¥ e˘˘ø GCL˘˘πGdƒU°ƒ∫ GE¤ Gdà≤æ«Éä G÷ójóI hGŸÑàµôIz.

hc˘˘˘É¿ b˘˘˘ó ” J˘˘˘≤˘˘˘ój˘˘˘ô b˘˘˘«˘˘˘ª˘˘˘á G’S°˘˘˘à˘˘˘ã˘˘˘ª˘˘ÉQ ‘ ›É∫GdÑëå hGdà£ƒjô ‘ YÉΩ 4102, eø LÉfÖ G’–ÉOGÿ∏«é» d∏ÑÎhc«ªÉhjÉä hGdµ«ªÉhjÉä, HëƒG‹ 925

e˘˘∏˘˘«˘˘ƒ¿ Oh’Q GCe˘ôj˘µ˘». hg˘òG Gd˘ôb˘º jù°˘Éh… J˘≤˘ôj˘Ñ˘ÉV°˘˘˘©˘˘˘∞ Gd˘˘˘æ˘˘Ø˘˘≤˘˘Éä GŸo≤˘˘óQI ÃÑ˘˘∏˘˘≠ 863e˘˘∏˘˘«˘ƒ¿ Oh’QGCeôjµ» ‘ YÉΩ 3102, hG÷ójô HÉdòcô GC¿ gò√ g»GCY∏≈ RjÉOI ‘ G’EfØÉ¥ ‘ GdÑëå hGdà£ƒjô ‘ ›É∫GdÑÎhc«ªÉhjÉä Y∏≈ eù°àƒi Gd©É⁄.

hbÉ∫ GdócàƒQ/ Gdù°©óh¿: Áµqø G’HàµÉQ GŸØàƒìeæàé» Gdµ«ªÉhjÉä ‘ Oh∫ ›∏ù¢ Gdà©Éh¿ Gÿ∏«é»e˘˘˘˘˘˘ø Gd˘˘˘˘˘˘ƒU°˘˘˘˘˘˘ƒ∫ GE¤ G◊∏˘˘˘˘˘˘ƒ∫ GÿÉQL˘˘˘˘˘«˘˘˘˘˘á, hGÿÈGähGdµØÉAGä GŸà©∏≤á Héóh∫ GCYªÉ∫ G’HàµÉQ Y∏≈ fëƒGCS°ô´ hGCQNü¢, hcãÒG eÉ Jµƒ¿ Y∏≈ eù°àƒi GCY∏≈

e˘ø G’H˘à˘µ˘ÉQz. hJ˘ÉH˘™ b˘ÉFÓ: Kªá J£ƒQGä GEjéÉH«á.a˘ÉCcÌ e˘ø fü°˘∞ GŸû°˘ÉQcÚ GCX˘¡˘ô GC¿ g˘òG Gdù°˘∏˘ƒ∑eàÑ™l OGNπ eæ¶ªÉJ¡º, cªÉ GC¿ gæÉ∑ Od«Ó Y∏≈ GC¿gòG G’ŒÉ√ S°ƒ± jù°àªô Y∏≈ GŸói GŸàƒS°§z.

Y˘˘∏˘˘ª˘É H˘ÉC¿ e˘É j˘≤˘óQ H˘æ˘ë˘ƒ K˘∏˘ã˘» Gd˘©˘«˘æ˘á b˘ó e˘ÉQS¢G’H˘˘à˘˘µ˘˘ÉQ GŸØ˘à˘ƒì N˘Ó∫ Gdù°˘æ˘ƒGä Gÿªù¢ GŸÉV°˘«˘á,

GGddùù°°©©ƒƒOOjjáá JJùù°°ààîîóóΩΩ GGCCccÈÈ bbƒƒII YYÉÉee∏∏áá ÷÷ÔÔGG∫∫ GGEEddµµÎÎjj∂∂ ‘‘ GGddûû°°ôô¥¥ GG’’CChhSS°°§§

bb££ÉÉ´ GGddµµ««ªªÉÉhhjjÉÉää GGÿÿ∏∏««éé»» GGSS°°ààããªªôô 992255ee∏∏««ƒƒ¿¿ OOhh’’QQ ‘‘ GGddÑÑëëåå hhGGddàà££ƒƒjjôô



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LÉA Gd©ôG¥ ‘ GŸôcõ GdãÉÊ V°ªø GCcÈ GŸù°ÉgªÚ‘ ‰ƒ GEe˘˘óGOGä Gd˘˘æ˘Ø˘§ Gd˘©˘ÉŸ«˘á ‘ Y˘ÉΩ 5102, H˘©ó

Gdƒ’jÉä GŸàëóI G’Ceôjµ«á, hPd∂ ha≤É dà≤ôjô GEOGQIe˘˘©˘˘∏˘˘ƒe˘˘Éä Gd˘£˘Éb˘á G’Ce˘ôj˘µ˘«˘á )AIE(. hc˘˘˘˘É¿ b˘˘˘˘ó H˘˘˘˘∏˘˘˘≠e˘à˘ƒS°˘§ GEf˘à˘Éê Gd˘æ˘Ø˘§ GÿÉΩ ‘ Gd˘©˘ôG¥, ÃÉ ‘ Pd∂GEfàÉê M≤ƒ∫ GEb∏«º côOS°àÉ¿ Gd©ôG¥, 4eÓjÚ Hôe«πjƒe«É ‘ YÉΩ 5102, HõjÉOI jÑ∏≠ e≤óGQgÉ fëƒ 007GCd∞ Hôe«π jƒe«É Yø eàƒS°§ G’EfàÉê ‘ YÉΩ 4102,ha˘≤˘É ŸÉ Pc˘ôJ˘¬ GEOGQI e˘©˘∏˘ƒe˘Éä Gd˘£Ébá G’Ceôjµ«á ‘J˘˘≤˘˘ôj˘˘ôg˘˘É. Y˘˘∏˘˘ª˘˘É H˘˘ÉC¿ Gd˘˘©˘˘ôG¥, Gd˘˘ò… jo˘˘©˘˘ó K˘ÉÊ GCcÈGd˘˘˘óh∫ GŸæ˘˘˘à˘˘˘é˘˘˘á d˘˘˘∏˘˘˘æ˘˘˘Ø˘˘˘§ ‘ e˘˘æ˘˘¶˘˘ª˘˘á Gd˘˘óh∫ GŸü°˘˘óQId∏ÑÎh∫ )GChH∂(, Áãπ ` H©ó GŸª∏µá Gd©ôH«á Gdù°©ƒOjá` M˘˘ƒG‹ 57‘ GŸÉF˘á e˘ø GEL˘ª˘É‹ Gd˘æ˘ª˘ƒ Gd˘ò… T°¡ó√GEfàÉê eæ¶ªá Gdóh∫ GŸü°óQI d∏ÑÎh∫ )GChH∂( ‘ YÉΩ

5102. he™ Pd∂, a≤ó GfîØ†¢ GS°à¡Óc¬ eø GdæØ§

b˘˘∏˘˘«˘˘Ó, ‡É f˘˘à˘˘è Y˘˘æ˘˘¬ Jü°˘˘ój˘˘ô e˘É T°˘¡˘ó√ GEf˘à˘ÉL˘¬ e˘øGd˘˘æ˘˘Ø˘§ GÿÉΩ e˘ø Rj˘ÉOI GE¤ G’CS°˘ƒG¥ Gd˘óhd˘«˘á. hb˘óS°Égº, ‘ RjÉOI G’EfàÉê, J£ƒjô GdÑæ«á Gdàëà«á d∏æ≤πhN˘£˘ƒ• G’Cf˘ÉH˘«Ö, hGCj†°˘É Gd˘àëù°«æÉä Gdà» T°¡óJ¡É

L˘˘˘ƒOI Gd˘˘˘æ˘˘Ø˘˘§ GÿÉΩ ‘ L˘˘æ˘˘ƒÜ Gd˘˘©˘˘ôG¥, Gd˘˘ò… T°˘˘¡˘˘óGEf˘˘à˘˘Éê f˘˘ë˘ƒ 09‘ GŸÉF˘˘˘á e˘˘˘ø Gd˘˘˘æ˘˘˘Ø˘˘˘§ ‘ Gd˘˘˘Ñ˘˘ÓO Y˘˘ÉΩ

5102. h‘ jƒf«ƒ/MõjôG¿ eø YÉΩ 5102, HóGC Gd©ôG¥‘ Jù°˘˘ƒj˘≥ Gd˘æ˘Ø˘§ GÿÉΩ Gd˘ã˘≤˘«˘π Gd˘ò… J˘æ˘à˘é˘¬ e˘ój˘æ˘á

Gd˘Ñü°˘ôI, d˘à˘Ø˘ô¥ H˘«˘æ˘¬ hHÚ Gd˘æØ§ GÿÉΩ ‘ GdÑü°ôIGdò… GYàÉO Gd©ôG¥ Y∏≈ Jù°ƒj≤¬ HÉYàÑÉQ√ fØ£É NÉeÉ

N˘Ø˘«˘Ø˘É, h“µ˘ø e˘ø Rj˘ÉOI G’Ef˘à˘Éê ‘ G◊≤ƒ∫ GŸæàéád˘˘∏˘˘æ˘Ø˘§ G’CK˘≤˘π, hc˘òd∂ –ù°Ú L˘ƒOI f˘Ø˘§ Gd˘Ñü°˘ôIGÿØ«∞.

he˘™ Pd∂, hf˘à˘«˘é˘á ’f˘î˘ØÉV¢ GCS°©ÉQ GdæØ§ hb«ƒOGŸƒGRfá, S°©â G◊µƒeá Gd©ôGb«á LÉgóI fëƒ G◊ØÉ®

Y˘˘˘∏˘˘˘≈ Mü°˘˘˘à˘˘˘¡˘˘˘É e˘˘˘ø GŸóa˘˘˘ƒY˘˘˘Éä GE¤ T°˘˘˘ôc˘˘˘Éä Gd˘˘æ˘˘Ø˘˘§Gd©ÉŸ«á, hW∏Ñâ eæ¡É NØ†¢ N£§ G’EfØÉ¥ ‘ M≤ƒ∫Gd˘˘æ˘˘Ø˘˘§ G÷æ˘˘ƒH˘˘«˘˘á ‘ Y˘˘ÉΩ 6102. hb˘˘˘ó M˘˘≤˘˘≥ Gd˘˘©˘˘ôG¥

)HÉS°àãæÉA Mµƒeá GEb∏«º côOS°àÉ¿(, ‘ YÉΩ 5102,Rj˘˘ÉOI W˘˘Ø˘˘«˘˘Ø˘˘á a˘˘«˘ª˘É j˘à˘©˘∏˘≥ H˘©˘ÉF˘óGä Jü°˘ój˘ô Gd˘æ˘Ø˘§GÿÉΩ, hb˘˘ó ŒÉhR e˘Ñ˘∏˘≠ 94e˘∏˘«˘ÉQ Oh’Q GCeôjµ», ‘

e≤ÉHπ 53e∏«ÉQ Oh’Q GCeôjµ» GCbπ eø Gd©ÉΩ Gdù°ÉH≥,hPd∂ Y˘˘˘˘∏˘˘˘˘≈ Gd˘˘˘˘ôZ˘˘˘˘º e˘˘˘˘ø Gd˘˘˘õj˘˘˘ÉOI Gd˘˘˘µ˘˘˘ÑÒI ‘ M˘˘˘é˘˘˘ºGdü°˘˘˘˘˘˘ÉOQGä. hT°˘˘˘˘˘˘µq˘˘˘˘˘π Gd˘˘˘˘˘æ˘˘˘˘˘≤ü¢ ‘ G’Ej˘˘˘˘˘ôGOGä –ój˘˘˘˘˘ÉGb˘˘˘àü°˘˘˘ÉOj˘˘˘É c˘˘˘ÑÒG. a˘˘Ø˘˘» Y˘˘ÉΩ 4102, H˘˘˘∏˘˘¨â Y˘˘ÉF˘˘óGäJü°˘˘˘˘ój˘˘˘˘ô Gd˘˘˘˘æ˘˘˘˘Ø˘˘˘§ GÿÉΩ 39‘ GŸÉF˘˘˘˘˘á e˘˘˘˘˘ø GEL˘˘˘˘˘ª˘˘˘˘É‹G’EjôGOGä G◊µƒe«á ‘ Gd©ôG¥, ha≤É dü°æóh¥ Gdæ≤óGd˘óh‹. hJ˘à˘ƒb˘™ GEOGQI e˘©˘∏˘ƒeÉä Gd£Ébá G’Ceôjµ«á GC¿jàÑÉWÉC ‰ƒ GEfàÉê Gd©ôG¥ ‘ YÉΩ 6102Hù°ÑÖ Gd≤«ƒOGdæÉLªá Yø GfîØÉV¢ YÉFóGä Gdàü°ójô.

còd∂ Jû°¡ó GCj†°É Mµƒeá GEb∏«º côOS°àÉ¿ Gd©ôG¥b˘«˘ƒOGk Y˘∏˘≈ GŸ«˘õGf˘«˘á fà«éá ’fîØÉV¢ GCS°©ÉQ GdæØ§,hU°ôGY¡É e™ Jæ¶«º Gdóhdá G’ES°Óe«á )OGYû¢(, ‡ÉJù°ÑÖ ‘ JÉCNÒ Gdù°óGO dû°ôcÉä GdæØ§ Gd©ÉŸ«á, hgòGS°˘«ù°˘Ég˘º ` Y˘∏˘≈ G’CQL˘í ` ‘ J˘Ñ˘ÉW˘ƒD ‰ƒ G’Ef˘à˘Éê g˘òGGd©ÉΩ, Y∏≈ Mó bƒ∫ GEOGQI e©∏ƒeÉä Gd£Ébá G’Ceôjµ«á.hc˘˘˘É¿ N˘˘˘§ G’Cf˘˘˘ÉH˘˘˘«Ö, Gd˘˘ò… j˘˘æ˘˘≤˘˘π M˘˘ƒG‹ 006GCd∞H˘ôe˘«˘π j˘ƒe˘«˘É e˘ø Gd˘æ˘Ø˘§ GÿÉΩ e˘ø GEb˘∏˘«˘º côOS°àÉ¿Gd©ôG¥ GE¤ e«æÉA L«¡É¿ GdÎc» d∏àü°ójô, bó J©ôV¢d˘˘∏˘˘à˘˘î˘˘ôjÖ e˘˘ôGQG hJ˘˘µ˘˘ôGQG. c˘˘ª˘˘É GCOä G’CV°˘˘ôGQ, Gd˘˘à˘»hb˘˘©â ‘ GChGN˘˘ô aÈGj˘˘ô/T°˘Ñ˘É• ‘ G÷õA Gd˘ò… ÁôYÈ GŸæ£≤á G÷æƒH«á Gdû°ôb«á GŸ†°£ôHá ‘ Jôc«É,M˘«å J˘≤˘ÉJ˘π G◊µ˘ƒe˘á GdÎc˘«á GŸù°∏ëÚ G’CcôGO, GE¤J˘˘ƒb˘˘∞ Gdü°˘˘ÉOQGä YÈ N˘˘§ G’Cf˘˘ÉH˘«Ö, ‡É GCOi GE¤J˘˘˘˘Ø˘˘˘˘Éb˘˘˘˘º GŸû°˘˘˘˘µ˘˘˘˘Óä G’b˘˘˘˘àü°˘˘˘˘ÉOj˘˘˘˘á ‘ M˘˘˘˘µ˘˘˘ƒe˘˘˘á GEb˘˘˘∏˘˘˘«˘˘˘ºcôOS°àÉ¿ Gd©ôG¥.

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Gd©ôG¥ KÉÊ GCcÈ GŸù°ÉgªÚ ‘ ‰ƒ GEeóGOGä GdæØ§ ........................................................................... 5LÔG∫ GEdµÎj∂ d∏æØ§ hGd¨ÉR Jæû°Å GCh∫ N§ d†°¨§ GdæØ§ ‘ Gdù°©ƒOjá ......................... 5G’HàµÉQ GŸØàƒì jéó Wôj≤¬ GE¤ T°ôcÉä Gdµ«ªÉhjÉä Gÿ∏«é«á .................................................. 7Jƒb©Éä HÉEYÉOI GdàƒGR¿ GE¤ S°ƒ¥ GdæØ§ YÉΩ 7102............................................................................ 9

MÉLàæÉ GE¤ GEYÉOI GdÎc«õ Y∏≈ Gdà©∏«º hGŸ¡ÉQGä ................................................................................ 9

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GJü°É’ä hJµæƒdƒL«É GŸ©∏ƒeÉä: G’Ceø G’EdµÎhÊ.

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

Aggreko (Middle East) Ltd ......................................................................................2

Asturi Metal Builders (M) SDN BHD ................................................................59

Axis Communications FZE ..................................................................................17

Bulk S.r.L.....................................................................................................................43

Caterpillar Inc. - Energy ......................................................................................30

CompAir ......................................................................................................................12

D&P Process Technologies Sdn Bhd........................................................19, 45

DMG World Media Abu Dhabi Ltd (ADIPEC 2016) ....................................55

DMI International....................................................................................................42

DNV GL ..........................................................................................................................9

Flir Systems ME FZE ..............................................................................................41

Garlock Pipeline Technologies – Middle East ............................................35

IIR Exhibitions (Saudi Power 2016)..................................................................57

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

Inmarco FZC..............................................................................................................29

JD Neuhaus ..............................................................................................................15

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

Kaeser Kompressoren FZE ..................................................................................49

Karcher FZE................................................................................................................11

M.A. Qaiser Industrietechnik GmbH ................................................................38

Raccortubi Middle East FZE ................................................................................21

Rittal Middle East FZE ..........................................................................................40

RSI Group ..................................................................................................................41

Ruth's Chris Steak House (Fine Dining Ltd)..................................................53

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

Sandvik Process Systems ....................................................................................37

Saudi Leather Industries Company Ltd ..........................................................25

Tank International Petroleum Equipment ....................................................33

The Development Initiative Ltd ........................................................................27

Trans Asia Pipeline Services FZC ......................................................................31

Tratos Cavi S.p.A. ....................................................................................................23

Van Beest BV............................................................................................................39

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