oil review middle 2 2014

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VOLUME 17 | ISSUE 2 2014

Tailored regionalrecruitmentsolutions

“Emerson continues to add local capability, bothin the form of people and services to helpcustomers.” Emerson Process Management vicepresident for the oil and gas industry, Larry IrvingSee page 64

Covering Oil, Gas andHydrocarbon ProcessingUK £10, USA $16.50

Demystifying EPCcontracts

Is the region ready for itsvery own shale gale?

Diversifying thepetrochemicals sector

Mitigating risk usingeffective HSE training

Well monitoring and control

Preventing corrosion usingmicelle detection

Serving the regional oil & gas sectorsince 1997

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4 oilreview.me Issue 2 2014

Columns6 Executives’ Calendar

Analysis8 Market Forecast

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

Training & Development12 Hazard Awareness Training

New research from GL Noble Dentonoffers insight into hazard awarenesstraining methodology.

16 BPA revealing overview of BP’s regionalrecruitment and training programmes,which it tailors to each individual country.

Analysis22 EPC Contracts

Michael Sergeant investigates the oftenmisunderstood engineering, procurementand construction contract model.

Exploration & Production24 Developments

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

Gas32 Shale Gas

Is the Middle East primed for its veryown shale gale?

Petrochemicals & Refining36 Analysis

Key industry players are helping to drivethe development and diversification ofthe petrochemicals sector.

Conferences & Exhibitions42 OGWA 2014

A look at Petroleum Development Oman’sextensive EOR plans along with a fullexhibition preview.

48 SOGAT 2014An overview of the 10th Sour Oil & GasAdvanced Technology conference.

50 KOGS 2014This year’s event will focus on how toimprove major projects.

Technology52 Risk Management

Mitigating risk using effective HSEtraining.

56 Well MonitoringA look at Expro’s new cableless telemetrysystem and camera.

62 Corrosion PreventionUsing micelle detection to managecorrosion.

Interviews64 Emerson Process Management

The company’s vice president for the oiland gas industry, Larry Irving, talks aboutautomation solutions and remote, virtualoperations management.

68 Lloyd’s Register EnergyArea manager, Nick Nooren, discussesthe challenges facing the industry and therisk management company’smodernisation plans.

Technology70 Innovations

Introducing some of the latest productsfor the oil and gas sector.

Arabic Section4 News

7 Egypt

Contents

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

Editor’s note

Cover Image: Companies arereaping the rewards of theirbespoke regional recruitment andtraining schemes. (Image courtesyof Saudi Aramco).


Executives’ Calendar 2014MARCH 2014

23-27 SOGAT 2014 ABU DHABI www.sogat.org

24-27 Gastech 2014 SEOUL www.gastechkorea.com

25-28 OTC Asia KUALA LUMPUR www.otcasia.org

31-2 Apr Oil & Gas West Asia MUSCAT www.ogwaexpo.com

APRIL 2014

14-15 Kuwait Oil & Gas Summit KUWAIT CITY www.cwckuwait.com

17-20 Iran International Oil & Gas Exhibition TEHRAN www.iranoilshow.co

MAY 2014

5-8 Offshore Technology Conference HOUSTON www.otcnet.org

12-15 Oil and Gas Libya TRIPOLI www.oilandgaslibya.com

18-21 Middle East Petrotech MANAMA www.mepetrotech.com

JUNE 2014

3-6 Caspian Oil & Gas BAKU www.caspianoil-gas.com

10-13 Gas & Oil Expo CALGARY www.gasandoilexpo.com

15-19 World Petroleum Congress MOSCOW www.21wpc.com

16-19 EAGE Conference & Exhibition AMSTERDAM www.eage.org

17-19 Iraq Petroleum LONDON www.cwciraqpetroleum.com

18-19 IADC World Drilling Conference VIENNA www.iadc.org

SEPTEMBER 2014

1-4 Erbil Oil & Gas Exhibition ERBIL www.erbiloilgas.com

30-3 Oct KIOGE 2014 ALMATY www.kioge.kz

OCTOBER 2014

15-16 Iraq International Oil & Gas Expo BAGHDAD www.ifpiraq.com

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

CALENDAR 2014



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

THE NEW BP Energy Outlook 2035*– issued in January and the first tolook beyond 2030 – says that globalprimary all-forms consumption

growth is slowing down. Furthermore, itsays that increases expected over thisperiod will take place almost entirely innon-OECD (traditional industrialised)countries. The market for oil will show theslowest rate of increase of allcontemporary fuels.

Primary demand for energy in all formsis predicted to increase by 41 per centbetween 2012 and 2035. Growth will slowfrom 2.2 per cent annually (2005-2015) to1.7 per cent between 2015 and 2025, andby just 1.1 per cent thereafter.

“We are leaving a phase of very highenergy consumption growth,” the IOC’sforecasting team said, referring to the2002-2012 period in particular. “There is aclear long-run shift in energy growth fromthe OECD to the non-OECD”.Consumption in the first group isexpected to increase by just 0.2 per centover the whole period, and to actually fallafter 2030.

China and India, which will soonovertake China, will jointly be the mainnational players in this changing scenario;growth here in the Middle East willcontinue to be buoyant too. By sector itwill be industry that accounts for morethan half of the worldwide increasesexpected, demand growing at 2.6 per centglobally right now. “This slows to just 1.0per cent per year in the final decade of theforecast as China’s rapid industrialisationcomes to an end.”

Despite its high profile transport, includingconsumption by road vehicles, aviation and

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

In terms of individual fuels, consumedgas will continue to be the fastest-growingfossil component (rising by 1.9 per centannually), with oil the slowest at 0.8points. New sources of energy such asrenewables and unconventional oil and gaswill help to meet the growth in demand,with total output of energy in all formsgrowing at 1.5 per cent annually onaverage through 2012-2035. The Asia-Pacific region will provide 47 per cent of

this increase in all-forms output, ahead ofthe Middle East and North Americacombined, assuming that “the rightcompetitive and policy conditions are inplace to support [large scale] investmentand technical progress”.

A key finding of this year’s survey, onlythe fourth edition in a new annual series,is that energy consumption generally isgradually ‘decoupling’ from economicgrowth as the fuel mix slowly shifts awayfrom diminishing fossil sources. Thus totalconsumption is expected to grow lessrapidly than the world’s regionaleconomies as a whole so that ‘energyintensity’ declines by more than one-third(ie, 1.9 per cent annually) through theforecast period, with this fall actuallyaccelerating. However the share of gas inthe mix is expected to increase steadily;by 2035 “for the first time since theIndustrial Revolution there is no singledominant fuel.”

The fuel mix will change dramaticallyduring the next 20 years

Both regional and fuel-mixconsumption patterns continueto change but there should beenough to see BP through to2035, according to thecompany's latest annual long-term forecast.

Energy major looks

to the future

By 2035, for the firsttime since the IndustrialRevolution there will be nosingle dominant fuel


Analysis


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With OECD-country industrial demandon the way down as expected it is thegeneration of electrical power that willcontinue to take an increasing share ofavailable energy – nowhere more so thanin the Gulf – and this will play a key role inthe fuel mix everywhere.

In 2012, 42 per cent of the world’sprimary energy was converted intoelectricity, up from well under one-third in1965. “By 2035 that share will rise to 46per cent” according to the Energy Outlook.And various competing fuels for powergeneration will account for 57 per cent ofthe growth in primary energy consumptionthrough the entire review period. Dirty coalis on the way down undoubtedly, butrenewables will overtake nuclear in thissector by 2028 too, increasing their shareto 13 per cent in 2035 (from just five percent today) – and with plenty of room togrow further well beyond that.

Specifically on the outlook for oil andother liquids, all of the net growth indemand will take place outside thetraditional industrialised countries. This willbe met by increases in supply fromprimarily the Americas overall (includingBrazil), and the Middle East. What iscorrectly described within the industry asthe North American natural [shale] gasrevolution – fracking by most others – isfundamentally responsible for this.

“Increasing production from new tightoil resources is expected to result in theUS overtaking Saudi Arabia to become theworld’s largest producer of liquids in 2014.US oil imports [nearly 10.6mbd in 2012,compared with 13.6 in 2006/07] areexpected to fall nearly 75 per centbetween 2012 and 2035.”

The key lesson drawn from all thiscomprehensive prediction and analysis isthat the security and sustainability ofenergy supply in all its forms “continues topose significant challenges”, the new reportsays. There are three key reasons for this.

For Gulf readers the first is that,amongst exporting regions, the Middle Eastas a whole will remain the largest netregional energy exporter. But its businessshare will fall from 46 per cent in 2012 tojust 38 per cent in 2035. The various keyimplications of this for BP’s fuel-by-fuelprojections – too many to be detailed here –are outlined in the main part of the report.

Second, regional energy imbalanceprojections suggest that today’s tradingrelationships will have changedsignificantly by 2035. Russia will remainthe world’s largest individual energyexporter but North America will become anet exporter of energy in around 2018 (interms of all liquids the US is in the processof exceeding Saudi Arabia's output now,mostly crude of course). Asia’s need for

imports continues to increase, accountingfor not only 70 per cent of inter-regionalnet imports by 2035, but nearly all thegrowth in international trade too.

And third, “the biggest challenge interms of sustainability remains the level ofcarbon emissions, which continue to grow... slightly slower than energyconsumption”. This is still faster thanrecommended by most members of thescientific community, by key economicopinion formers such as the Paris-basedInternational Energy Institution (an OECDbody), and by many of the sustainabilityexperts based in Abu Dhabi.

The bottom line, according to BP’s chiefexecutive Bob Dudley, is that the findingsof this now annual and publicly-availableforecasting exercise “highlight the powerof competition and market forces inunlocking technology and innovation tomeet the world’s energy needs”.

Optimism about the world’s energyfuture is the reassuring overall conclusion.There is no doubt the Gulf and NorthAfrican states will continue to play a keyrole in maintaining this. ■

*bp.com/energyoutlook#BPstats

BP chief executive,Bob Dudley

The biggestchallenge in terms ofsustainability remains thelevel of carbon emissions


Analysis


S03 ORME 2 2014 - Analysis 02_Layout 1 3/17/2014 3:26 PM

THE SCALE OF potential disasters andthe possibility for significant humaninjury has rightly made riskmanagement training a top priority for

oil and gas companies. As internationalknowledge is advanced and lessons are learntfrom previous incidents, it is important that anorganisation’s approach to training anddevelopment evolves as well. Recent researchconducted by GL Noble Denton (SeismicShifts; The outlook for the oil and gas industryin 2013) has shown that the oil and gasindustry’s spending on health and safety ishigher than ever before. The development ofrobust practices, technology and training haskept safety as a leading concern.

Despite such investment, incidents stilloccur and questions are frequently raisedabout whether the industry is learning enoughfrom them. Thankfully, many oil and gasprofessionals will never experience the worst-case consequences of their actions – orinaction. Nonetheless, a key issue affecting allcompanies is a loss of any sense ofoperational vulnerability, where employeesbecome too comfortable over time with theenvironment that they are working in. This lackof curiosity and the natural tendency not toquestion potential hazards in the workplacegoes beyond the failings of an individualcompany’s safety culture, and can often formpart of the human condition.

Robust hazard awareness training, such asthat carried out at GL Noble Denton’s secureSpadeadam Test Site in the UK, allows trainingand development to go beyond theoreticalunderstanding of operational risks. The siteallows companies from across the world,including Middle Eastern operators, toexperience large-scale fire and explosiondemonstrations with similar technicalcharacteristics to real-life incidents, givingattendees a chance to experience the trueextent of a hazard. The facility is alsoequipped to carry out full-scale hazardoustrials on oil and gas assets, from large-scalegas explosion and fire testing to intensive andlong-term testing on the resistance ofmaterials on corrosive environments.

Human impactGlobal advances in risk managementtechnologies, such as computer modellingprograms, have allowed professionals to

constantly evaluate potential hazards bysimulating their causes and effects in a virtualenvironment. However, according to delegatesat a recent GL Noble Denton conference onmanaging of major incident risks, the industryneeds to do more to demonstrate to oil andgas professionals the devastating impact thatoperational decisions have on the lives ofothers. While there is no scale on which tomeasure the consequences of an incident onpeoples’ lives, disasters can have profoundsocial, physical and emotional consequences.

As one delegate at the conference said,“Oil and gas professionals have a tendency tofocus on the technical aspects of a majorincident, without paying regard to the lastingeffects they put on individual people and theirfamilies. Perhaps that’s because it is easier todescribe the technical ramifications of adisaster than it is to describe the personalimpact.”

Training methods, such as interactive

drama-based workshops, can be highlyeffective at exposing oil and gas employees toexamples of the long-lasting and far-reachinghuman effects of incidents. During theconference, a team of actors were used toportray how people from all walks of life wereaffected by the UK’s Buncefield oil storageterminal explosion in 2005, as well as bysimilar incidents in Venezuela and France.Delegates were introduced to a range ofcharacters whose lives were permanentlyaltered by the events they experienced, and

The 2005 Buncefield oil storage terminal explosion in the UK provided a clear example of how a seriesof small failings can combine to create a major disaster (Image source: Stuart Axe)

Appealing to the

human condition

Hazard awareness,and indeed wider safetytraining, must be activelysupported from the top of acompany


Training & Development

New research from GL Noble Denton, independent technicaladvisor to the oil and gas industry, offers an insight into howbest to approach hazard awareness training.


during the performance the audienceexperienced the powerful impact of a blast.

To create a positive safety culture within anorganisation, leaders themselves must drivethe company’s focus on safety, and designatesignificant resources to relevant forms oftraining and development. Yet, a survey carriedout this year by GL Noble Denton has foundthat over half of oil and gas professionalsbelieve that company leaders ‘don’t quite getmajor hazard safety’.

Hazard awareness, and indeed widersafety training, must be actively supportedfrom the top of a company. This can be achallenge for senior managers; it meansinvesting considerable effort and finances intopreparing their people for incidents that arecomplex, unpredictable and statisticallyunlikely to happen. But, the 2005 Buncefieldoil storage terminal explosion provides a clearexample of how a series of small failings cancombine to create a major disaster. Tankswere regularly over filled; the safety systemthat was meant to prevent the tank thatcaused the incident from overfilling was notbeing used properly; and the automatic tankgauging system repeatedly stuck. Each ofthese issues was overlooked prior to theexplosion; each was the responsibility of anindividual who had become too used to theirworking surroundings.

Likewise, during the recent GL NobleDenton conference outlined above, anexposed pipeline was placed throughout theaudience’s seating area, and was nevermentioned during the dramatic performance.In spite of extolling the virtues of curiosityduring the group discussions, the presence ofthe pipe and the ‘safety procedure’ remainedunquestioned until members of the audiencewere asked if they knew what they were‘sitting on’, several hours after they firstencountered the object.

In this context, employees can becomehabituated to putting up with potentialhazards, or remain unaware of the risks theyface, as they have ‘got away’ without

consequences in the past. Therefore, it is allthe more important that strong leadershipcreates a more robust and ever-present safetyculture that reinforces this very issue.

As another delegate explained, “It’s crucialthat oil and gas companies select leaders withthe necessary skills to really understandprocess safety. If you choose a leadershipteam with pure commercial skills and try andback-fill their process safety awareness withtraining courses, then you’re doomed to fail.”

In order to keep such concerns at the topof the agenda, the board of one majorindustry operator frequently visits GL NobleDenton’s Spadeadam Test Site. During suchvisits, the visitor witnesses the hydrocarbonleak demonstrations carried out during hazardawareness courses and discusses thecompany’s safety culture and priorities.

Training across the organisation Every individual within an organisation canbenefit from exposure to hazard awarenesstraining. While oil and gas incidents take manydifferent forms, the majority of major accidenthazards result from a ‘butterfly effect’ ofsmaller factors, which derive from variousplaces within the organisation. It is crucial,therefore, to provide relevant training not justfor those who work directly with oil and gasassets, but across the entire workforce.

A number of the major internationaloperators who have attended our test sitehave brought a cross-section of theirworkforce, from members of the financeteam, through to engineers, to witness thefull force of an incident in person. This varietyof attendees helps to foster a broad safety

culture and ensures that organisations neverlose sight of their collective vulnerability.

As oil and gas professionals continue todebate the best way to improve safety andrisk management within the industry, it isclear that training and development have acrucial role to play. Small changes broughtabout through effective training can helpestablish a safety culture that extends all theway across an organisation and informs eachand every decision. A tight combination ofstrong leadership and risk managementtechnologies, underpinned by effective hazardawareness training, could hold the key toensuring that society never has to encounterthe tragedy of a major oil and gas incidentagain. ■

GL Noble Denton, part of the GL Group, is aglobal independent technical advisor to the oiland gas industry.

GL Noble Denton’s ‘Seismic Shifts; The outlookfor the oil and gas industry in 2013’

If you try and back-fillprocess safety awarenesswith training courses, you’redoomed to fail




S04 ORME 2 2014 - Recruitment_Layout 1 3/17/2014 3:29 PM

BP HAS A presence in over 80countries worldwide and employsaround 86,000 people.Headquartered in the UK in London,

the company's presence in the Middle East,either directly or via agreements and jointventures, covers Egypt, Iraq, Jordan,Kuwait, Oman, Saudi Arabia and the UAE.Having been active in the Middle East forover a hundred years, going back to thefoundation of the Anglo-Persian OilCompany in 1909, BP currently employsover 500 people in the Middle East. Forsuch a large, multinational company,attracting and retaining workers with theright skills and experience is vital; only thencan it continue to innovate and thrive.

According to BP's head of graduateresourcing, international locations, LyleAndrews, and VP of human resources forthe Middle East, Anand RV, the process ismore about creating rather than merelyattracting the right workforce.

"Because we're hiring people mainly intotechnical roles at graduate level, people doneed a certain level of technical expertisewhen they join us," Andrews told OilReview at the recent ADIPEC exhibition in

Abu Dhabi. "Part of the challenge for us isinfluencing universities and makingrelationships with them so they provide theright talent for us and providing internshippossibilities to build the students' exposureto the industry and practical experience. Ina way the development journey for and therelationship with the students starts beforethey graduate so they can choose the rightcourses and gain the right experience toenable them to succeed in BP."

BP recently piloted a new studentprogramme which involved taking six giftedstudents from targeted disciplines at SultanQaboos University in Oman and four of thecompany's scholarship recipients from topuniversities in Azerbaijan to ADIPEC. Thestudents attended the conference and someBP presentations and went on a technicaltour to ADCO, "to give them a realunderstanding of how the industry worksand how their education actually applies in areal-world situation", said Andrews.

When seeking technically skilledindividuals with an aptitude to applythemselves, vetting candidates isunderstandably far from straightforward.While there is a psychometric element, theselection process goes far deeper.

"There's a technical component which ishighly targeted and developed to mapdirectly on to the job they'll be doing,"explained Andrews. "Then there's abehavioural component that is linked to ourvalues and behaviours which we think willindicate the future success of thegraduates."

Once a candidate has made it throughthis stage of the process, then the realmoulding begins, which can in itself takemany years due to the highly specialisedworker BP requires.

"That's where the training anddevelopment on the job starts," explainedAnand, who has worked for BP for over 20years. "Typically we put our graduatesthrough a three- to four-year graduateprogramme. That involves some focusedtraining, on-the-job development and rotationbetween roles.

"We also train technicians, who havethree years of technical diploma mechanicaland electrical skills. They take up to fiveyears to graduate."

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

BP's regional vice president ofhuman resources, Anand RV,and head of graduateresourcing, internationallocations, Lyle Andrews, spoketo Oil Review about thechallenges and benefits ofrecruiting oil professionals inthe Middle East, from trainingto localisation requirements toaddressing the gender gap andthe much talked about 'skillsshortage'. Ian Roullier reportswith additional reporting byLouise Quick.

Nurturing regional

resources

People have to haveongoing, on-the-job andclassroom training



BP’s head of graduate resourcing, internationallocations, Lyle Andrews


Oman training centreAnand revealed that BP is about to hire over120 technicians over the next couple of yearsin Oman who will go through this five-yearprocess, starting at the company's technicaltraining centre in the Sultanate beforeprogressing to on-the-job training at a facility.The training process continues thereon, withBP taking the approach that long-terminvestment in its employees' careers is notmerely an option, but a necessity.

"The industry's always changing, thereare new technologies coming all the time sopeople still have to have ongoing, on-the-joband classroom training," said Andrews, whowent on to detail the 10-year 'Excellence'programme that BP has in place.

"This has got some really goodmilestones labelled out for how those 10years should go," he said. "It's not reallyprescriptive, it's more saying, 'You shouldhave an experience of this type' and it's leftup to the manager and the employee howthey're going to get that."

The increased onus on localisationprogrammes, where companies mustensure a set proportion of their workforce ismade up of nationals, is of growingimportance across the region, withprogrammes in place in countries such asthe UAE, Oman and Saudi Arabia. Anandsaid that rather than being viewed as aconstraint that limits companies from gettingthe best global talent, such programmes areactually good for BP.

"It's a requirement by law, but it's goodbusiness for us," said Anand. "It's not justbecause it's a legal requirement that we'redoing it. Every geography we operate in webelieve in recruiting locals and developing thelocal workforce. They know their country best,they know the environment best. Oman is agreat example; 70 per cent of our workforce isOmani and we've built that in five years."

Andrews agreed, saying, "We need tobuild a sustainable workforce in the countryso that we can safely run our business in the

future. More than 40 per cent of ourgraduates in 2013 were nationals fromoutside the UK and US hired into their homecountries. This is predicted to increase to 50per cent in 2014 and supports BP’scommitment to creating a long-term,sustainable business in every country wehave operations in."

Another oft-cited issue is that of a skillsshortage within the industry. BP is addressingthis via the various training programmesoutlined already by Andrews and Anand, butthey said that the skills shortage is perhapsless of a challenging issue for the companythan may be expected.

"We're well known in the markets weoperate in so while there's a finite pool oftalent, it's maybe not as hard for us toaccess that talent as other companies,"said Andrews. "We always get lots ofapplications when we look for graduatesbut we do acknowledge the need tobroaden and deepen that pool as well forthe sake of the industry."

Anand added that any perceived shortageof skills can be bridged within individualcountries anyway. "In Azerbaijan we foundthe graduates coming out didn't meet ourneeds, so we have started a one-year pre-graduate programme called the PREPprogramme. That's how we can overcomethe skills shortage."

Increasing the amount of women withinthe oil and gas industry is also a growingpriority for oil and gas companies. BP isactively trying to increase its intake offemale graduates and employees.

"We're highly focused on it," said

Andrews. "On the graduate level we're hiringmore female graduates than the averageenrolment rates in universities for STEM[science, technology, engineering, andmathematics] subjects. But at the sametime, our ambition is to move close to parityand we still have more work to do. There's asupply issue of females coming into STEMsubjects in universities and then there's anadditional factor of getting them motivatedto join the oil and gas industry."

International networkBP runs its Women’s International Network aswell as local women’s networks at many of itssites around the world. It has also beenawarded a citation by Australia's EqualOpportunity for Women in the WorkplaceAgency (EOWA) as an Employer of Choice forWomen for three consecutive years (2011-13).

One of BP's global goals is to have a levelof 25 per cent female group leaders and 30per cent female senior level leaders by 2020.Creating interest among women within theregion to enter the oil and gas industry andcreating the right cultural conditions for themto thrive within the workplace is notstraightforward, but these are issues that BPis working hard to resolve.

"There is a challenge but we've launchedthe Technician Programme in Oman," saidAnand. "Of the 40 technicians we've got,there are two women who have joinedthem. In a country where it's difficult for awoman to go and work in the field, we'vehad women who've applied and we haverecruited them and they're doing extremelywell. We're trying to do our best to createthe environment but the society around usalso needs to support this change."

Anand said he is confident that thischange is gradually taking place. "I think it ishappening," he said. "We've also got femaleengineers in our graduate programme. Ithink the challenge is how we attract themto the oil industry so that they don't go intoother industries."

The real key toretention is culture and thekind of work environmentthat you build in




Taking into account the challenge ofattracting the right employees in the firstplace and the resources that the companythen invests in each employee's career, staffretention is vital for BP. Anand believes thatthe company's overall ethos plays a key rolein BP's ability to retain its workers.

"I would say the real key to retention isculture and the kind of work environment thatyou build in," he said. "We've got some veryclear values and it's how we embed thosevalues. Money and all those things arehygiene factors, you can only do so much. Sothe real thing is, are you giving long-termcareer development, are you building the rightculture, do you have the right leadership?"

To better understand the regional market,BP has partnered with Oxford StrategicConsulting to study potential futureemployees in the UAE and Oman.

"We've done a piece of research onunderstanding young Emirati and Omanitalent and what attracts them to come tothe oil and gas and engineering industry andhow companies like us can play a moreactive role," explained Anand.

The results of this research, the keyfindings of which can be seen opposite, willnot just benefit BP, however.

"We're not just taking that and keeping itfor ourselves, we're actually releasing it intothe market," said Andrews. "We're sharing itwith the local governments so that they canfigure out how to support that from theirside as well."

Anand added, "We have to broaden thepond so that everybody can benefit from it.There's not enough done in this region to

truly understand what a young Emirati orOmani thinks and what can help them shapetheir careers for the future."

BP's strategies within the Middle East andbeyond are proof that while recruitmentwithin the oil and gas industry is not withoutits challenges, there are certain key steps thatcan be taken to ease the process and nurturea well-trained and contented workforce. n



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

BP research, through OSC, is a great example.• The business case for employing nationals is much greater than simply meeting quotas

or corporate social responsibility.• GCC nationals have strong motivations to serve their country and make their families

proud. Employers need to address these motivations. • Employers should do a lot more to engage young nationals and their families – even at

a very early age.• Employers should recruit through the channel preferred by GCC nationals – personal

contact. A high volume version of executive search can be deployed.• Employers should focus on developing the huge percentage of nationals that need to

be leaders in countries like the UAE and Qatar. • Given the fast changing future, it is better to develop transferable skills in nationals,

rather than highly specialised technical proficiencies.


RELIABILITY INOIL WELL CEMENTS

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

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

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

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

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

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

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

CERTIFIED COCERT NO. IND13.3020/U/Q

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API CERTIFIED COLICENSE NO. 10A-0059

S05 ORME 2 2014 - E&P_Layout 1 3/17/2014 3:16 PM

CONTRACTS ARE AGREEMENTS to allocate risk.Construction projects involve very significant risks becausethe building process involves a huge number of variablesand uncertainties. This is particularly the case in the oil and

gas industry. As a result, the allocation of risk under a constructioncontract, and therefore who is required to carry any extra costs, is ofconsiderable importance and can be very complex.

A 'build-only' contractor promises to deliver the defined productbut it does not give any assurances as to how that product willperform. An engineering, procurement and construction (EPC)contract is not a build-only contract. Instead it also places the designrisk on the contractor. Under an EPC contract, the contractor isrequired to undertake the engineering (ie, the design) necessary toensure that the facility performs in the way that the owner requires.But what performance standards does the owner require the facilityto achieve? Identifying performance standards will often be the keychallenge for an EPC contract.

It is easy to stipulate that the contractor takes the design risk andfor owners this can often give the illusion that risk is being transferredto the contractor. But for the design risk to be effectively transferred thecontract needs to identify what the contractor's design has to achieve.The owner should stipulate the performance standards which thefacility needs to satisfy. Under an EPC the owner should not bedetailing precisely what is going to be built - because those decisionsare within the discretion of the contractor as the designer. If the projectinvolves building a refining plant, for example, then the contract needsto identify the process standards and products.

In order to create a successful EPC contract it is not onlynecessary to have the required technical and legal expertise. It is alsovital to ensure that there is good communication between thetechnical staff producing output specification and the legal sidenegotiating the terms and conditions. The transfer of design risk tothe contractor will only be successful if these two elements of thecontract documentation are considered in tandem. It is thereforeimportant that both the technical and legal sides of the owner'sprocurement team are properly trained and understand the way thecontract document needs to be assembled.

The terms of an EPC contract will normally be more onerous for acontractor than a typical design and build contract. A contractor maybe responsible for the design of the works but a contract will oftenbalance this by entitling the contractor to additional time and moneywhere certain unexpected events occur.

Typically, however, an EPC contract will place all, or virtually all, risksassociated with the build process on the contractor. Is this typical EPCrisk allocation a good thing for an owner wanting to build a facility?Critics of the EPC model will often argue that it makes no sense totransfer risks to the contractor that the owner is better able to controland mitigate. Whilst this may be the case, this transfer of risk providesthe owner with price certainty. The trend for project costs to spiralonce the works begins is a constant cause of concern for not onlyowners, but also the funders of projects. Owners and funders willtherefore often consider a project to be commercially more attractiveat a higher price, provided that there is a reasonable degree ofcertainty as to the final project price.

The other key aspect of an EPC contract is that it places theresponsibility to deliver on a single contractor. The contractor willtypically then assemble a team of engineers and subcontractors todeliver the works. The risks associated with the coordination of thesevarious parties and project delivery will be up to the main contractor. Ifsomething goes wrong and there is delay or performance shortfallsthen the owner only has to deal with one contractor. There is a singlepoint of responsibility.

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

Michael Sergeant is a partner in the law firm Holman Fenwick Willanand a course leader at the CWC School for Energy and will be runningthe course, 'EPC Contracts in Oil & Gas' in Dubai on 20 – 22 May 2014.For more information visit www.cwcschool.com

Michael Sergeant, partner in law firm Holman Fenwick Willan and acourse leader at the CWC School for Energy

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

EPC contracts:

risk and reward


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OMAN AIMS TO raise its gasoutput to an average of 120mncubic metres per day over thefive-year period from 2014through 2018.

Salim Al Aufi, undersecretaryfor oil and gas in Oman, saidthat the country expects to seea significant increase in itsnatural gas output over the nextfive years.

In 2013, gas production roseto an average of 102mn cubicmetres a day, up 3.7 per centfrom the previous year.

Oman’s gas exports havebeen constrained over the lastfew years as it has struggled toraise production quickly enough to keep pace with its own demand growth, Reutersreported.

Officials reportedly hope that the planned start-up of BP’s Khazzan tight gas project in2017 will provide a big boost to supplies, with the project expected to add about 28mncubic metres per day to the gas output by 2018.

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

The non-OPEC oil producer averaged 942,000 bpd in 2013, up 2.5 per cent from 2012.Meanwhile, Jacobs Engineering has recently said that it was awarded a contract by BP

for process and infrastructure work on the greenfield Khazzan project.The scope of work includes the detailed design and programme management for the

associated project infrastructure.

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

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

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

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

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

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

The production on oilfields, now into its fifth year, prompted Iraq to set an export target of3.4mn bpd for 2014, including 400,000 bpd from the Kurdistan Region of Iraq, implying outputof four million bpd, including oil used internally.

Oman targets gas output increase by 2018

DRILLING FOR OIL and gasdeposits has hit the highest level inthree decades, led by bigexploration and productionprogrammes in the Middle East andAfrica, according to an oilfieldservices company.

Baker Hughes said that morethan 1,300 drilling rigs have beenoperating on average worldwideover the last six months, thegreatest number since 1983.

The boom is being led by theMiddle East, where the number ofrigs operating has tripled since1999, and Africa, where the rigcount is up almost four times.

Rig counts reported by BakerHughes, however, do not includeonshore China, Russia, the Caspianand a few other countries.

According to the company, morethan 400 onshore and offshore rigswere drilling in the Middle East inDecember 2013 and January 2014,the greatest number since the1970s.

Over the last six months, Iraqaveraged more than 90 rigs, upfrom zero in 1999, when thecountry was still under UNsanctions.

Saudi Arabia also has more than90 rigs, up from fewer than 20 in1999.

Meanwhile, Kuwait too iswitnessing a drilling revolution, withmore than 30 rigs, three times asmany as at the turn of the century.

In Africa, the boom is led bynorth African country Algeria(almost 50) and Angola (13 offshorerigs). In both cases, drilling hastripled over the last 15 years.

These five countries aloneaccount for 30 per cent of theincrease in drilling outside NorthAmerica since 1999.

The report said that all are verymature oil producers, with well-surveyed resources and largeconventional oil and gas fields.

However, the boom’s extent hasbeen masked by production lossesfrom Iran, Libya, Syria and SouthSudan resulting from sanctions andpolitical unrest.

Iraq inches closer to becoming top oil exporter Middle East exploration boosts drilling rigs number to a 30-year high

Iraq’s oil exports in March 2014 rose by50,000 bpd in one month

E&P

The Khazzan project represents the first phase in thedevelopment of one of the Middle East region's largestunconventional tight gas accumulations



IRAQ PLANS TO boost its oil exportsby nearly 26 per cent to 3.4mn bpd in2014, according to a federalgovernment official

Thamir Ghadhban, federal PrimeMinister’s advisory council chairman,said, “Exports reached more than2.7mn bpd in February this year, andthe rate planned for 2014, includingexports from the Kurdistan Region ofIraq, is around 3.4mn bpd.”

Ghadhban added that he hopedBaghdad and the Kurdistan RegionalGovernment would resolve theirprotracted dispute over oil jurisdictionand exports in the coming months.

According to available official data,Platts has estimated that Iraq willexport 2.415mn bpd in March 2014, upfrom 2.228mn bpd of exports inJanuary 2014 and an average 2.39mnbpd in 2013.

The council chairman added thatunder current government projections,Iraq would need 1.5mn bpd or 16.7 percent of the target production capacity,as feedstock for its refineries tosatisfy the country’s expandingdomestic need for petroleumproducts. “Demand is growing by 10per cent annually,” he added.

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

MCDERMOTT INTERNATIONAL HASbeen awarded an engineering,procurement, installation andconstruction (EPIC) contract in the Gulf. However, the contractor and the contractvalue are yet to be disclosed.The contract includes the engineering,fabrication, transportation andinstallation of four new offshore topsidesfacilities, plus modification of twoexisting production facilities to extendthe current deck space and maximise thesize of modules. The combined total weight of the structures will exceed 3,500 metric tonnes, thecompany said. The scope also includes the installation of a 12-inch subsea pipeline of approximately15km. Water depths range between 10 metres to 14 metres, McDermott International added.David Dickson, CEO of McDermott International, said, “The project is part of a plan to boost oilproduction from existing fields, by the implementation of gas injection technology, and the installationof new production wells.”Engineering and fabrication for the project will be undertaken by McDermott International at its JebelAli facility in Dubai, with transportation and installation carried out by vessels from the McDermottglobal marine fleet. Offshore operations are expected to commence in Q4 2014, with projectcompletion, including hookup and commissioning, planned for Q1 2015.

THE UAE AND India have signed a co-operation agreement by which the UAEwill invest US$392mn in establishingstorage units in India for 5.03mn metrictonnes of crude oil.

Gulf News reported that both countrieshave agreed to co-operate in the setting upa strategic petroleum reserve in Asia’sthird largest economy, in a bid to furtherstrengthen economic relations. This was discussed at the second meeting of the India-UAEHigh Level Joint Task Force (HJTF) on ‘Investment in Mumbai’ in India.

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

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

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

Iraq to ‘raise crude oil exportsto 3.4mn bpd this year’

KOSMOS ENERGY HAS confirmed that the FA-1 well, located in the Foum Assaka licensearea offshore Morocco, will spud in Q1 2014.

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

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

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

UAE and India sign oil storage agreement

Morocco’s Foum Assaka well set to spud

McDermott International signs EPIC deal in the Gulf

The first part of Vishakhapatanam project hasbeen completed recently and the rest will becommissioned soon

E&P

Iraq also plans to have 1.5mn bpd of refiningcapacity in place by 2020

The project is expected to boost oilproduction in the region



US INDEPENDENT OIL and gas companyIPR has hit hydrocarbons while drilling onthe southwest Gebel El Zeit Concessionin Egypt’s Gulf of Suez.

The well, SWGEZ-5, was drilled usingthe ADES’s jack-up rig ADM-IV under thesupervision of IPR’s operational teamsand the joint venture operating companyPetroHurghada.

The US independent said that the welltook a total of 43 days to drill, test, andcomplete to a total depth of 2,444 metresin the basement of the Precambrian age.The well encountered a total of 32.6metres of net hydrocarbon pay in LateCretaceous age Nubia and Matullaformations, as targeted prolific producersin the Gulf of Suez. SWGEZ-5 testednaturally flowing oil at rates of 3,611 bpdand 82,118 cubic metres per day of oil andgas respectively.

The company has constructed amodern three-slot platform, a 9.5kmpipeline from platform to shore, and state-of-the art surface facilities to receivefuture deliveries.

Sam Dabbous, COO of IPR, said, “Weare very pleased with the results of thisnew discovery and the great efforts of ourtechnical teams. We look to replicate thissuccessful effort in our ambitiousexpansion plans in 2014 to exceed internalexpectations and contribute to thefulfillment of the country’s mandate toincrease production.”

As part of this aggressive investmentplan, IPR will invest in 57 wells toincrease production and add newreserves in 2014 between its WesternDesert and Gulf of Suez assets portfolio,having now drilled 11 wells in bothhydrocarbon producing provinces, thecompany said.

DANA GAS HAS announced that it has startedthe renovation and upgrade of its El Wastaniplant in Cairo, Egypt, to increase the facility’sproduction by 25 per cent.The maintenance and enhancement projectwill approximately take two weeks andinclude modifications, modernisation and de-bottlenecking, which will assist in enhancingthe plant life, the company added.Dana Gas said it aims to expand its productionoutput capacity by 1.3mn cubic metres to5.6mn cubic metres, equivalent to 6,650 boepd.Mark Fenton, general manager of Dana GasEgypt, said, “A scheduled shutdown of the ElWastani facility for capacity enhancementand maintenance was planned as soon as wehad received permission to commercialise thenew fields.

“It is a necessary work and the tie-in of the newwells along with the maintenance programmeensures that the plant is also fully upgraded priorto new wells coming on-stream during the year.”Dana Gas is reportedly the sixth largest gasproducer in Egypt and operates in the Nile Delta.During Q3 2013, the company announced that ithad achieved the highest production levels -equivalent to 41,500 boepd - in Egypt since 2011.

ANGLO-TURKISH EXPLORATION AND productioncompany Genel Energy has announced that itexpects a 50 per cent increase in oil output in 2014in the Kurdistan Region of Iraq.

Tony Hayward, CEO of Genel Energy, said,“The completion of the Kurdistan Region of Iraqoil pipeline has helped to create the platform fora 50 per cent increase in production in 2014,with greater access to international pricing,while the signature of a gas sales agreementbetween the Kurdistan Regional Governmentand the Turkish government provides the route to market for our very large KRI gas resource.”

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

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

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

IPR hits oil and gas in Egypt’s Gulf of Suez

PURA VIDA AND Kosmos Energy have signed a rig share agreement to drill two wells inthe Mazagan Permit, 100km offshore Morocco.

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

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

Currently under construction in South Korea, the rig is scheduled for completion in June2014 and expected to commence drilling operations in the second half of 2014.

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

Genel Energy expects increased output fromKurdistan Region of Iraq

Pura Vida and Kosmos Energy to share a drill rigoffshore Morocco

Dana Gas to upgrade Egyptian plant to increase capacity

Genel Energy is reportedly the largest independentoil producer in Kurdistan Region of Iraq

E&P

IPR plans to invest in 57 wells to increaseproduction and add new reserves in 2014between its Western Desert and Gulf of Suez

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



DNO INTERNATIONAL ASA hasannounced that it has initiated productionfrom two newly completed horizontalwells in the Tawke field in the KurdistanRegion of Iraq at a combined rate of37,000 bpd.

In one of the new wells, Tawke-21,eight productive fracture corridorspenetrated by a 980-metre horizontalsection in the main Cretaceous reservoirinterval flowed an average rate of 9,700bpd each. In the other well, Tawke-22, sixkilometres away, seven productivefracture corridors penetrated by an 800-metre horizontal section flowed anaverage rate of 8,800 bpd each. Bothwells are subject to wellbore and surfacefacilities limitations.

"We hit a new production record of129,000 bpd at the Tawke field on March5, which is close to the limit of what wecurrently can deliver by pipeline and roadtanker," said Bijan Mossavar-Rahmani,DNO International's executive chairman."With the exceptional results from theselatest wells and the installation of earlyproduction packages and a new 24-inchpipeline, we are on track to meet ourambitious deliverability goal of 200,000bpd in 2014."

Two previous Tawke horizontal wellswent into production in the second half oflast year, two wells are currently drillingand three more are scheduled which,together with Tawke-21 and Tawke-22, willbring the total number of horizontal wellsin the field to nine by the end of the year.

DNO International holds a 55 per centinterest in and operates the Tawke license.Genel Energy plc holds 25 per cent andthe Kurdistan Regional Government theremaining 20 per cent interest.

CAIRN RECENTLY PROVIDED anupdate concerning its work onthe JM-1 well offshoreMorocco, where the companycommenced operations inJanuary of this year.The JM-1 well drilled to evaluateUpper Jurassic and MiddleJurassic objectives reached atotal depth of 3,711 metresTVDSS (Total Vertical DepthSubsea) and has been pluggedand abandoned without testing.In the Upper Jurassic section,the well has confirmed the presence of heavy oil over a gross interval of 110 metres as originallytested in the 1968 MO-2 well, some two kilometres from the JM-1 well. Reservoir quality and the oilgravity in the Upper Jurassic across the Cap Juby structure require further evaluation by Cairn andits joint venture partners (Office National Des Hydrocarbures et Des Mines and Genel Energy). Workis ongoing to correlate the core and log data from JM-1 with other wells on Cap Juby to evaluate theextent of moveable hydrocarbons and how any further assessment should be conducted.The Middle Jurassic objective was encountered with limited primary porosity and evaluation ofwell logs and side wall cores continues.

PARTNERS IN AZERBAIJAN'S biggestgas field, Shah Deniz, are planning thethird development stage of the major gasproject for after 2025. A peak output ofaround 25 bcm of gas per year isexpected, a source at Azeri state energyfirm SOCAR told Reuters.

Shah Deniz is being developed byconsortium partners BP, Statoil, SOCARand others, and provides Europe with analternative gas supplier to Russia.

Shah Deniz I has been pumping gassince 2006 and has an annual productioncapacity of about 10 bcm of natural gas.From around 2019 Shah Deniz II isexpected to produce 16 bcm of gas peryear, with 10 bcm earmarked for Europe and six bcm for Turkey.

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

DNO International begins furtherproduction in Tawke field

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

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

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

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

Azerbaijan ‘planning third stage of Shah Deniz project

McDermott performs emergency repair in UAE

Cairn Energy plugs and abandons Moroccan well

BP is one of many consortium partnersdeveloping Shah Deniz

E&P

Operator DNO International holds a 55 per centinterest in the Tawke license

www.cairnenergy.com



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


WITH US GAS being sold late last year at one-third oreven less of the cost of equivalent imported fuel inother OECD countries, has the price turnaroundincreased the risk for resource-stretched producers

here in the Gulf? Production of unconventional shale gas in the USis expected to exceed 11 tcf per annum by 2020. Elsewhere, andfor several key reasons, development based on the technology ofhydraulic fracturing is expected to lag far behind this.

“The time of abundant low-hanging fruit and extremely highmargins in GCC countries is set to end” according to a newreport from specialist analysts, Stratley AG, and produced inassociation with the Gulf Petrochemicals & ChemicalsAssociation (GPCA) said.

Production of unconventional shale gas in theUS is expected to exceed 11tcf per annum by2020. A similar shale revolution could happen

within certain parts of the Middle East

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

Is the region ready for its own

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“GCC countries must build on their hydrocarbon backgroundto extend their coverage of the chemical value chain and bridgethe period until they may be able to tap into their own shaleplays.”

The authors point out that exploration for and exploitation ofshale deposits has risen very rapidly in the US, and the trend willcontinue as significant improvements in drilling, fracking andoverall extraction technologies are all made simultaneously.Already the US is being predicted to become a net exporter ofLNG by 2020 (or even earlier), by which time it will be meetingmost of its own demand for crude oil too. Exports of keydownstream products like polyethylene are expected to soar atthe same time.

LegislationUndeniably the mood is catching, and it is natural that otherunconventionals-rich countries such as Australia, Canada andChina want to get in on the trend for successfully exploitingthese new resources, including tight oil, too. Widely in Europeover-restrictive legislation is already being looked at again.

The Stratley team expects the US to maintain its current clearcompetitive advantage in use of unconventional resources asboth energy carriers and as feedstock for petrochemicalsproduction right the way through to 2020, especially whencompared with Europe and East Asia. They point out the starkfact that gas prices last year (January-June) averaged US$4MMBtu (million British thermal units) in the US compared with$12 in Europe and as much as $16 in Japan. Furthermore, as hasbeen seen in the past here in Gulf, the availability of largevolumes of hydrocarbons at low cost drives investment in electricpower production, ethane cracking and the output for sale of awide range of in-demand downstream products such as SaudiArabia's nitrogenous fertilisers. Differential costs for industrialpower are already a disruptive issue in world trade negotiations.

“As a consequence a number of affected production sites,especially in Europe, are already experiencing declining margins,and it is expected that the older and less efficient crackers andbasic chemical capacities in Europe will be shut down in themedium term,” the Germany-based Stratley team said.

Regional potentialNevertheless specific opportunities “for GCC countries in theunconventional boom” are identified in this report. Most obviousare those related to investment in downstream activities in theUS itself, as already exploited by Qatar Petroleum. But for manyreasons “the time for bargains in this market is over”. However,significant opportunities in unconventionals are also expectedhere in the Gulf, especially in Saudi Arabia, Kuwait, Oman and theUAE; a total shale-gas resource figure of 70 tcf is mentioned.

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

Four reasons for investigating these possibilities now arespecifically listed:6 Deposits of extractable (at low cost) oil and gas are declining,

especially outside Qatar; local development of unconventionalsremains in its infancy

6 The production rate of alternative associated gas is inevitablylimited by the pace of oil production

6 Demand for gas in the region is both high and rising


Marcellus shale gas drillingtower in Pennsylvania, USA

Differential costs for industrial powerare an issue in world trade negotiations

Gas

Opportunities in unconventionals areexpected in Saudi Arabia, Kuwait, Oman andthe UAE


6 Local access to Qatar’s gas surplus is in competition with globaldemand.So, assuming the postulated resources are actually located, the

main success factors for large-scale production from these areidentified as supportive politics and regulations, and competitiveproduction costs. Costs are thought to be the more challenging ofthese here, but not necessarily elsewhere.

These production costs are influenced by geology (depth offormation especially), topography, availability of infrastructure andtechnology, and of course adequate water. Each new well needsup to 20mn litres of water to develop, although research isactively coming up with ways to reduce this requirementsignificantly.

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

And as to when individual GCC countries will commencecommercial production of either or both unconventional oil andgas the analysts point to the forthcoming decade between 2020-2030 as being broadly likely, ie, when production costs start tocompete with those for conventional resources (already close withimported LNG).

They add that if the resources here turn out to be wet “theincentive to explore and extract NGLs in addition to methanebecomes even more attractive.” Firstly because of downstreampricing, and secondly because of the availability of ethane ascracker feed, especially in Saudi Arabia.

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

Based on feedback from recent energy events within theregion the team note that, “Some experts tended to be ratherrelaxed, seeing their business affected but not seriouslythreatened. Others were more alert to the topic and mentionedvarious risk factors that could have considerable negative effectson GCC countries’ oil, gas and chemical businesses.”

Their overall conclusion is that there is no need to panic, butgrowth obstacles and squeezing of margins are both possibilities.Constraints in oil production which limit the availability ofassociated gas, and the changing nature of the global LNG market,are central to these; all the risk factors surrounding thedevelopment of unconventional oil and gas resources aresummarised in a useful flow chart which can be viewed on pageseven of the document. n

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

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

Issue 2 2014 oilreview.me 35

Gas

Does the US shale boom threaten thebusiness of chemical players in the GCC?


ACCORDING TO SAUDI BasicIndustries Corporation (SABIC) vicechairman and CEO Mohamed Al-Mady, a national task force is

needed to unite private and public sectorinitiatives to drive further downstreamdiversification of the Saudi Arabian economy.

Al-Mady discussed the issue at therecent Saudi Downstream Forum for whichSABIC was the principal sponsor, speakingin a panel discussion before an audience of600 ministers, government officials andindustry leaders in Yanbu.

Al-Mady called for a step change in thecountry’s approach to downstream based onthe Royal Commission model that drove theKingdom’s development of thepetrochemical industry.

Many initiatives are required to furtherdrive downstream development, includingimproved infrastructure, free-trade zones tosupport investment inflows and governmentinvestment in early training of employees,Al-Mady said.

“These imperatives cannot be achieved ifevery company, every industry, everyministry, is following its own agenda, nomatter how well-meaning the agenda maybe,” he stated.

“Downstream diversification extendsbeyond the interests of a single industry. Itrequires a co-ordinated and consolidatedapproach from business, from government,from the ministries and fromentrepreneurial enterprise. The wisdom ofpast experience can better equip us for thefuture,” Al-Mady added.

Al-Mady said Saudi Arabia’s past

experience in downstream diversificationprovides a model for the future.

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

The vision of taking natural gas that wasthe waste product of the oil industry andturning it into commercially viable productsdrove the foundation of the RoyalCommission and the establishment of theindustrial cities in Jubail and Yanbu,according to Al-Mady.

This in turn led to the Royal Decree that

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

Growth in the petrochemical industrycontinues to outstrip the economy as awhole, averaging nine per cent to 10 percent over past years against GDP growth offour to five per cent, SABIC said.

Driving innovationBuilding on this growth, the governmentannounced recently that it plans to construct aplant able to turn crude directly into chemicals,without first having to refine the oil.

The announcement was made by SaudiArabian oil minister Ali al-Naimi, who said themove was part of the aforementioned strategyof diversifying the economy away from heavydependence on crude export revenues.

The plant is to be built in Yanbu inconjunction with SABIC, news agencyReuters said.

“An innovative technology is beingstudied by the ministry, in collaboration withSABIC, to set up an integrated industrial

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

With downstream playing anincreasingly important rolewithin Saudi Arabia - and theMENA region as a whole - keyindustry players are helping todrive the development anddiversification of the sectorthrough investment andeducation.

Reinvigorating the

downstream sector

The wisdom of pastexperience can better equipus for the future”

- Mohamed Al-Mady, vice chairmanand CEO, SABIC


Petrochemicals

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

complex for the production ofpetrochemicals from crude oil without theneed to build a conventional oil refinery,” al-Naimi commented.

Al-Naimi said the chemicals project wouldhelp provide jobs for Saudi Arabian youth inthe growing industrial port.

The move follows the launch byExxonMobil in 2013 of the first-ever plantthat processes crude oil directly intochemicals in Singapore.

International interestAn influx of foreign companies have recentlybeen demonstrating their interest in theKingdom’s petrochemical industry.

A German trade delegation paid a visit toSaudi Arabia in February to discover moreabout the industry and strengthen its tieswith its Saudi Arabian counterparts.

“The reason for the visit is the fact thatthere’s a great potential in the Saudipetrochemical sector for Germancompanies, especially for engineering andplant construction,” said AndreasHergenroether, delegate of German Industryfor Saudi Arabia, Bahrain and Yemen.

Foreign investment is a key part of theKingdom’s petrochemicals sector, asdemonstrated by industry sources recentlyrevealing that four international engineeringcompanies have submitted bids to build twopetrochemicals plants for SABIC and Japan’sMitsubishi Rayon in Saudi Arabia.

According to Saudi Gazette, the sourcesclaimed South Korea’s Daelim Industrial,France’s Technip, Spain’s Tecnicas Reunidasand Taiwan’s CTCI had bid for the two-plantproject in Jubail.

One of the plants will produce up to250,000 tons a year of methyl methacrylatemonomer (MMA), while the other will

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

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

Meanwhile, Ireland-based Sepamannounced it recently signed a US$27.2mndeal with Emrill for the construction of SaudiArabia’s biggest petrochemicals plant in

Jubail, due for completion in 2016. Foreign interest is ever increasing and

will no doubt grow as Saudi Arabia is set toinvest heavily in new petrochemical projects,with Arab News claiming this investmentwill reach almost SR236bn (US$62.9bn).

Emphasis on educationWith education being of key importance to thepetrochemicals and wider downstream sector,SABIC said it will also continue its investmentin training and development and support of itsSME customers.

“Business and government are eachdoing their part. But I do not believe we cango much further within the limits of thecurrent structure.

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

Additional key figures within the industryhave expressed concern over the skillsshortages present within the petrochemicalsindustry and claim these shortages pose areal and ever-increasing threat to its growth.

A recent International LabourOrganization (ILO) report found that skillsshortages in petrochemical industries are aglobal problem.

Khalid Al-Falih, president and CEO of SaudiAramco, said there is a mismatch betweenthe education system and the needs of thepetrochemical industry, which havethreatened the industry’s overall stability.

“Here is an industry that is growing, thatis very profitable... and more often than not,companies in our industry are constrainedby growth because of a lack of skilledhuman resources, while they are living orworking in countries where there is highunemployment… this issue of a mismatch isreal,” Al-Falih said. n

A German trade delegation paid a visit to Saudi Arabia in February to explore the Kingdom’s petrochemical opportunities

SABIC said it willalso continue its investmentin training and development


Petrochemicals

Khalid Al-Falih, president and CEO of Saudi Aramco


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KUWAIT-BASED EQUATE Petrochemical Company has announced itachieved a net profit of US$1.2bn in 2013, translating to a 14 per cent year-on-year increase in comparison with US$1.09bn in 2012.EQUATE president and CEO Mohammad Husain said, “These profits wererealised due to absolute integration between all commercial, industrial,administrative and other elements at the company, as well as globaldemand for petrochemical products, all of which despite severalchallenges both locally and regionally.“For the first time in EQUATE’s history, overall sales value exceededUS$2.88bn which is due to distinguished performance at all levels as anembodiment of our tagline of ‘Partners in Success’ with all relevantstakeholders within and outside Kuwait,” he added.According to Husain, EQUATE witnessed several milestones in 2013, one ofwhich was its commencement of a polyethylene (PE) plant debottleneckingproject, which is expected to be completed during 2015.The project aims to increase the plant’s current annual capacity of 825,000metric tonnes while focusing on increasing and optimising its productioncapacities for ethylene, polyethylene and ethylene glycol, Husain said.“The first phase is all about creating as much added-value from currentfacilities, while the second and third are all about making EQUATE havegreater global presence, with all stages focusing on distinguished humanresources, especially Kuwaitis, through being more specialised andoptimum utilisation of technology within a creative, innovative andsustainable work environment,” he added.

EQUATE Petrochemical achievesUS$1.2bn net profit

TOTAL HAS REPORTEDLY told French news agency AFP that it is looking in tobuilding a “world-scale” petrochemical complex in Iraq as part of its strategyto develop its activities in the Middle East’s growth markets.Patrick Pouyanne, the head of Total’s refining and chemicals division, said hesigned a preliminary accord with Iraq’s Ministry of Industry and Ministry inNovember 2013 to examine the feasibility of the complex, which Total islooking to construct in Basra.

An anonymous companyspokesperson said, “Theyare exploratory discussionsat this stage that should beconfirmed in comingmonths.”Total did not put a value onthe mooted project, or atimeframe.The company has said inthe past that it wants toboost its refinery andchemicals activities in theMiddle East and Asia.

“Given its past and present in Iraq, the group is naturally interested in addingvalue to the gas resources in this country,” Pouyanne commented.Total said it currently invests 15 per cent of its capital in the Asia-MiddleEast zone, and wants to bring that to 30 per cent by 2017.

Total looks to build petrochemicalunit in Iraq


Petrochemicals

Total is looking to build a “world-scale”petrochemical complex in Iraq


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

PDO has recently offered 6G welder training to 445 Omanis

PDO boosts exploration activities

in Oman


E&P

OMAN’S OIL PRODUCTION is onthe increase, with 16 enhancedoil recovery (EOR) fielddevelopments and trials to be

implemented by exploration and productioncompany Petroleum Development Oman(PDO) in a bid to meet the country’sgrowing energy demand.

PDO’s roll-out of EOR projects, part ofthe general scheme of improved oilrecovery (IOR), follows a successful yearfor the company who reported improvedproduction and safety figures. The state-owned giant is reported to have increasedits natural gas reserves by 1.3 tcf last year.In 2013, the company added 317mn barrelsof oil reserves with production ratesreaching 1.25mn boepd.

“There has been a concerted effortacross PDO to engage efficiently,responsibly and safely in the explorationand production of hydrocarbons and thisresulted in a record-breaking productionperformance. This is all the moreimpressive considering that the yearstarted badly after the disruption causedby the serious fire at our Yibal field at theend of 2012,” PDO managing directorRaoul Restucci said.

“As the easy oil supplies dwindle, EOR

is going to account for an increasing partof our production portfolio. PDO is alreadya world leader in this area, but we are nowredoubling out efforts to ensure wemaximise production from our fields.”

In 2012, PDO, in partnership withmanufacturer of solar steam generators,GlassPoint, constructed the Middle East’sfirst solar EOR project. The project wasfinalised in January 2012 and beganproducing steam by December that year. Itis designed to produce an average of 50tonnes of emissions-free steam per daythat feeds directly into existing thermalEOR operations at PDO’s Amal Westoilfield. The solar project’s first year ofoperations went beyond expectations,exceeding its steam production targets.The project is a performance andoperational baseline for larger steam

generators in and across the Gulf region.Oman is providing PDO with informationfor planning future mega projects.

“The GlassPoint system is proving itcan reliably fuel thermal EOR with solarpower while reducing the need to burnnatural gas," stated Restucci.

"This solar EOR solution provides for aneconomically viable and environmentallysustainable long term resource to developOman’s heavy oil portfolio, while savingvaluable natural gas resources for use inother gas-dependent industries.”

PDO projects in OmanLast year PDO set up four key EORdevelopments in 2013 that were based atMarmul, Qarn Alam, Harweel (2AB), andAmal West. The polymer project in Marmulreported 6.3mn barrels of EOR lastDecember, PDO revealed. The Harweelmiscible gas project showed steadyproduction levels rising to 30,000 bpd,while the Qarn Alam steam projectproduced around 25,000 bpd. The companyboosted its social investment activity in2013 with the completion of 13 projects, aswell as launching the Ghabah HealthCentre and investing an estimatedUS$9mn in community services.

According to PDO, anestimated US$10bn hasbeen spent on exploration


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“The year 2013 was a banner year forPDO with excellent achievements acrossthe full spectrum of our operations, but wemust not take our foot off the gas," saidRestucci. "We still face significantchallenges, such as the increasing complexand costly nature of our business, anageing asset base, local employmentimperatives and the regional gas shortfall.”

According to PDO, an estimatedUS$10bn has been spent on exploration;72 per cent on capital investment and 28per cent on business costs. Salim binNasser al Oufi, under-secretary of theMinistry of Oil and Gas, stated that therehad been a rise in average productionlevels in Oman. BP Oman’s generalmanager, Dave Campell, said in hispresentation at a briefing held at theMinistry of Oil and Gas in Oman that thecountry’s oil and gas development schemewill see the construction of around 300mostly horizontal wells, eight rigsproducing 1 bcf/day which is a third ofOman's gas. Over the last five years, thecountry has been able to book morereserves than it has produced, also acontributing factor in the successfulgrowth of Oman’s oil and gas industry.

“We have had surplus of crude oil. Inthe account we deposit more than wespend and that is very exciting in theindustry when the reserve replacementratio exceeds 1. We have managed in thelast five years to maintain 1.2; whichmeans we are putting more into ouraccount of crude oil about 20 per cent

more than what we spend,” said DrMohammed bin Hamad al Rumhy, ministerof oil and gas.

“Our industry is becoming extremelyexpensive. The difficult oil is becomingmore and more. We often use the phrase- easy oil has been already produced. Nowwhat we are seeing from our oil fields ismore difficult oil to extract. This translatesto more expensive oil to produce, butmore oil."

According to Hamad al Rumhy, OmanLNG, based in Qalhat near Sur, wants topump heavy oil with steam, however it hasbeen denied permission as the gas cannotbe stored and needs to be consumed.

More gas can be produced as soon asBP's Khazzan project begins developingPDO's discoveries, while in the meantimetalks also are being held with Iran aboutsourcing gas.

“We are making new discoveries, someof it heavy as in the case of Kahazzan.Lighter or heavier when it comes to blend,time will tell. We want to have theflexibility of qualities,” the minister stated.“Whether we will achieve an agreement in

the first quarter needs to be seen.Technical issues are being tackled rightnow such as the route, size, compression,quality and where we are sourcing the gaswithin the network in Iran. We are lookingat export options, however the gas fromIran will be expensive.”

Training and job opportunities As part of the company’s plan to boost itsexploration activities, last year PDOprovided 5,700 In-Country Value (ICV) joband training opportunities for Omanis. Italso issued contracts totalling more thanUS$3.1bn to locally registered companiesand increased its support of localbusinesses. PDO has recently offered 6Gwelder training to 445 Omanis to becomeskilled welders. Another 200 Omanis areexpected to start the programme in 2015and candidates who successfullycomplete the course will begin workingon PDO’s Rabab-Harweel mega project(RHIP) where the first oil production isplanned for 2019. The RHIP is expected toproduce more than 200mn barrels of oilby injecting miscible gas into the sevenHarweel oil reservoirs, as well as 90mnbarrels of condensate by reusing sour gasin the Rabab field and exporting non-associated shale gas.

“This is a landmark training schemebecause it will be the first time in theregion that an oil and gas project will bewelded wholly by nationals. Thispioneering course should produce a poolof around 400 Omani skilled welders whowill be qualified to work anywhere in theworld,” PDO operations and engineeringdirector, Abdullah al Shuely, said.

“The aim is to help these young mento develop the highest level of proficiencyand professionalism so that they canpursue rewarding careers and supporttheir families. For many years, PDO haschampioned in-country value to improvethe capacity and capability of Omanipeople in order to secure long-termsustainable commercial benefits for theSultanate and this new initiative fitssquarely into that commitment.”

PDO revealed in October last year thatit will invest US$11bn across its EORprojects. The investment is projected toproduce more than one billion barrels ofoil as part of the Omani government’sstrategy to maintain its long-termhydrocarbon output. The execution of 16EOR projects by PDO is set to encouragefurther growth in Oman’s expanding oiland gas sector. To enable the retrieval ofheavy oil across its concession areachemical, thermal and miscible gasinjection methods are currently beingused. EOR is estimated to total a third ofPDO’s production by 2023. ■

PDO revealed inOctober last year that it willinvest US$11bn across itsEOR projects

E&P

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


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

THE NINTH OGWA* Exhibitionopens under the auspices ofOman’s Oil & Gas Ministry and themajor sponsorship of PDO at the

IEC in Muscat on 31 March. Theorganisers are Omanexpo and theassociated technical conference, under theheadline 'Driving integrated and innovativeEOR' has been arranged by theinternational Society of PetroleumEngineers (SPE) at the nearby Golden TulipHotel. The events will run concurrently andfinish at both venues on 2 April.

In 2012 the exhibition alone attractedmore than 225 participants from around theglobe and was visited by nearly 13,000industry professionals. Other supporters thisyear include the local Chamber ofCommerce and the Oman Society forPetroleum Services.

Oman’s regionally-advanced economicdevelopment (in terms of balance)continues to be fuelled by the positiveoutlook for the energy sector, which stillgenerates nearly 84 per cent of totalnational revenues. In challenging conditionsthe government is seeking to encourageinvestment in exploration and production ingeneral and in EOR in particular.

Last year’s planned expenditure onenergy resource development was in excessof US$33bn; the goal is to keep output ofcrude and condensates above the onemillion barrels per day mark. The same

attention is being paid to the development ofgas resources, needed to free up moreliquids for export.

Current projects in this sub-sectorinclude the tight gas scheme at Khazzan,which will incorporate a new 34mn cubicmetre per day processing plant fed by acomplex 600km gas-gathering systemalong with connections to a major networkof new wells.

Another scheme is the planned near-50per cent expansion of the existing refinery atSohar, already a key source of both fuel andnaphtha for the region. The showpiece of thewhole enhancement programme willprobably be the $16bn refinery andpetrochemicals complex at Duqm Port. Thebrand-new multi-purpose development onthe previously remote southeast coast isnow diversifying its commercial operationsinto the handling of solid bulk cargoes andexportable mineral products such as crushedlimestone, as well as relying on theconstruction of a new liquids storage andexport terminal specifically for the energysector. EOR techniques are behind theimplementation of most of these plans.

The SPE-organised events actually starton Sunday 30 March with a full-day trainingcourse on EOR techniques in general,emphasising gas and water-alternating-gasbase processes that are now being appliedin the Gulf. This will be presented by SonHuu Do, founder of 3-Dos Global Energy.

On a subsidiary theme of 'Drilling deepinto the future' the SPE TechnicalConference itself will then investigateindustry best practices, international markettrends, developments, challenges and keyissues facing both operators in Oman andthe rest of the Gulf region. This will consistof the three full days of the technicalconference itself, a closely-packed total of 16separate 90-minute sessions interspersed

with an executive plenary and threeseparate 90-minute panels.

The technical sessions themselves will include:• Chemical EOR fundamentals• Thermal fundamentals• Chemical applications• Miscible gas injection• Reservoir simulation• Chemical improvement technologies• Facilities engineering/construction• Well design/reservoir characterisation• Case studies (two sessions)• Emerging methods (two sessions)• Monitoring and surveillance• Challenges in carbonates

The panels will cover:• Driving capital-intensive innovation. The

challenges all EOR projects face to reachsanctioning in the first place, and to driveincreased cost efficiency to sustaincommercial robustness while they arebeing carried out.

• Integration of sub-surface, facilities andoperations. Discussing the technicalchallenges and opportunities to optimallyutilise existing subsurface and facilityequipment with new and innovativetechnologies, in the process maintainingexisting operations as far as is possible.

• Innovation and the demands this placeson resources and capabilities. Adiscussion of EOR resources andcapability requirements as well asexperiences and strategies to efficientlyimplement/operate complex schemes,minimising resource and capabilitydemand in the process. n

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

Oman welcomes

OGWA delegatesThis year’s exhibition andconference will focus on thefast-expanding possibilitiesoffered by the new generationof EOR technologies.

OGWA 2014


Upcoming Training Highlights for E&P Professionals

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

Mar 30-Apr 3, 2014 - Abu Dhabi, UAE Introduction to Reservoir Characterisation and Modelling (GG26)

Mar 30-Apr 3, 2014 - Doha, Qatar Directional, Horizontal and Multilateral Drilling (DR08)

Apr 2-4, 2014 - Istanbul, Turkey Play Fairway Mapping and Exploration Strategy (GG34)

Apr 6-10, 2014 - Abu Dhabi, UAE Introduction to the Oil & Gas Industry (IC04) Artificial Lift Design and Optimisation (PR08)

Apr 7-11, 2014 – Istanbul, Turkey Foundations of Petrophysics (PP01) Production Engineering (PR12)

Apr 15-17, 2014 – Istanbul, Turkey Petroleum Systems of North Africa and the Eastern Mediterranean (GG08)

Apr 15-17, 2014 – Vienna, Austria Fundamentals of Coalbed Methane (CBM) Development (IC08)

May 4-8, 2014 – Abu Dhabi, UAE Wellsite and Operations Geology (GG13)

Register online

now at

www.hoteng.com

S09 ORME 2 2014 - SOGAT_Layout 1 3/17/2014 5:35 PM

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


SOGAT 2014

AN UPCOMING SERIES of majorsour gas field developments meansthat associated recovered-sulphurproduction in the Middle East alone

is expected to increase by nearly 45 per centby as early as 2017. As will be demonstratedat this year’s 10th Sour Oil & Gas AdvancedTechnology conference (SOGAT), theadvanced technologies used in managementof and production from all types of sour fieldsare constantly advancing.

SOGAT is organised in association withADNOC and is being held from 23-27 Marchin Abu Dhabi. The conference will take aparticular focus on acid gas removal and

carbon capture concepts. The latest local developments across the

entire management spectrum will also bereported in a series of technical papers andcomplementary workshops presented at this

year’s conference. Other technologies beingexplored will include new control techniquesfor sulphur recovery units, recent plant startups, gas-to-sulphuric acid developments,amine units, and relevant HSE andemergency response technologies, alongwith new ideas in overall sulphurmanagement and more.

Sulphuric acid has become a key buildingblock as the region strives for industrialautonomy, particularly by the chemicalfertiliser producers who need it in vastquantities to process huge reserves of rockphosphate, as developed in Morocco andJordan. This complements the Gulf’scommanding position in nitrogenousmaterials. Evaluation of the prospects ofsour, and even exceptionally sour, fields ofall types is an important part of this processof producing usable gas, both within theregion and further afield. SOGAT 2014 is theplace to hear about it.

Eight separate conference sessions willtake place during each of the three days andassociated workshops will be open toparticipants on the first two days. Fulldetails are available on the SOGAT website.A specialised trade exhibition will runconcurrently on all days.

Dr Nick Coles of event organisersDome Connexion said, “SOGAT has nowestablished itself as the meeting place inthe Middle East that focuses on the gasconditioning issues that need to bedeveloped in order to sweeten the gas forindustrial development and infrastructureusage ... enhancing the capabilities ofdelivering sweet gas in a cost-effectivemanner.” ■

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

SOGAT reaches its

10th edition

SOGAT has nowestablished itself as themeeting place that focuseson gas conditioning issues

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

S09 ORME 2 2014 - SOGAT_Layout 1 3/17/2014 5:35 PM

S10 ORME 2 2014 - KOGS_Layout 1 17/03/2014 17:18

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


KOGS 2014

HOSTED BY KUWAIT Petroleum andsupported by its many subsidiaries,the third Kuwait Oil and GasStrategic Summit (KOGS) is being

put on at the Jumeirah Messilah BeachHotel under the patronage of Oil MinisterHE Dr Ali Al-Omair. The conference andworkshops running on 14th and 15th Aprilare once again being organised by CWC.

With current oil revenues running well inexcess of US$100bn annually and plans toincrease the output of crude by 25 per centwithin 15 years, Kuwait is a hotbed of excitingdevelopment plans and listed projects rightnow. Some of these are based on recentdiscoveries of major new fields in the west. Atotal of $24bn-worth of new contracts areexpected to be signed within this calendaryear, in addition to investment developmentprojects in refineries overseas. For example,bids will be evaluated shortly for the domestic$16bn “clean fuels” construction scheme,and the $4.2bn tender for the opening phaseof the Ratga heavy oil development scheme.

This year’s KOGS Conference AdvisoryCommittee consists of seniorrepresentatives from the Kuwait Foundation

for the Advancement of Science, KuwaitEnergy, KUFPEC, PIC, KPI, KOC and thelocal subsidiaries of Shell and Total. KuwaitPetroleum Corporation (KPC) is acting asboth hosts and key sponsors, along withrepresentatives from the CWC Group.

The overall theme of the summit thisyear is 'Improving major projects – policies,partnerships and progress'. 'Delegatenetworking' is the theme of the subsidiarytitle which covers 'Building relationships,creating opportunities and fosteringconstructive dialogue'.

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

the afternoon of 15th April, under the generaltheme of 'Addressing the leadership challengesin the oil and gas sectors in Kuwait'. Theworkshop will cover the issues imposed bychanging market conditions and the complexityof NOC/government relationships. n

The organisers CWC, who apart from thisseries of conferences have been successfullyrunning the CWC School of Energy in the citystate since 2007, said, “As Kuwait embarks onan exciting major stage of project developmentthe third KOGS summit is your chance to gainthe knowledge and contacts you need to takeadvantage of the new opportunities on offer …This is an event not to be missed.”

Go to www.cwckuwait.com for further details.

Projects in the spotlight

at KOGS 2014

The overall themethis year is 'Improving majorprojects – policies,partnerships and progress’

Where Kuwait and internationaloil and gas leaders meet” ishow the organisers describethis year’s summit, the third ina successful series.

Conference programme:

14 April

Kuwait and the new energy scenario. Including coverage of the shale revolution andhow to ensure energy security for Kuwait as a whole. The opening address will be byNizar Al-Adsani, CEO of KPC.

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

Managing stakeholder relations and aligning with Kuwait’s national interest. Basedon Kuwait’s national development plan; will include lessons learned at manylocations overseas. The chief executive of PIC, Asaad Ahmad Al-Saad will bespeaking at this session.

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

15 April

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

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

S10 ORME 2 2014 - KOGS_Layout 1 17/03/2014 17:18

Official Host SponsorProduced By

www.cwckuwait.com

Your Platform to Learn About New Opportunities & Developments

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

Strategic Summit

Join the Progressive Debate on Kuwait’s ExcitingEnergy Future and Project Implementation

BRONZE SPONSORS:

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Hear from expert speakers including:

Nizar Al-Adsani Deputy Chairman & CEO

KPC

Hashem S Hashem CEO KOC

Sheikh Nawaf Saud Nasir Al-Sabah CEO

KUFPEC

Sara Akbar CEO

Kuwait Energy

Andrew Vaughan VP, Abu Dhabi, Kuwait & Syria

Shell

Download the brochure: www.cwckuwait.com

To enquire about sponsorship, speaking or attending, please email [email protected]

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

DRILLING FOR OIl and gas,whether onshore or offshore,carries potential considerablerisks ranging from small

incidents like a pipeline leak to fires andmassive explosions leading to loss of life.This range of small to large incidentsdemonstrates that the industry mustadopt a safety-first culture for both thephysical rig structure to the people, theroustabouts who live and work on rigplatforms.

According to the Baker HughesWorldwide Rig Count, there were 1,325rigs in operation outside Canada andNorth America in January 2014. Of theseinternational rigs, 403 were in operation inthe Middle East with over 90 located inIraq and around 80 in Saudi Arabia. InNorth Africa, Baker Hughes recordedsome 139 rigs in operation of whichAlgeria accounted for 48.

Rig accidentsMajor oil rig accidents are thankfullyrelatively rare. However, lesser accidents,small fire incidents and explosions aremore common and more numerous andhave occurred on rigs around the worldincluding the Middle East and NorthAfrica. In the Middle East, as elsewhere,mishaps such as blowouts, platformsinking and helicopter crashes are themost common occurrence and operatorsand rig staff are trained to be preparedand ready to deal with these problems.For instance, when Saudi Aramco’s rig,lying off the Gulf coast of al-Safaniyaregion - the site of the world's largestoffshore oil field - sank duringmaintenance in December 2013, 24 rigworkers were rescued with minor injuries.Unfortunately, three Asian workers weredrowned despite the rescue operation

that was put in place. In January 2013, aUS$40mn, 1,000-ton engineeringstructure, part of an offshore platform,belonging to Iran’s South Pars gas field,sank whilst being installed in the Gulf.Luckily there were no reported injuries tostaff but the incident delayed theexpansion of the Iranian South Pars fields.

These and other incidents haveencouraged health and safety authoritiesthroughout the region to increaseenforcement of existing regulations andworking practices. Rig incidents havedirectly led to tightening up of regulationsand improving working practicesthroughout the industry. Safetyconsciousness has increased whilstincremental improvements to the designof new rig structures, components andmaterials alongside software andpersonnel protective equipment havebeen made in recent years.

Fire preventionStakeholders including operators,designers, regulators and unions areconstantly looking at ways to prevent andameliorate oil and gas platform hazards.Much has been learned in the last centuryof rig operations yet accidents and evendisasters continue to happen. For fireprevention and protection, designers of oiland gas platforms have to consider twodistinct events: short fires and long firesand their distinct strategies andtreatments.

Short fires are those that can be putout by staff in the vicinity using installedfire-fighting equipment. Long fires, arefires that take over an hour to put out andmay exist for days or even months. A longfire contributed to the sinking of theArabian Drilling Company’s Arabdrill 19Jack-Up rig in the Khafji Field, SaudiArabia in 2002. To prevent and combatlong fires takes a combination of design,engineering and safety consultantsworking together, integrating the researchof engineering safety consultants such asNowatec or Scandpower, who make useof risk analysis modelling software, todetermine the drivers behind fire hazardsand analyse different safety design

features. When Dr Jurek Czujko, CEO ofNowatec, was asked how things havechanged in recent years. He said that,“The requirements for safety are twice aslarge.”

Rig designRig designers have two strategies for theprevention and control of fires: passivefire protection and active control andprotection. The first strategy, passive fireprotection (PFP) is defined, in the recentlyissued ISO standard (ISO, 1999), as 'acoating, cladding or free-standing systemwhich, in the event of a fire, will providethermal protection to restrict the rate atwhich heat is transmitted to the object orarea being protected'. Such materialsincluding firewalls, provided by 3M andInvicta Protection, are used to preventescalation of the fire and to guidepersonnel along escape routes to thesafety of high protection zones whilstawaiting evacuation and to protect

Rig incidents have directly led to tightening upof regulations and improving working practicesthroughout the industry

Using effective HSE training to

mitigate risk

Much has beenlearned yet accidents andeven disasters continue tohappen


Technology

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


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essential safety items and criticalcomponents such as separators, risersand topside emergency shutdown valves.Most commonly used today are the sprayapplied epoxy intumescent and sublimingcoatings, though cementitious materials,also known as bendable cement such asPortland cement, were widely used in thepast. However, applying passive fireprotection materials can be expensive,time consuming and add several tonnesof weight to rigs.

The second strategy, active control and‘fire protection’, comprises severalsystems that start automatically whensmoke or fire is detected. For example,3M offers a variety of ESD (ElectrostaticDischarge) and blow down mechanismsincluding water deluge and foam systems,monitors and inerting systems, as well asthe humble fire extinguisher. The primaryform of active fire protection forhydrocarbon processing areas is the fixeddeluge of foam to control pool fires ,coolequipment (except that impinged by jetfires), limit the effects of fires (eg,radiation, smoke movement) and tofacilitate emergency response andevacuation, escape and rescue (EER)activities.

Protective clothingThe protective clothing you seeroustabouts wearing today is not justthere to make them look good andfashionably dressed: it serves to protectemployees from hazards such as heavychains dropping on feet to chemicalspillages touching skin. Manufacturersincluding, JCB, CAT and Drager provide awide range of protective gear to protectworkers from slipping on oil, protectionfor ears and eyes, specialist firefightingand chemical hazard clothing.

Danish risk consultancy company DNV,attributes 80 per cent of the industry’saccidents to human error includinginadequate or lack of timely routinemaintenance, poor monitoring of safetyprocedures and a corporate culture thatdiscourages feedback on problems as wellas management blindness. As oneindustry insider said recently, “manycorporate executives, when they go oninspection tours of rigs, are so blinkeredthey fail to see the reality of the dangers,which are so apparent to everyone elseon the rig.”

Demand for formal health and safetytraining has grown rapidly in the MiddleEast in recent years, according to TeresaBudworth, chief executive of health,safety and environmental examinationsbody NEBOSH (National ExaminationBoard in Occupational Safety and Health).On offer locally are numerouspetrochemical related health and safety

best practice staff training courses,available at various levels includingintroductory, intermediate and advanced,either in-house, distance learning orpublic courses. In addition, there are agrowing number of health and safetyconsultancies in the region, includingConsusinternational.com in Abu Dhabiwhich offers process safety, hazardidentification and risk assessmentsservices for oil and gas operators.

The Middle East accounts for nearly aquarter of the world’s rigs outside Canadaand North America. It has attracted agrowing number of health and safety oilrig related businesses to train theincreasing number of local citizens,required by governments to be employedas roustabouts, in safety standards andprocesses including fire safety proceduresas well as instilling a positive health andsafety culture. As a result of industrydemands, new industry trainingestablishments have been set up in theUAE and Qatar to equip graduates withthe latest in industrially recognised skills.One such example is the Gulf Technical &Safety Training Centre based in Abu Dhabi,

which offers industry accredited fireprevention, safety and fire managementcourses to its students. This facility is thelargest stand-alone training centre of itstype in the Middle East. The centre, whichopened in April 1993, has trained almost amillion students in both NEBOSH andIOSH Technical and Safety Courses.

Distance learning providersIn addition, there are an increasingnumber of distance learning coursesavailable for both new entrants and tothose needing to regularly update theirskills whilst working in the workplace.Amongst the distance learning providersoperating in the Middle Eastern marketare RRC and SMTS Ltd, which offerNEBOSH-recognised courses.

The demand for health and safetyservices including training, riskassessment and other related services islikely to increase in the MENA region dueto a variety of factors includingimprovements in enforcements and theupgrading of regulations. In addition, thedemands imposed by an increase in newexploration and production activity, both intraditional production areas such as Iraqand in new hydrocarbon provinces such asthe Eastern Mediterranean and Morocco,increase the need for health and safetytraining. Many of these new productionareas are in increasingly remote locationsrequiring sophisticated inbuilt rig platformprotective measures and personnel whocan be more self-reliant in tacklingaccidents and incidents. ■

Demand for formal health and safety training has grown rapidly in the Middle East in recent years

Danish companyDNV attributes 80 per centof the industry’s accidents tohuman error


Technology


AS THE LEADER in well flowmanagement, Expro offers acomplete package of well testingproducts and services, utilising some

of the industry’s most reliable technologies toenhance the company’s capabilities in keyexploration and appraisal markets.

Expro’s Cableless Telemetry System (CaTS)is a field-proven, battery powered, wirelessdata transmission system that offers operatorsimmense advantages for the monitoring andcontrol of both new and existing wells. TheHawkEye camera plays a crucial part in thecompany’s integrated down-hole video andcamera service offering. This features advancedimaging capability and information, to developcost-effective remediation solutions forcomplex wellbore flow restrictions, obstaclesand reservoir management.

Expro has developed both technologies inresponse to closely observed market demandfor smart and advanced solutions that they areable to provide the industry.

Based on electromagnetic (EM) datatransmission technology, the CaTS systemtransmits low-frequency EM signals fromdownhole to surface, or surface to downhole,using the well’s tubing or casing as the

transmission medium. The system can beretrofitted into existing wells using eitherwireline or coil tubing, or alternatively, may becompletion deployed.

CaTS wirelessly transmit high-qualitypressure and temperature information from thereservoir to surface and are rapidly gainingindustry acceptance as a cost-effective solutionto many of the long-standing problems ofacquiring downhole data. A real-time ‘data-to-desk’ capability enables the reservoir engineerto manage the reservoir effectively and tooptimise production. Having access to real-timedata enables the early diagnosis of wellproduction problems allowing remedial actionto be taken promptly.

Advanced reservoir testingAdvanced reservoir testing (ART™) is a special

application of the CaTS technology that enablesabandoned or suspended wells, zones or pilotholes to be cost effectively converted into longterm monitoring assets. The high value datacollected is used to reduce uncertainties inreservoir connectivity and to refine the fielddevelopment plan.

Uncertainty regarding reservoir connectivityand compartmentalisation is one of the biggestrisks that operators have to contend withduring any hydrocarbon prospect and fielddevelopment evaluation. One way to reducethis uncertainty is to maximise the time spenton appraising the prospect, however the highday rates for semi-submersible drilling units putpressure on minimising the time spent on welltesting operations. The outcome of this is thatcritical decisions regarding future fielddevelopment planning sometimes have to betaken based on very limited data sets.

Expro recognised early on that there was anopportunity to do something uniquely different.Its CaTS wireless technology provides anopportunity to permanently abandon the well inaccordance with accepted industryabandonment legislation, but with the capabilityto monitor the reservoir pressure post-abandonment.

Expro’s HawkEye camera

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

Critical decisionssometimes have to be takenbased on very limited datasets


Technology

Advanced telemetry and camera

enable greater control


E&A wellsExploration and Appraisal (E&A) wells aredrilled primarily to collect data. Once an E&Awell has been logged and a drill stem test(DST) has been performed, the well isgenerally permanently abandoned by theinstallation of bridge plugs filled with cement.Well abandonment traditionally marks the pointin time where there is no further return oninvestment on the large capital expenditureincurred in drilling the well; the point beyondwhere there is no further value generation. Byexploiting the unique capabilities of the CaTStechnology to continue to gather high valuepressure and temperature information beyondfinal abandonment, ART changes this.

CaTS can be installed in an abandoned orsuspended well, zone or pilot hole and thepressure and temperature information can betransmitted wirelessly to surface. This allowsthe well to be used as a high-value monitoringasset that can be used to observe interferenceeffects resulting from production or injectionevents in the adjacent field area, providing datathat is very valuable in reducing uncertaintiesabout reservoir connectivity.

CaTS can also be applied in thosesituations where a long term pressure build-up(PBU) may be required to characterise thereservoir; continuing to accurately monitor thePBU for months or even years after the rig hasdeparted the location. The CaTS ART conceptsees pressure and temperature data from theCaTS gauge positioned adjacent to theabandoned reservoir being transmittedwirelessly to a seabed receiver, where it isstored locally. The data is subsequentlyuploaded from the seabed receiver to a vesselpassing overhead using through-seawatercommunications.

ART cost effectively delivers high valuedata, which serves to reduce uncertaintysurrounding reservoir connectivity andboundaries - something which would not havebeen possible previously without incurringexpensive rig time. CaTS lends itself naturallyto this abandoned well monitoring applicationfor several reasons:

6 There is no requirement for a tubing stringto be installed in the well, meaning that itcan be permanently abandoned with no re-quirement to re-enter the well to recoverthe tubing and perform a final abandon-ment.

6 CaTS signal transmission is not affected bycement plugs, bridge plugs or by cementedpipe.

6 CaTS can be installed into the well cost ef-fectively using conventional wireline orcoiled tubing equipment and procedures.

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

Following the first successful installation in an

abandoned Clair Ridge appraisal well in 2006,the CaTS technology is now being widelyapplied for the long term post-abandonmentmonitoring in some of the world’s major deepwater provinces. Successful deployment ofCaTS in Algeria for interference test has gainedpopularity and increased demand for thisapplication. In the Middle East the CaTSsystem was installed on an old well to transmitpressure and temperature data. In anotherlocation it was effectively established toprovide real time surface read outs todetermine the distance of the reservoirpressure from the dew point. Theseapplications of CaTS have been well receivedin the region.

HawkEye VExpro launched the proto-type HawkEye Vcamera in 2013, in response to market

demands for high quality down-hole cameratechnology, providing high quality imagesdespite challenging well conditions.

HawkEye III and IV, the predecessormodels of HawkEye V, whilst effective at thetime of design, required upgrading to reflectadvancements in technology - combined withmore challenging well environments. Thisincluded temperature ratings, light headdesign, microprocessors power, tool rating andsoftware technology advancements.

Expro’s Cableless Telemetry System (CaTS)

The softwareupgrade enables directoperation of the camerathrough digital commands


Technology


The HawkEye V camera consists of a newmodular backbone system including e-line,memory, fibre optic and acoustic capability.This allows a truly flexible tool configuration,which will meet the conditions of any wellboresituation.

The increased working temperature andpressure ratings - 300F and 15Ksi respectively- allow the camera to be used in higher-pressure wells than previously possible (100F).The light head design incorporates a down andside view, with LED light ring, ensuring a morerobust design with increased visibility down-hole.

The LED lighting enables enhanced videoand picture quality, which is a step-changefrom existing cameras currently on the marketand a unique selling point for HawkEye V.

HawkEye V is designed with a much higherquality 480x480 JPEG video, at 2.5-7.5 framesper second, available in colour or black andwhite. This represents a key advancement inthe quality and speed of imaging, moving onfrom the previous specification of 240x240 andonly one frame per second.

The new software upgrade provides directcommunication and operation of the camerathrough digital commands, allowing a muchhigher degree of functionality with the tool.This includes bi-directional side-view rotationwith scan-in capability, in single degreeincrements – precise and user friendly, whencompared to the previous models.

The HawkEye V camera is a significantadvancement in Expro’s cased-hole technology,which allows the company to provide clientswith a cost-effective way of identifyingdownhole problems in real time. The HawkEye

V is not the final step in this particular camera’sevolution. Expro is planning a second phase ofdevelopment, which incorporates four keycomponents:

6 10GB slickline memory configuration.6 E-line on demand HD video capture.6 Post-processing studio surface software.6 E-line high dynamic range (HDR) imaging.

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

The HD video capture will focus on specificregions of interest, using HawkEye Vtelemetry. This includes designing the newcamera to produce video up to 720x480 JPEGquality, using 1GB of on-board memory andthe potential of up to 15 frames per second.This new focus on technology will also allowthe user to select between JPEG quality, of Q-20 or Q-90, depending on the level of detailrequired. By adjusting these settings, itprovides the end user with the ability toincrease transmission rates, depending on thelevel of detail or time-scales required.

The addition of JPEG frames and creationof MJPG movies will be provided, whichincludes the capacity to adjust size, brightness,contrast and annotation edition. This is possiblewhilst running the HawkEye V - which many e-line functions are not capable of - and ensuresmulti-tasking to reduce time and waiting costs.

The HDR snap shot function, combinedwith post-production studio, generates evenlydistributed high quality imaging. This willproduce the down-hole industry’s only HDRimaging functionality, with full resolution HDRimages created in less than five minutes.

In the Middle East and North Africa,HawkEye V applications that range from thesimple view of fish or mechanical damages upto advanced applications in corrosionmonitoring and production profile understatinghave been successfully installed.

The big benefits A major advantage offered by CaTS is that thesignal transmission is not affected by cementedpipe, cement plugs or bridge plugs, meaningthat the well can be permanently abandonedon conclusion of the DST, but data gatheringcan continue.

The ability to monitor the reservoir pressurebeyond final well abandonment adds a lot ofvalue to the well. Whether for long term build-ups to look for boundary effects or to observefor inter-well connectivity, the data leads tobetter-informed decisions being taken.

The absence of cables or a temporarytubing string in the well means no compromiseto the integrity of the abandonment.Importantly this removes the requirement for ahigh cost semi-sub well intervention at somestage in the future to recover the in-wellmonitoring equipment and permanentlyabandon the well.

The value of reservoir data that leads tobetter decision making regarding recoveryfactors and field development plans issubstantial – and CaTS ART can provide thisdata in a cost-effective and convenient way.

HawkEye V, when combined with Expro’saward-winning video and caliper services, canpositively identify problems in the wellbore,reduce downtime and cost, and enhanceproduction. The new technology advancementsreflected in HawkEye V enables it to deliverhigher temperature and pressure in a smaller 111/16” OD package. This allows Expro toservice deeper wells and more critical wellboreenvironments for which an increasing demandhas been observed through the company’sclients.

Expro has been and will continue to investin technology and innovation to ensure that thecompany maintains its presence as a leadingservice provider, particularly through productslike CaTS and HawkEye V. This includes workingwith its existing partners to develop thecompany’s offering, whilst identifyingopportunities in new emerging markets. ■

www.exprogroup.com

The value of reservoirdata that leads to betterdecision making issubstantial


Technology


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

PIPELINE CORROSION MANAGEMENT has attracted ever-increasing attention over the past couple of decades due toa number of high-profile pipeline failures. Corrosion is acostly business, and pipelines are increasingly subjected to

corrosion stresses caused by transporting multiple products, emptyperiods during product changeover and below capacity flow. Riskassessment strategies and pipeline integrity managementprogrammes, therefore, have gained greater importance.

The management of internal corrosion typically involvesmonitoring a number of properties of a system using, for example,coupon testing, residual inhibitor monitoring, corrosion rate probesand intelligent pigs. These options are often combined to minimisethe risk of integrity failure due to corrosion. Treatment of fluids toeliminate moisture, carbon dioxide, hydrogen sulphide, oxygen andsolids levels in transported materials can also be implemented aspart of an effective mitigation process. Other elements ofimportance in corrosion management strategies include the use ofspecial coatings, cathodic protection systems and chemicalinhibitors. The combination of these preventative methods, alongwith monitoring and inspection regimes (for example the use of in-line inspection tools, hydrostatic testing, direct assessment),corrosion monitoring techniques (for example probes and coupontesting), risk assessments and active maintenance programmescomprise an integrated integrity management system.

Protective barrierOne important component of corrosion management is the use ofcorrosion inhibitors, which form a protective barrier on thevulnerable surfaces and protect the infrastructure from corrosiveattack. Organic film-forming corrosion inhibitors, the type ofinhibitor commonly used in the upstream oil and gas industry, donot associate permanently. Rather, inhibitor stock in the bulk fluidmust be present to maintain film integrity.

Corrosion inhibitors are complex and variable, as are the

systems in which they function. It is therefore important tooptimise the dosage based upon field measurements rather thansimulations. Chemical dosage may be determined by laboratorytesting, yet conditions in the field can differ significantly from thosethat can be set up in the laboratory, for example with regard topressure, temperature and the complex mix of treatmentchemicals, solids, oil and water.

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

With corrosion an ever-present threat to assets both onshore and offshore, operatorsmust proactively take corrosion prevention measures to ensure long-term integrity.

Using micelle detection to

manage corrosionCorrosion inhibitors are complex and

variable, as are the systems in which theyfunction


Corrosion


analysis is difficult to accurately conduct ina useful timeframe and the results aredifficult to relate to function. Corrosionrate measurements are an excellent wayof determining the functional doserelationship but the localised nature andrelatively slow response can make suchoptimisation studies impractical.

Furthermore, when systems change –for example, with changing water cut, orwells being brought on or taken offline –dosage may need to be modified toremain optimal. A technology thatdetermines optimum dose onsite wouldlead to improved integrity management,potential chemical savings and potentialbenefits as regards oil in water separation,given the surfactant nature of theinhibitors.

The scienceThe presence of micelles, microscopicgroups of corrosion inhibitor molecules, isan indicator for the effectiveness of thedose of corrosion inhibitor. These micellesform when the dose of corrosion inhibitorreaches the “critical micelleconcentration” (CMC).

Reports have demonstrated a linkbetween the CMC of surfactant typecorrosion inhibitors and the inhibitoryeffect. Below the CMC, the film consistsof a non-continuous surface, which can bepenetrated and allow corrosion to occur.Above the CMC, the film is denser andmulti-layers can form. There is a significantdrop in increasing inhibitor performance atconcentrations above the CMC, and so inmost circumstances it can be thought ofas the optimal dose of corrosion inhibitor.

To help in the fight against pipeline andprocess equipment corrosion, LUXAssure, a UK-based chemical monitoringspecialist for the oil and gas industry, hasdeveloped CoMic™. The corrosioninhibitor micelle detection technology canbe used in the field to generate rapidinformation. The technology represents anew front in the fight against pipeline andprocess equipment corrosion with thepotential to save millions spent onchemicals annually whilst mitigating risk.CoMic™ has been deployed at UK assetsand further afield in order to improvecorrosion management. n



How has ADIPEC been for you?The show has been exciting. It's clear as Italk to the customers that the theme ofeasy oil is over and they're looking forsolutions to help them and this meansbeing able to automate their processes.They're in many cases using manualoperations, trying to work on fields thathave been producing for 30 years andthey've got to do some things differently.

Are people coming to you for solutionsor is it more that you're trying toeducate people in what you can offer?In addition to what we're doing at ADIPEC,we have campaigns trying to drive thatawareness and bring people in so that wehave an opportunity to showcase theconsultant capability and expertise in oursolutions that can help them. I think it's anopportunity in the Middle East to bringsome of the expertise that Emerson hasimplemented around the world to theMiddle East. I think this is the right time.We have specific expertise that can helpyou ensure your flow of oil for the nextgeneration. This will be a challenge for theMiddle East.

Are Emerson's solutions from otherterritories fully transferable to the regionor do you have to tailor them due to thedifferent geology?You have basic automation principles butas you go through the various stages ofreservoir maturity we have differenttechniques that you need to apply. Fromfreeflow, which the Middle East has beenin for a very long period, all the waythrough to some form of enhancedrecovery, there are different techniques

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

Emerson Process Managementis a leading global supplier ofprocess automationtechnologies and services. Thecompany's vice president forthe oil and gas industry, LarryIrving, spoke to Oil Review atthe recent ADIPEC about howthe future of the industry, bothwithin the region and beyond,may lie in far more holisticautomation solutions andremote, virtual operationsmanagement.

The future of complete

process management

What we've done inthe US has a lot ofapplicability in the MiddleEast but there will be somedifferences


Interview

S14 ORME 2 2014 - Interview_Layout 1 3/17/2014 5:42 PM

and applications of automation that needto occur.

Different geologies also presentdifferent challenges. What I heard at theshow this week was that Algeria islooking at exploiting their shale reserves.Looking at Saudi Arabia, they're beginningto prove out their reserves to see if it'stechnically and economically viable toproduce natural gas from their shalereserves to offset the petroleum that theyuse to create electricity.

What we've done in the United Stateshas a lot of applicability in the Middle Eastbut there will be some differences. Themajority of the technology is prettytransferable but it might have to becustomised.

The integrated operations centre seemsto be the main focus of yourpresentations at ADIPEC this year. Canyou give us a quick overview?Integrated operations is really a new wayof working. It's a way of trying to get allof the different functions that make upthe operations side of a business to worktogether. To bring together the types ofdata in the form of usable information sothat you have the multiple functions ofthe different groups within anorganisation that all need to work closelytogether to make more timely andultimately better decisions.

What we're trying to depict here is thatwith integrated operations enabled withEmerson technology, we give the dial ofmore or less oil to the business decisionmakers of the company. We're trying toshow that what Emerson provides you isreally an enabler for you to make moremoney, not just 'this device is better thanthat device'.

Have you launched any new products orservices at ADIPEC?Yes. One particular technology that isvery prevalent both now and will be inthe future in the Middle East is gas-liftoptimisation. Emerson has built a gas-liftoptimiser that looks at all of theconstraints, that's able to manage thechoke settings of each individual well onan unequal ratio, that looks at the overallamount of natural gas available and

distributes the gas appropriately and isconstantly testing for differentoptimisation levels in real-time. This is aclosed control loop and is one of the firstever in the world.

When you think about what's beendone in the whole world of the digitaloilfield I think today, frankly, the availabilityand movement of information has beendone. The actual generation of all of theprocessing information that you need inthe field is dead easy. The marketplace hasbeen providing that for a period of time.

The real frontier is being able to dosomething on an entire asset basis that isreal-time. Not an offline model, not analgorithm in the head of the gentlemanthat's been out working in the field for 30years. We want to be able to take that typeof logic that is offline and be able to put itonline in real-time.

What particular challenges do youbelieve the region will face during thenext 10 years and how do you seeEmerson helping people overcomethem?I think there are a number of things. If youtake a look at some of the things that arehappening in the Middle East, it's obviousthat the fields we've always relied on areageing so new techniques will be required.

We can't just open the choke any more.That was a manual process and you couldpretty easily drill, set your choke, open it,close it and stand back and watch oil andmoney flow. Those days are over. So it'sgoing to be a whole new world ofinstrumentation and data that's being sentto the few, not the many. That's the nextchallenge that we have and a constraint;we don't have as many experiencedpeople, around the globe or in the MiddleEast, to be able to help with this next levelof optimisation.

Is that indicative of a greater skillsshortage within the region?Historically you haven't had that level ofexpertise necessary to actuallyunderstand the logic that's associatedwith any form of artificial lift or enhancedoil recovery or tertiary type of recoveries.As a result there aren't many people withthis skillset, but in general the oil industryis suffering from not having enoughexperienced people.

So what do we do? That's one of thepremises around why we need anintelligent field. How do we take the veryfew experts and empower them with theability to impact their knowledge overmultiple assets? Moving the information tothe few as well as automating some of thelower level control opportunities to takethe logic that they've built in their head for

30 years and put it into the automation.This will allow the automation to make

those decisions and only serve up theexceptions to the few experts, decouplingthat expertise from the physical location.That is the real power that I see coming inthe future, being a virtual operationscompany and able to run those facilitiesmore efficiently and repeatably.

Technically, we have the capability now.The real challenge is going to be inworkflow processes. The peoplethemselves need to be culturally readywithin an organisation to be able to makethe change along with the technology. Therather conservative nature of the oil andgas industry and having to change theinertia of how we work will also be a hugechallenge and is not to be underestimated.

Is there anything you would like to add?Emerson continues to add a lot more localcapability, both in the form of people but,as importantly, in the form of services tohelp customers with some of the remotemonitoring services that they need aswell as asset health and reliability. I thinkthat's a huge area and Emerson will be aleader in reliability, to be able to keep theoil flowing.

I saw a presentation this week in theforums at ADIPEC and industry leaderstalked about the uptime and reliability inthe oil and gas industry standing at roughly85 per cent. And that's pretty disappointingcompared to other industries. Compared tothe airline industry, we'd never flyanywhere and we'd fall out of the sky ifwe use the oil and gas performance! So Ithink you'll see a lot more from Emerson inthe area of reliability and service capability.

I think the world of moving natural gasis going to be quite interesting, productionas well as movement. The entire valuechain following natural gas as it begins todevelop its infrastructure within the wholeregion is something Emerson will be veryfocused on. You'll find Emerson continuingto make both new product developmentsavailable for this market space, as well ascontinue acquisitions to be able to positionourselves to be of greater help for thecustomers.

Emerson is a world class leaderregarding what happens in the field, beingable to measure and to monitor andcontrol, to analyse. But what do we dowith that? We don't want to just handvolumes of data to the customer. We liketo be able to organise the information andturn it into a much larger, more meaningfulcontrol opportunity so that they can in turncreate additional revenue for their asset.That's where the real power is and I thinkEmerson is positioning itself at a higherlevel in the decision process. n

Emerson continues toadd local capability, both inthe form of people andservices


Interview


WE RECOGNISE THAT ifwe want to be inexistence for another250 years then we

need to change,” said Nick Nooren, areamanager for the Middle East and Africa forthe energy branch of Lloyd’s Register, acompany that started life in London’sshipping yards in the eighteenth century.

In the centuries since then Lloyd’sRegister has become a global provider ofsafety and risk management to companiesoperating high-risk, capital-intensive assetsacross the energy, marine andtransportation industries. Its energydivision, Lloyd’s Register Energy, has morethan 3000 employees and works in 50countries worldwide, supplying services toupstream, downstream, nuclear, renewableand thermal power sectors forapproximately 100 years.

“We are one of the most regarded riskmanagement companies in our industry,”claimed Nooren. “Clients regard us asbeing truly independent and experts in thesubject that we cover.”

According to the most recent BP EnergyOutlook 2035, released in January 2014,the global energy consumption is expectedto rise by 41 per cent from 2012 to 2035.While 95 per cent of that increase ispredicted to come from emergingeconomies, energy demand in economiessuch as North America, Europe and Asia isset to grow quite slowly. So what does thismean for the energy industry in the MiddleEast?

“The expectation on energy demand inthe next two or three decades isphenomenal. A lot of clients stalled theirinvestments in the last few years becauseof issues with financing and due touncertainty around the Arab Spring socompanies will need to start investingagain,” said Nooren.

“The time of easy oil is over and,especially in the Middle East, the asset-base is declining so companies in theregion will need to start accelerating theirnew developments in order to keep up withthe production and demand.”

With easy oil a thing of the past and anever energy-hungry population looking to

the Middle East for resources, there is agreater urgency for upstream companies todevelop new innovative technologies and totap into unconventional energy reserves,such as shale gas.

And where there are companiesadopting new, unfamiliar technologies,there are greater business opportunities forrisk management companies such asLloyd’s Register Energy.

Looking specifically at shale gas as anexample, despite being successfullyexploited in North America, theconsiderable amounts of water needed forexploration means it is an even moredifficult resource to harness in and aroundthe Gulf.

As Nooren explained, “Technologyneeds to develop itself further before shalegas could become a big opportunity for theMiddle East.”

When working with a client Lloyd’sRegister Energy is involved from the outset– at the concept and design stage - throughto when an asset is decommissioned. Ithas methods for ensuring a client fullyunderstands the risks assessment process,from routine inspection through to a rangeof consultancy-type services. Its trainingprogramme, Asset Integrity ManagementTraining, teaches clients about theprocurement, finance, operations andmaintenance side of their assets.

Additionally Lloyd’s Register Energyboasts comprehensive softwaresolutions that allow a client to set upits own risk profile, recognise thecurrent risks as well as futurepotential risks to its assets byrunning ‘what if’ scenarios.Qatar Petroleum has utilisedthese software solutions since2005.

As well as updating technology, anotherchallenge for the Middle Eastern energyindustry to overcome if it is to boostproductivity and feed the growing demandis retaining staff and maximising on itsregional employee talent.

“A lot of our clients are very good atmanaging their assets, which are generallytheir equipment and their procedures. But alot of the times clients forget that their

Lloyd Register Energy area manager forMiddle East and Africa Nick Nooren

Lloyd’s Register Energy area manager Nick Nooren gives OilReview an insight into the challenges facing the oil and gasindustry and the risk management company’s modernisation plans


Interview

“

The changing world of oil and gas

risk management

The expectation onenergy demand in the nexttwo or three decades isphenomenal



Interview

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

“There is a high-level of dependencyon expat labour force and expatknowledge so the biggest challenge goingforward is that while the governmentwants to create jobs for its own people,they also need to see how they candevelop and train them and help them inretaining knowledge.”

According to Lloyd’s Register, relyingheavily on expatriate employees can insome cases encourage a high staffturnover, which means knowledge is notretained within the company and in turnthe business might be discouraged frominvesting substantially in training as itspriority. This has a knock on effect to thesmooth running of operations as a lack ofeffective training could impact howemployees manage potential hazards,which can have an effect on productivityand result in costly downtime.

Nooren commented, “A companyneeds to continuously improve and a veryimportant part of that is learning from pastexperiences and learning from our peergroup in an industry.”

He added, “A lot of instances that havehappened in the past occur because ofdecisions that have not been thoughtthrough sufficiently and therefore have ledto near misses or process safetyincidents.”

The integrity of an asset, according toNooren, comes down to the success andskills of the people ultimately operatingthat asset. The human factor is a constantchallenge for both a production companyand the risk management companyworking alongside it, and is somethingthat optimising training can help improve.

“A lot of companies do not always giveenough attention to checking how goodthe interface is between their employeesand the operating systems used in thebusiness,” explained Nooren. “A person

might not understand the procedurebecause they were not given the rightlevel of training or even because ofconstraints over time and availability. Youwould lose the opportunity to do the rightthing and would reduce the integrity ofthose assets.”

Despite the evident challenges, Lloyd’sRegister Energy seems determined toexpand its business in the Middle Eastand take advantage of the opportunities inthe region. As a company with more thantwo centuries of history it appreciates theneed to constantly update its approach inorder to stay on top of the competition.

With the intention of building a closerrelationship with its clients and despitealready having established offices in mostcountries, the risk management companyhas, in recent years, invested in ensuringthere are more staff available locally inorder to serve their customers moreefficiently and directly on a daily basis.

“Just having an office and a fewpeople doesn’t make you a credibleservice supplier in a country so wecontinue to expand our base of people tobe able to offer all the portfolio of serviceswe can offer,” said Nooren.

“It means they [the Lloyd’s Registeremployees] are just a drive away ratherthan a phone call or a flight away and thatmakes a huge difference.”

Recent acquisitions include theHouston-based West Engineering Services

in 2012 and a significant investment wasmade in the global services companySenergy, which it announced inSeptember last year. However Noorenexplains that acquisitions are not the onlykey focus of its business plans for theMiddle East.

“We’re looking more at how we canestablish organic growth and that organicgrowth comes from attracting talent andhaving that talent based locally – trulylocal talent being brought on board to bedeveloped further.”

In order to encourage and tap into theregion’s talent potential, Lloyd’s RegisterEnergy is looking to invest further intograduate training, following on from thesuccess of similar programmes elsewhere in the world.

“We’ve always given support touniversities globally, but we were mostlycentred on the UK, and now we reallyhave a much more global strategic rangeof training programmes. We’re trying toset up one with a university in Oman,Saudi Arabia, Abu Dhabi, and we’re evenlooking at South Africa. We’re looking atvarious locations where we can really helpand develop local talents and bring theminto the organisation,” claimed Nooren.

For all its history Lloyd’s RegisterEnergy is obviously determined not to beseen as old fashioned and ensure it isconstantly updating in order to be just asmodern and innovative, if not more so,than any of its potential competitors.

Nooren concluded, “We have put a lotof effort in trying to become closer to ourclients so I think we’re now well placed togive them a high quality service and be atruly independent and transparent partnerfor managing risk and understanding howrisk could be managed better when clientswant the aim of higher profitability andincreased efficiency around the use ofhigh risk assets. Safety really does drivethe best performing companies.” ■

Just having anoffice and few peopledoesn’t make you acredible service supplier in a country



Innovations

JASSIM ALHOR, LEAD specialist engineer (EES) - technical services at QatarPetroleum will present at the 4th Annual Global Pipeline Integrity Summit.

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

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

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

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

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

The summit will be featuring two pre-conference workshops on workingpractices to ensure longevity of subsea assets and life extension throughoptimised pipeline commissioning.

Meanwhile, the conference will feature panel discussions on proactiveoperational analysis: pipeline capacity utilisation; addressing vandalism andthird-party threats through better security technology and best practices;monitor and maintaining pipeline integrity; and replacing ESDV valve in-linewithout shutdown.

Speakers at the summit will be representing organisations such as Petroleb,ADCO, Petronas and RasGas.

The summit is being supported by The Pigging Products and ServicesAssociation (PPSA).

Ensuring timely measures forfortifying existing pipelines

FUGRO IS LAUNCHING an upgrade to its Electric ROV pilot trainingsimulators. Most observation-class ROVs and many light work-classROVs are electrical-based systems. With the introduction of a newelectric ROV control pod and suite of electric ROV specificcomponents, Fugro’s DeepWorks simulation software now modelsall electric sub-systems with greater accuracy and enables failurecases to be simulated on individual sensors and circuits.

This enables not just a wider range of training scenarios to beconceived, but also enables new vehicle configurations to beassembled in a way that reflects their true circuit diagrams for moretransparent testing and validation in the simulator before the vehicleenters service.

A new overlay designer has been added to the ROV simulator’sruntime tools. This allows both scenario builders and trainingsupervisors to quickly configure and manage overlays. The overlaydesigner displays navigation and sensor information in exactly thesame way as the real vehicle system. Crucial instrumentation datasuch as heading, pitch and roll as well as camera tilt angle reachesthe overlay through the control pod.

Other simulation enhancements include a new garage system asused by the Saab Seaeye observation class vehicles in Fugro’s fleet.This new tethering system allows vehicle specific docking andundocking training. A new cathodic protection (CP) measurementprobe has been added. This contactless, half-cell probe provides realtime CP measurement of both subsea pipelines and structures andcan be deployed by either ROVs or divers. A virtual CP field isdetected by the CP probe and continuously displayed via the overlayand recorded within the simulation data for post mission analysis.

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

Fugro to upgrade electric ROV simulators

S15 ORME 2 2014 - Innovations_Layout 1 3/17/2014 5:49 PM

AS A LEADING competitor in theindustrial footwear sector, TimberlandPRO® creates quality products which itsays boast the ultimate in technology andinnovation.

Each design offers the protection,durability, comfort, and safety featuresconsumers have grown to expect fromthe brand.

The Timberland PRO® BoomtownWellington work boot is made specificallyfor the oil and gas industry. Designed toprovide the ultimate in support, this workboot features Timberland PRO® exclusiveAnti-Fatigue Technology which isintegrated into the midsole, helping toreduce shock and return energy back tothe foot for all-day standing comfort.

An aggressive tread design and oilresistant sole* provide traction anddurability. The lightweight design alsooffers an apparently unique ‘finger-grip’

pull-on feature for ease of entry. The workboot is also completely unlined, providingmaximum breathability and air-flow. Additional features of the boot include:6 Premium waterproof and Ever-Guard™

leathers provide extreme abrasion-re-sistance and durability.

6 Ergonomic safety toe shaped onTiTAN® last for protection and a supe-rior fit.

6 Goodyear Welt Cast-Bond™ construc-tion for a durable mechanical and adhe-sive bond.

6 Contoured single density open-cellpolyurethane footbed with Agion® an-timicrobial cover for breathable com-fort and odor control.

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

DIALIGHT, A GLOBAL leader in LEDlighting technology, has unveiled the first-ever ATEX/IECEx Zone 1 certified 21,000lumen SafeSite® LED high bay to comewith a 10-year full performance warranty.The high output LED high bay offerssuperior illumination and efficiency for oil,gas, chemical, petrochemical,pharmaceutical and other hazardous arearated applications.

Now offering a broad portfolio of LEDhazardous area certified fixtures, Dialightis an industry leader in output, energyefficiency and lifetime performance. Unlikeother similar fixtures, the entire SafeSitefixture, including the power supply, iscovered by a 10-year full performancewarranty. This provides the consumer witha decade of zero maintenance, peace ofmind and lower total cost of ownership.

The 21K lumen high bay includes anintegrated power supply with 10kV surgeprotection, specifically designed for thefixture and hazardous area applications.With a weight of 13.6 kg and 35 cm inheight, the easy to install high bay can bemounted at 11 metres and above thefactory floor while producing efficientlighting.

Engineered with Dialight’s exclusivereflector-based optics, the high bay is darksky compliant for exterior hazardous areasand provides a crisp, clear white lightprecisely where it is needed to improvecolour rendering for superior visibility andsafety.

As the latest addition to Dialight’sworld-class LED product portfolio, the new21K lumen SafeSite high bay is L70lifetime rated for more than 100,000 hoursand operates in temperatures ranging from-40C to 65C.

Visit www.dialight.com or contact [email protected]

Timberland PRO® offers the ultimate in supportDialight launches21,000 lumen SafeSiteLED high bay

Innovations


NON-CRACKING DURABAND NC, developedby Hardbanding Solutions, a business unit ofPostle Industries, is the first product to offer100 per cent crack-free protection for harshdrilling environments, the company claimed.

Duraband NC also offers superior wearresistance and longer downhole life toreduce drilling costs, Hardbanding Solutionssaid.

Drilling high pressure, high temperature(HPHT), sour gas, highly deviated andgeothermal wells can be hard onhardbanding and drill pipe tool joints. Thecasing can also show excessive wear inthese types of harsh drilling environments.

When ordinary hardbanding products areused, which contain cracks, the result isoften spalling and chipping caused byunwanted materials getting into and underthe crack. This may require prematureremoval of the drill pipe for repair and re-application of the hardband, adding cost tothe drilling operation, the company said.

According to Hardbanding Solutions, theDuraband NC microstructure consists of ahard, but tough, tool steel matrix with a highvolume of tightly packed micro-constituents.

This combination ensures excellent wearresistance in open hole drilling, as well asbeing casing friendly. In addition, the product can be applied directly over itself without removalor special preparation, the company explained.

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

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

Duraband NC offers crack-free protection forharsh drilling environments

Non-cracking Duraband NC hardbanding ideal for harsh drilling environments

Dialight’s new SafeSite® LED high bay


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OIL AND GAS construction and engineeringgroup Lamprell has started the deliveryprocess of its third complete jackup drilling rig‘Qarnin’ to Abu Dhabi’s National DrillingCompany (NDC), which was launched at theend of February.

Completed on time and to budget, theSuper 116E jackup drilling unit was unveiled ata ceremony at Lamprell’s Hamriyah facility inSharjah, UAE on 13 February.

Lamprell CEO Jim Moffat said, “Thedelivery of this latest rig is testament toLamprell’s excellent capabilities in projectexecution in the field of new build jackuprigs.”

‘Qarnin’ is the third of six identical rigs thatLamprell is contracted to produce for the AbuDhabi company.

The rig ‘Muhaiyimat’ was delivered toNDC in December 2012 and prior to that‘Makasib’ was delivered in July of the sameyear. The remaining three structures are onschedule to be delivered in 2014/15.

NDC CEO Abdalla Saeed Al Suwaidiclaimed, “A modern rig fleet is essential tosustainable success and NDC launched thismajor Offshore Rigs Acquisition Project toguarantee the highest levels of reliability andensure complete readiness to meet ourclients’ present and future needs.”

He added, “NDC’s commitment tocreating steady growth, advancing operationalexcellence and establishing the highest levelsof safety and efficiency have enabled it tobecome the reliable Abu Dhabi based drillingservices provider that it is today.”

The construction of ‘Qarnin’ marks thedelivery of Lamprell’s 20th new build jackuprigs and its eighth Super 116E jackup drillingunit over the last six years.

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

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

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

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

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

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

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

THE NEWLY-ESTABLISHED pipingprovider Raccortubi Middle East FZE ispushing forward and building on itsbusiness in the region following its debutat the Abu Dhabi International PetroleumExhibition and Conference (ADIPEC) inNovember 2013.

The Italy-based Raccortubi Grouplaunched the Middle East subsidiary lastyear in order to be closer to itscustomers in the region and respondmore efficiently to their demands forpipes, tubing, fittings, and flanges inspecial materials for the oil and gasindustry.

Raccortubi Middle East FZE managingdirector Sunzeev Swami said, “We arepleased with the progress that we aremaking. Of course, we are still a fairlynew company in the region, but we havereceived a very positive response to ourestablishment.”

The company is now fully operationaland can offer its clients around the Gulf afull range of piping materials in stainlesssteel duplex and superduplex,superaustenitics, and nickel alloys.

According to the company, since itslaunch at ADIPEC last year it hasextended its business opportunities inthe UAE and established a number ofkey relationships which will extend itsreach in the region.

Swami adds, “Thanks to ourintegrated manufacturer we are able toprovide ex-stock materials in accordancewith specifications which already adhereto the most stringent market demands.”

Eaton shows latest products at customer open days Raccortubi subsidiarypushes Middle East business

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

Innovations

Lamprell CEO Jim Moffat, ADMA-OPCO CEO AliAl-Jarwan, and NDC CEO Abdalla Saeed AlSuwaidi at the ‘Qarnin’ rig inauguration


Lamprell launch NDC jackup rig


PETROFAC HAS BEEN awarded aUS$21mn front end engineering design(FEED) contract by Abu Dhabi Companyfor Onshore Oil Operations (ADCO) forthe Bab Integrated Facilities Project.

Prior to the award of the FEEDcontract, Petrofac embarked uponconceptual studies for the developmentthrough its specialist Engineering &Consulting Services (ECS) business, itsaid.

Craig Muir, managing director ofECS, commented, “This FEEDcomplements the substantialengineering, procurement andconstruction (EPC) contracts that weare engaged in for ADCO and furtherdeepens our relationship with animportant customer.

“It is also of strategic significancethat we are demonstrating ourcompetitive profile in the Middle Eastat the early stages of a project’sdevelopment,” he added.

According to Petrofac, theconceptual study’s scope of workspecifically looks at enhancing aspectsof the Bab field for its futuredevelopment and expansion.

Due for completion in early 2014,both ADCO and Petrofac personnel areworking together on the study in anintegrated taskforce team from ECS’UK operating centre, the companyadded.

An anonymous spokesperson fromADCO said, “Working with Petrofac’sEngineering & Consulting Servicesteam is adding real time value to ourdevelopment.

“Additionally, alongside our PMCcontractor, we have a dynamic teamthat is focused on delivering results ontime and within budget.”

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

HORIZON TERMINALS LIMITED (HTL) unveiled aUS$100mn oil terminal with a capacity of 240,000 cum in Fujairah last month, which it believes willstrengthen the Emirate’s position as a global oil andgas storage hub.Officially inaugurated by Sheikh Hamad BinMohammed Al Sharqi, member of the SupremeCouncil and Ruler of Fujairah, the Horizon FujairahDistribution Terminal was built by HTL, the terminalsbusiness and wholly-owned subsidiary of theEmirates National Oil Company (ENOC).ENOC chief executive officer Saeed Khoory said,“The terminal further strengthens the storagecapacity offered by Fujairah, which will serve theneeds of the Gulf region that accounts for nearly 50per cent of the world’s oil reserves.”Directly linked to the oil tanker berths at FujairahPort and fully adapted to store a variety of bulkliquid oil products, including fuel oil, naphtha, gasoil, and LPG, this marks the 11th oil terminal HTLhas developed.Having started soft operations in 2013, the terminal

has ten bays of tanker truck loading racks,associated facilities, a maintenance workshop, anda marine receipt and loading pump house.“The terminal has added great value to the Emirate,by creating new jobs and supporting the ancillarysectors. We are committed to strengthening ouroperations in Fujairah and support theGovernment’s vision for all-round social andeconomic growth,” added Khoory.Khoory was joined at the inauguration ceremony byrepresentatives from the Fujairah Government andother senior management figures of ENOC and HTL,including ENOC managing director of terminalsYusr Sultan.Sultan said, “We are consistently developing ourproficiencies in terminalling operations in Fujairahand the new terminal clearly demonstrates ourcommitment to the Emirate.”The terminal is HTL’s second such facility inFujairah and its sixth in the UAE so far, as a newterminal with an expected capacity of 141,000 cu/mis being developed in Dubai’s Jebel Ali.

AFTER ALMOST 50 years of partnership, theindustrialisation and energy services companiesTAQA and CGG have signed another agreementthat will see one of their joint venture Ardiseisbecome fully incorporated into their Saudi-basedbusiness Arabian Geophysical and SurveyingCompany (ARGAS).

By signing the new Framework Agreementthe two companies are combining both of theirjoint-venture companies in order to create asingle larger, more power ARGAS, which willbe 51 per cent owned by TAQA, while theremaining 49 per cent will belong to CGG.

Speaking at the recent Middle EastGeosciences Conference and Exhibition (GEO2014), Saad Al Akeel, CEO of ARGAS, said,“Each entity has its strengths and by combining [the two companies] we are able to serveour customers in the whole region much better.”

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

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

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

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

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

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

ARGAS takes over Middle East after TAQA-CGG deal

US$100 million oil terminal set to boost Fujairah’s status

Officials from TAQA, ARGAS, and CGGannounced the deal at the GeosciencesConference and Exhibition

Innovations

Petrofac has won a FEED contract set to becomplete early this year


Petrofac wins US$21 million FEED contract

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

One success leads to another

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PHILIPPE MARCEAU, EXECUTIVEvice president of engineeringsoftware provider Intergraph,claims the company’s new modeldesign solution, Intergraph Smart3D 2014, will help businesses inthe oil and gas sector modelcomplex structures and create

automated engineering deliverables.The design software is theresult of bringing togetherIntergraph’s market-leadingdesign solutions SmartPlant

3D, SmartMarine 3D andSmartPlant 3D MaterialsHandling Edition, meaning it istailored specifically to enable

the design, construction, and operation of power plants, offshoreplatforms, and ships.

Ranked number one for worldwide provider of engineeringdesign solutions by ARC Advisory Group, Intergraph states thatSmart 3D is the most advanced and productive 3D designsoftware and provides optimal design, safety, quality andproductivity of operations.

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

an increased number of overseas stakeholders. The solution tothese challenges is to rely on advanced technologyopportunities.”

He added that the improved 3D design software can be usedto tackle the challenges to the oil and gas industry, such as theneed to refurbish and increase the output of aging plants andaddressing the fact that projects are expected to go live muchquicker.

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

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

Furthermore, in the industries that Intergraph specialises, its3D design software follows projects through from start to finish.

Marceau said, “Intergraph’s vision to address the entireproject lifecycle is built on a technology shift we have identifiedin the market. The majority of brownfield and greenfield projectstoday are using the same technology as was used 30 years ago.Intergraph is now providing the solution that the market will usefor the next 30 years.”

Intergraph’s new 3D design software to help companies optimise productivity


Innovations

Philippe Marceau, Intergraphexecutive vice president for Europe,Middle East, India and Africa


OMAN AIMS TO raise its gas output to anaverage of 120mn cubic metres per dayover the five-year period from 2014through 2018.

Salim Al Aufi, undersecretary for oiland gas in Oman, said that the countryexpects to see a significant increase in itsnatural gas output over the next fiveyears.

In 2013, gas production rose to an

average of 102mn cubic metres a day, up3.7 per cent from the previous year.

Oman’s gas exports have beenconstrained over the last few years as ithas struggled to raise production quicklyenough to keep pace with its owndemand growth, Reuters reported.

Officials reportedly hope that theplanned start-up of BP’s Khazzan tightgas project in 2017 will provide a big

boost to supplies, with the projectexpected to add about 28mn cubicmetres per day to the gas output by2018.

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

The non-OPEC oil producer averaged942,000 bpd in 2013, up 2.5 per centfrom 2012.

ENDRESS+HAUSER IS LOOKING to strengthen its market presence andbuild on business in the Middle East and North Africa after launchingtwo new subsidiaries in the UAE and Algeria in early 2014.As a global provider of industrial measurement and automationequipment, Endress+Hauser established its new sales centre in the UAEin January, while the officialinauguration took place in March.The sales centre, led byEndress+Hauser UAE managingdirector Jens Winkelmann,consists of 44 employees acrosstwo offices based in both Dubaiand the capital Abu Dhabi and isthe company’s third subsidiary onthe Arabian Peninsula.Endress+Hauser has been activein the country for the last twodecades, acting through its localrepresentative DesconAutomation Control Systems. Butin order to optimise its customersupport in and around the Gulf,the measurement and automationsolutions company chose tointegrate Descon’sEndress+Hauser business into itsown sales organisation.With resources for sales, service and project management, the family-owned business means for the new centre to provide sales and after-sales support suited to its customers’ requirements.Additionally the Swiss company has opened another sales centre in

Algeria, a country where Endress+Hauser expects to see considerablebusiness growth. The North African office, located in the country’scapital of Algiers, consists of a team of five headed by managingdirector Chafik Amriou.According to Endress+Hauser, there is a strong market for measurement

engineering and automationsolutions in the Gulf thanks to theheavy investments beingchannelled into the oil and gasindustry, as well as intodeveloping public infrastructure,such as power stations andsaltwater desalination plants.With more than 50 yearsexperience in process automationand instrumentation,Endress+Hauser plans for its newAlgerian office to focus onserving and monitoring itscustomers in the area,particularly those in the oil andgas industry, while its partnercompany Symes continues toserve particular customers in thecountries eastern region.With approximately 12,000personnel worldwide and net

sales of €1.8bn (US$2.5bn) in 2013, Endress+Hauser works closely with anumber of industries, such as oil and gas, to provide sensors,instruments, systems and services for level, flow, pressure andtemperature measurement as well as analytics and data acquisition.

PROCESS PERFORMANCE PROVIDER Metso has won a contractto work on Saudi Aramco’s petroleum refining and petrochemicalproduction complex, for which it will supply a number of the valvesolutions.

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

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

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

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

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

Oman plans to increase gas output by 2018

Metso wins contract for Saudi Aramco complex

Endress+Hauser launches two new offices in Middle East and North Africa region

Innovations

The new UAE centre was officially inaugurated by company officials in theDubai in March



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hGŸój˘˘ô Gd˘˘©˘˘ÉΩ ‘ eü°˘˘ô dû°˘˘ôc˘˘á GCH˘˘ÉJû°˘˘»:{ d˘˘ój˘˘æ˘˘É

MÉd«É 72eø e©óGä MØôm b«ó Gd©ªπ, hg» Jû°ªπ

GCQH©á GBHÉQ GCa≤«á G◊Øô, gòG HÉ’EV°Éaá GE¤ 43202

c«∏ƒ eÎGk eôH©Ék eø eæÉW≥ G’S°àμû°É±, h4908

c˘˘«˘˘∏˘˘ƒ eÎGk e˘˘ôH˘©˘Ék ‘ GŸæ˘£˘≤˘á Gd˘¨˘æ˘«˘á GŸù°˘à˘¡˘óa˘á,

hGŸæ£≤á GŸªà∏Äá ‘ Gdü°ëôGA Gd¨ôH«á. hGS°à£ôO

e˘Ég˘ô b˘ÉF˘Ó:{g˘òG Gd˘à˘≤˘óΩ g˘ƒ f˘à˘Éê Gd˘©˘ªπ Gdû°É¥

hGd˘˘˘à˘˘˘©˘˘Éh¿ Gd˘˘ò… Gd˘˘à˘˘õΩ H˘˘¬ a˘˘ôj˘˘≥ T°˘˘ôc˘˘á GCH˘˘ÉJû°˘˘»,

hGŸû°˘˘˘˘˘˘˘˘˘˘ôh´ GŸû°Î∑ ÿÉd˘˘˘˘˘˘˘˘˘˘óI d˘˘˘˘˘˘˘˘˘˘∏˘˘˘˘˘˘˘˘˘˘ÑÎh∫ hb˘˘˘˘˘˘˘˘˘˘ÉQh¿

d∏ÑÎh∫, hGCj†°É T°ôcÉhDfÉ ‘ Gd¡«Äá GŸü°ôjá Gd©Éeá

d∏ÑÎh∫ hhRGQI GdÑÎh∫z.

J£ƒjô Gd≤óQI G’fàÉL«ác˘˘˘˘˘˘˘òd∂ GCY˘˘˘˘˘˘˘∏˘˘˘˘˘˘˘æâ T°˘˘˘˘˘˘˘ôc˘˘˘˘˘˘˘á GCH˘˘˘˘˘˘˘ÉJû°˘˘˘˘˘˘˘» e˘˘˘˘˘˘˘ƒDN˘˘˘˘˘˘ôG GC¿

eû°˘˘ôhY˘¡˘É GŸû°```````Î∑, N˘Éd``````óI d˘∏˘ÑÎh∫, GCf˘¡˘≈

Y˘˘˘˘˘ª˘˘˘˘˘∏˘˘˘˘˘«˘˘˘˘˘Éä G◊Ø˘˘˘˘˘ô ‘ GCY˘˘˘˘˘ª˘˘˘˘˘≥ H˘˘˘˘˘Ä˘˘˘˘ô ‘ Gdü°˘˘˘˘ë``ôGA

Gd¨ôH«á. h‘ Geà«ÉR T°ªÉ∫ QGCS¢ Gd≤£ÉQI ‘ M≤π

HÎh∫ Gd˘˘˘˘©˘˘˘∏˘˘˘ªÚ, ” M˘˘˘Ø˘˘˘ô ��GE¤ 0985

رصم يف ًارمثم ًاماع عقوتت يشتابأNõGfÉä T°ëø GdæØ§ Hû°ôcá bÉQh¿ ‘ Ogû°ƒQ

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راــــــــــــــبخأطسو ا قرشلا - ةيطفنلا ةرشنلا

GCY˘∏˘ø e˘ƒDN˘ôG Mù°Ú Gdû°˘¡˘ôS°˘à˘ÉÊ, f˘ÉFÖ QF˘«ù¢ Gd˘ƒRQGA Gd˘©˘ôGb» d∏£Ébá, GC¿

U°ÉOQGä GdæØ§ Gd©ôGb» bó RGOä, NÓ∫ T°¡ô aÈGjô/T°ÑÉ• GŸÉV°», dàù°éπ

8^2e∏«ƒ¿ Hôe«π jƒe«É ‘ GŸàƒS°§. heø GÙàªπ, ha≤É Ÿü°ÉOQ YÉe∏á ‘ gòG

Gd˘≤˘£˘É´, GC¿ J˘©˘ª˘π g˘ò√ Gd˘õj˘ÉOI Y˘∏˘≈ GEY˘ÉOI H˘©†¢ Gd˘ã˘≤˘á ‘ Gf˘à˘©ÉT¢ S°ƒ¥ GdæØ§

Gd˘©˘ôGb˘». hb˘Édâ hc˘Éd˘á QhjÎR GE¿ Gd˘ôb˘º GQJ˘Ø˘™ eø 2^2e˘∏˘«˘ƒ¿ Hôe«π jƒe«É ‘

jæÉjô/cÉfƒ¿ GdãÉÊ, HØ†°π GE“ÉΩ Gd©ªπ ‘ JƒS°«™ bóQGä e«æÉA LæƒÜ GdÑü°ôI

Gd˘ò… j˘à˘º e˘æ˘¬ T°˘ë˘ø Z˘Éd˘Ñ˘«˘á GÿÉΩ Gd˘©ôGb». hU°ôì Gdû°¡ôS°àÉÊ d∏ªôGS°∏Ú,

GCKæÉA G’MàØÉ∫ HÉaààÉì hMóGä LójóI ‘ eü°ØÉI GdÑü°ôI, HÉC¿ {gò√ GŸû°ôhYÉä

Gdà» GC‚õfÉgÉ, hGŸà©∏≤á HÉdà£ƒjô hG’EfàÉê, eμqæâ Gd©ôG¥ eø GEfàÉê 5^3e∏«ƒ¿

H˘ôe˘«˘π j˘ƒe«É, hJü°ójô 8^2e˘∏˘«˘ƒ¿ H˘ôe˘«˘π j˘ƒe˘«˘É, hg˘òG ` H˘Ó T°∂ ` j˘©àÈ QbªÉ

J˘˘ÉQj˘˘î˘˘«˘˘Éz. hb˘˘Édâ GŸü°˘ÉOQ GE¿ hGM˘óI e˘ø g˘ò√ Gd˘ƒM˘óGä G÷ój˘óI S°˘ƒ± J˘õj˘ó

bóQGä eü°ØÉI Gdàμôjô Ã≤óGQ 07GCd∞ e∏«ƒ¿ Hôe«π jƒe«É dàü°π GE¤ 012GB’±

e∏«ƒ¿ Hôe«π jƒe«É.

hbÉdâ QhjÎR GE¿ Gd©ôG¥ Móä góa¡É, d©ÉΩ 4102, Hàü°ójô 4^3e∏«ƒ¿ Hôe«π

jƒe«É, ÃÉ ‘ Pd∂ 004GCd∞ Hôe«π jƒe«É eø GEb∏«º côOS°àÉ¿ Gd©ôG¥, T°Ée∏á GEfàÉê

GCQH©á eÓjÚ Hôe«π jƒe«É, ÃÉ a«¡É GdæØ§ GŸù°àîóΩ fi∏«É. hGCT°ÉQ Gdû°¡ôS°àÉÊ

GE¤ GC¿ Gd` 8^2e∏«ƒ¿ Hôe«π, Gdà» ” Jü°ójôgÉ ‘ T°¡ô aÈGjô/T°ÑÉ•, GCJ≈ eæ¡É

5^2e∏«ƒ¿ Hôe«π jƒe«É eø GdÑü°ôI.

يــــقارعلا طفنلا تارداـص ةدايزًايموي ليمرب نويلم٢^٨ ىلإ

RjÉOI G’EfàÉê jëàªπ GC¿ J©«ó H©†¢ Gdã≤á ‘ Gfà©ÉT¢ GdæØ§ Gd©ôGb»

:لامع?ا لاجر ةركفم

......................................................................................................................................................................................................................................ناسين/ليربأ

تيوكلا.......................................................................................................زاغلاو طفنلل تيوكلا ضرعم.........ليربأ٤١

نارهط.......................................................................................................٤١٠٢ طفنلل يناري,ا ضرعملا.........٠٢ ـ٧١

......................................................................................................................................................................................................................................رايأ/ويام

نوتسوه.............................................................��٤١٠٢ ـروشفو ا ةينقتل يلودلا رمتؤملا.........٨ ـ٥

سلبارط.....................................................................................................زاغلاو طفنلل يبيللا ضرعملا.........٥١ ـ٢١

ةمانملا......................................................................لورتبلا ةينقتل طسو ا قرشلا ضرعم.........١٢ ـ٨١

......................................................................................................................................................................................................................ناريزح/وينوي

وكاب...................................................................................................................زاغلاو طفنلل نيوزق رحب ضرعم.........٦ ـ٣

يـــــسدنهمو ييئاـــصخ ةــــيبورو ا ةــــــــيعمجلا رــــمتؤمو ضرعم.........٦١ ـ٤١مادرتسمأ.................................................................................................................................................��٤١٠٢ ـ ضر ا مولع

وكسوم..................................................................................................................................... يلودلا لورتبلا رمتؤم.........٩١ ـ٥١

ندنل...............................................................................................................................٤١٠٢ قارعلا طفن رمتؤم.........٩١ ـ٧١

انييف.................................................................................... رفحلا يلواقم داحتال يلودلا رمتؤملا.........٩١ ـ٨١

............................................................................................................................................................................................................................... لوليأ/ربمتبس

ليبريإ....................................................................................................................................زاغلاو طفنلل ليبريإ ضرعم.........٤ ـ١


راــــــــــــــبخأ

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طسو ا قرشلا - ةيطفنلا ةرشنلا


GCY˘∏˘æâ T°˘ôc˘á e˘Éc˘ójôeƒä Gd©ÉŸ«á, GC¿ hGMóI

eø Gdû°ôcÉä GdàÉH©á d¡É aÉRä H©≤ó dàé¡«õ f¶ÉΩ

J˘õhj˘ó Gd˘£˘Éb˘á Gd˘μ˘¡˘ôH˘ÉF˘«˘á ’CQGe˘μ˘ƒ Gdù°˘©˘ƒOjá ‘

M≤∏» GCHƒ Y∏» hGÿƒQS°Éf«á ‘ Gÿ∏«è Gd©ôH».

hb˘Édâ Gdû°˘ôc˘á GE¿ Gd˘©˘≤˘ó c˘É¿ V°˘ª˘ø G’CY˘ªÉ∫

GŸà˘˘˘Ñ˘˘˘≤˘˘˘«˘˘˘á e˘˘ø Gd˘˘ôH˘˘™ Gd˘˘ôGH˘˘™ d˘˘©˘˘ÉΩ 3102. hjû°˘˘˘ª˘˘π

GŸû°ôh´ JƒQjó hGEfû°ÉA hJôc«Ö GKæàÚ eø GdóhGFô

Gd˘μ˘¡˘ôH˘ÉF˘«˘á –â GŸÉA H˘£˘ƒ∫ 02c˘«˘∏ƒeÎGk hH≤ƒI

032c˘˘˘«˘˘˘∏˘˘˘ƒ a˘˘˘ƒd˘˘˘§, h‡à˘˘˘óI ‘ Gd˘˘˘Ñ˘˘˘ë˘˘˘ô d˘˘à˘˘ƒU°˘˘«˘˘π

GŸôGa˘≥ G’CQV°˘«˘á. hb˘É∫ OGa˘«˘ó Ojμù°ƒ¿, GdôF«ù¢

hGŸój˘˘˘˘ô Gd˘˘˘˘à˘˘˘˘æ˘˘˘˘Ø˘˘˘˘«˘˘˘˘ò… ŸÉc˘˘˘˘ój˘˘˘˘ôe˘˘˘˘ƒä Gd˘˘˘˘©˘˘˘˘ÉŸ«˘˘˘˘á: {GE¿

GdμÉHÓä GŸªàóI –â e«É√ GdÑëô d¡òG GŸû°ôh´,

g˘˘» e˘˘ø GCV°˘˘î˘˘º e˘˘É ” f˘˘≤˘˘∏˘˘¬ hJ˘˘ôc˘˘«˘˘Ñ˘˘¬ ‘ Gÿ∏˘˘«˘è

Gd©ôH». hcæÉ bó GCcª∏æÉ ̀ HæéÉì ̀ Jôc«Ö cÉHπ GBNô

‡ÉKπ H≤ƒI 032c«∏ƒ aƒd§, h‘ Xôh± eû°ÉH¡á,

‘ hbâ e˘˘Ñ˘˘μ˘˘ô e˘˘ø g˘˘òG Gd˘˘©˘˘ÉΩ. hb˘˘ó e˘˘æ˘˘ë˘˘æ˘˘É g˘˘òG

Hü°ÒI aôjóI Ãà£∏ÑÉä JæØ«ò GŸû°ôh´ Ÿãπ gòG

Gd˘˘©˘˘ª˘˘π GŸ©˘˘≤˘˘ó e˘˘ø GdÎc˘˘«˘˘Ñ˘˘Éä. hf˘˘ë˘˘ø S°˘©˘óGA GC¿

GCQGeμƒ Gdù°©ƒOjá GCX¡ôä K≤à¡É GŸàμôQI a«æÉ H¡ò√

GŸæëáz.

hb˘Édâ T°˘ôc˘á e˘Éc˘ój˘ôe˘ƒä GE¿ J˘ôc˘«Ö c˘ÉH˘Óä

Ããπ gò√ Gd†°îÉeá, h‘ e«É√ V°ë∏á d∏¨Éjá, j†°™

GCe˘Ée˘æ˘É ›ª˘ƒY˘á e˘à˘æ˘ƒYá eø GdàëójÉä GŸ©≤óI.

a˘Éd˘à˘©˘ój˘Óä Gd˘Ø˘æ˘«˘á dù°˘Ø˘«æá GdÎc«Ö ‘ GCS°£ƒ∫

eÉcójôeƒä, “μæ¡É eø GC¿ J†°™ GdμÉHπ ‘ e«É√

V°ë∏á LóG. gòG heø GŸàƒb™ GC¿ jàº G’fà¡ÉA eø

GŸû°˘˘ôh´, ÃÉ ‘ Pd∂ Gd˘˘ôH˘˘§ H˘˘ÉŸü°˘óQ Gd˘ôF˘«ù°˘»

hG’YóGO d∏àû°¨«π, ‘ GdôH™ GdãÉdå eø 5102.

رحبلا تحت تالــباـك بـيكرت دقعب زوـفت توـمريدكام

eÉcójôeƒä S°à≤óΩ GCf£ªá Gd£Ébá ◊≤∏» fØ§ GCHƒ Y∏» hGGÿôS°Éf«á

b˘Éeâ e˘ƒDN˘ôG T°˘ôc˘á Gd˘ÑÎh∫ Gd˘ƒW˘æ˘«˘á Gdμƒjà«á Ãæí ›ªƒYá ��eÉ

j≤ôÜ eø 073e∏«ƒ¿ Oh’Q GCeôjμ» dà≤óΩ NóeÉJ¡É Ÿû°ôh´ GdƒbƒO Gdæ¶«∞

‘ eü°ØÉI Jμôjô e«æÉA YÑó Gd∏¬. h›ªƒYá ��LõA eø eû°ôh´ eû°Î∑

H≤«ÉOI H«ÎhaÉcâ Gd©ÉŸ«á e™ T°ôcá S°Éeù°ƒ„ Gd¡æóS°«á, hgƒ Gdò… S°«àƒ¤

JæØ«ò eû°ôh´ eü°ØÉI Jμôjô e«æÉA YÑó Gd∏¬. hbÉdâ GÛªƒYá GŸû°Îcá GE¿

f˘£˘É¥ GŸû°˘ôh´ S°˘«˘à†°˘ª˘ø G’CY˘ª˘É∫ Gd˘¡æóS°«á hGdàƒQjóGä ’KæÚ eø hMóGä

J˘æ˘≤˘«˘á N˘ÉΩ Gd˘ÑÎh∫ e˘ø Gdû°˘ƒGFÖ Gd˘μÈj˘à˘«˘á, hGdà» cÉfâ eôNü°á eø bÑπ

HƒGS°£á T°«Øôh¿ dƒeƒS¢ Gd©ÉŸ«á, eû°ôh´ eû°Î∑ HÚ ��h T°«Øôh¿.

hb˘˘Édâ ��GE¿ eû°˘˘ôh´ Gd˘˘ƒb˘ƒO Gd˘æ˘¶˘«˘∞ j˘©˘àÈ hGM˘óG e˘ø GŸû°˘ôhY˘Éä

G’S°àãªÉQjá GdôF«ù°«á dû°ôcá GdÑÎh∫ GdƒWæ«á Gdμƒjà«á, dôa™ cØÉAI eü°ØÉJ»

J˘μ˘ôj˘ô e˘«˘æ˘ÉA Y˘Ñ˘ó Gd˘∏˘¬ he˘«˘æ˘ÉA G’CM˘ªó…, hPd∂ eø GCLπ GdàƒU°π GE¤ GEfàÉê

jƒe» jÑ∏≠ 008GCd∞ Hôe«π jƒe«É, YƒV°É Yø G’EfàÉê G◊É‹ hgƒ 637GCd∞

Hôe«π jƒe«É.

hbÉ∫ HÉJôj∂ eƒdÚ, QF«ù¢ ›ªƒYá ��Gdàû°¨«∏«á d∏©ª∏«Éä Gd¡æóS°«á

hG’Efû°ÉA hGdü°«Éfá: {gò√ GŸæëá J©àÈ GEV°Éaá GE¤ NÈGä ��GdãÉHàá ‘

U°˘æ˘ÉY˘á eü°˘É‘ Gd˘à˘μ˘ôj˘ô. hJ˘ôc˘«Ö e˘ãπ gò√ GdƒMóGä S°«≤∏π eø GdμÈjâ,

hj˘©˘õR e˘ø b˘óQI e˘æ˘à˘é˘Éä T°˘ôc˘á Gd˘ÑÎh∫ Gd˘ƒWæ«á Gdμƒjà«á Y∏≈ GŸæÉaù°á ‘

Gdù°˘˘ƒ¥ Gd˘˘©˘˘ÉŸ«˘˘á, g˘˘òG Y˘˘ÓhI Y˘˘∏˘˘≈ GCf˘˘¬ j˘˘à˘˘ª˘ÉT°˘≈ e˘™ Gd˘∏˘ƒGF˘í Gd˘Ñ˘«˘Ä˘«˘á Gd˘©˘ÉŸ«˘á

Gdü°ÉQeáz.

ةيتيوك ةافصم ريوطتل ةحنم ىقلتت��

Gd©≤ó jîàü¢ Ãü°ØÉJ» e«æÉA YÑó Gd∏¬ he«æÉA G’CMªó…


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راــــــــــــــبخأطسو ا قرشلا - ةيطفنلا ةرشنلا

GCY∏æâ ›ªƒYá LÉcƒHù¢ dÓCYªÉ∫ Gd¡æóS°«á GCf¬ bó ” eæë¡É Y≤óGk eø

L˘ÉfÖ Gdû°˘ôc˘á GdÈj˘£˘Éf«á d∏ÑÎh∫ )��( ’CY˘ª˘É∫ Gd˘à˘£˘ƒjô hGdÑæ«á Gdàëà«á

Ÿû°ôh´ M≤π NõG¿ GdÑμô ‘ YoªÉ¿. hbÉdâ LÉcƒHù¢ GEf¡É S°à≤ƒΩ, ha≤É dû°ôh•

Gd˘©˘≤˘ó, H˘à˘õhj˘ó N˘óe˘Éä GEOGQI G’CY˘ª˘É∫ Gd¡æóS°«á hGdàƒQjóGä hGdÑæÉA, a«ªÉ

jà©∏≥ ÃÉ J≤ÉQÜ b«ªà¬ 2e∏«ÉQ Oh’Q GCeôjμ» eø GCLπ Œª«™ ZÉR heó N£ƒ•

GCf˘ÉH˘«Ö e˘«˘É√, hGCj†°˘É Œ¡˘«˘õGä GEf˘à˘Éê QGCS¢ Gd˘Ñ˘Äô, hJü°ójô N£ƒ• GCfÉH«Ö,

hPd∂ dà£ƒjô Gd≤£É´ G÷æƒH» eø H∏ƒ∑ 16. hbÉdâ Gdû°ôcá GE¿ f£É¥ Gd©ªπ

jû°˘ª˘π GCj†°˘É Gd˘àü°˘ª˘«˘ª˘Éä GŸØü°˘∏˘á, hGEOGQI HôfÉeè GdÑæ«á Gdàëà«á d∏ªû°ôh´

GŸ∏˘ë˘≥. hGCa˘ÉOä Gdû°˘ôc˘á H˘ÉC¿ Gd˘©˘ª˘π S°˘«˘ƒX˘∞ e˘ƒGQO e˘ø Gd©ójó eø eμÉJÖ

L˘Éc˘ƒHù¢ GŸà˘ƒGL˘óI ‘ e˘æ˘£˘≤˘á Gdû°˘ô¥ G’ChS°˘§, hGŸª˘∏˘μ˘á GŸà˘ëóI, hGd¡æó,

hcòd∂ Gdƒ’jÉä GŸàëóI G’Ceôjμ«á. ZÒ GC¿ Gdû°ôcá GS°àóQcâ bÉF∏á GEf¡É `

e˘™ Pd˘∏∂ ` e˘∏˘à˘õe˘á H˘óY˘º G’Cg˘óG± Gd˘≤˘«˘ª˘á GÙ∏˘«˘á d˘©o˘ª˘É¿ e˘ø GCL˘π –≤«≥

Gc˘˘à˘˘Ø˘˘ÉA PGJ˘˘» Y˘˘ø W˘˘ôj˘˘≥ J˘˘æ˘˘ª˘˘«˘˘á Gd˘˘≤˘˘ƒi Gd˘˘©˘Ée˘∏˘á GÙ∏˘«˘á, hGET°˘ôG∑ GŸƒQOj˘ø

GÙ∏«Ú. hbÉdâ Gdû°ôcá GEf¬ eø GŸàƒb™ GC¿ jÑóGC Gd©ªπ ‘ GŸû°ôh´ ‘ G◊É∫.

hbó Y∏≥ fÉFÖ QF«ù¢ ›ªƒYá LÉcƒHù¢, cƒfƒQ Ohjπ, bÉFÓ: {fëø S°©óGA

L˘óG d˘μ˘ƒf˘æ˘É f˘©˘ª˘π e˘™ S°˘∏˘£æá YoªÉ¿ hGdû°ôcá GdÈj£Éf«á d∏ÑÎh∫ )��( ‘

gòG GŸû°ôh´ GdôF«ù°» G÷ójó d∏ëØô hGdàæ≤«Ö hG’EfàÉê ‘ YoªÉ¿. hGEfæÉ fôi

aôU°É V°îªá ’S°àãªÉQ NÈGJæÉ GdØæ«á ‘ eû°ôhYÉä Gd¨ÉR GŸμã∞ HÉEeμÉfÉä

Gd˘Ñ˘æ˘«˘á Gd˘à˘ë˘à˘«˘á GÿÉU°˘á H˘æ˘É ‘ GŸæ˘£˘≤˘á, hc˘º f˘ë˘ø S°˘©˘óGA d˘óY˘º eãπ gòG

Gdà£ƒjô GdôjÉO…z. hcÉfâ Mμƒeá S°∏£æá YoªÉ¿ hGdû°ôcá GdÈj£Éf«á d∏ÑÎh∫

)��( bó GCY∏æàÉ, ‘ T°¡ô Ojù°ªÈ/cÉfƒ¿ G’Ch∫ GŸÉV°», Yø GJØÉb«á eÑ«©Éä

ZÉR hGJØÉb«á T°ôGcá GEfàÉL«á e©ódá dà£ƒjô M≤π NõG¿ e™ Gdû°ôcá GdÈj£Éf«á

d∏ÑÎh∫ cªû°¨π. hbÉdâ H©†¢ GŸü°ÉOQ GE¿ eû°ôh´ NõG¿ j≤óΩ GCh¤ eôGMπ

Gdà£ƒjô ‘ hGMóI eø GCcÈ Œª©Éä Gd¨ÉR GŸμã∞ ZÒ Gdà≤∏«ó… ‘ GŸæ£≤á.

نامعب نازخ زاغ عورشمل يسدنه دقعب زوفت سبوكاج

b˘˘˘˘˘˘˘É∫ fiª˘˘˘˘˘˘˘ó GŸÉV°˘˘˘˘˘˘˘», f˘˘˘˘˘˘˘ÉFÖ QF˘˘˘˘˘˘˘«ù¢ Gdû°˘˘˘˘˘˘˘ôc˘˘˘˘˘˘á

Gdù°©ƒOjá d∏ü°æÉYÉä G’CS°ÉS°«á )S°ÉH∂( hQF«ù°¡É

GdàæØ«ò…, GEfæÉ ‘ MÉLá GE¤ aôj≥ Yªπ dój¬ cÉaá

Gdü°ÓM«Éä dàƒM«ó eÑÉOQGä Gd≤£ÉYÚ GÿÉU¢

hGd©ÉΩ dàóY«º L¡ƒO Jæƒj™ Gdü°æÉYÉä Gdàëƒj∏«á

‘ G’bàü°ÉO Gdù°©ƒO….

hcÉ¿ GŸÉV°» jàëóç ‘ L∏ù°á f≤ÉT¢ ‘ GŸæàói

Gdù°©ƒO… d∏ü°æÉYÉä Gdàëƒj∏«á d©ÉΩ 4102, hGdò…

c˘Éfâ T°˘ôc˘á S°˘ÉH∂ QGY˘«˘¬ Gd˘ôF˘«ù°˘», GCe˘ÉΩ Mû°ó

eø G◊†°ƒQ H∏≠ Gdù°àªÉFá, H«æ¡º hRQGA heù°ƒDhdƒ¿

Mμƒe«ƒ¿ hQLÉ∫ U°æÉYá.

hOY˘É GŸÉV°˘» GE¤ GEM˘óGç f˘≤˘∏˘á f˘ƒY˘«á ‘ eæ¡è

Gdà©Éeπ e™ Gdü°æÉYÉä Gdàëƒj∏«á, hPd∂ Y∏≈ ZôGQ

‰ƒPê Gd˘¡˘«˘Ä˘á GŸ∏˘μ˘«˘á Gd˘à˘» b˘ÉOä J˘£˘ƒj˘ô U°˘æ˘ÉYá

Gd˘˘˘˘μ˘˘˘˘«˘˘˘˘ª˘˘˘˘Éhj˘˘˘˘Éä. hGCc˘˘˘˘ó GŸÉV°˘˘˘» Y˘˘˘∏˘˘˘≈ GC¿ c˘˘˘ãÒG e˘˘˘ø

GŸÑÉOQGä e£∏ƒÜl eø GCLπ eõjó eø Gdóa™ dà£ƒjô

Gdü°˘˘æ˘˘ÉY˘˘Éä Gd˘˘à˘˘ë˘˘ƒj˘˘∏˘«˘á, ÃÉ ‘ Pd∂ H˘æ˘«˘á –à˘«˘á

e˘˘à˘˘£˘˘ƒQI, he˘˘æ˘˘ÉW˘˘≥ d˘˘∏˘˘à˘˘é˘˘ÉQI G◊ôI d˘˘óY˘˘º J˘óa˘≥

G’S°˘à˘ã˘ª˘ÉQ, g˘òG Y˘ÓhI Y˘∏≈ GS°ããªÉQ G◊μƒeá ‘

JóQjÖ eÑμô d∏ªù°àîóeÚ.

hb˘˘˘˘˘É∫ GŸÉV°˘˘˘˘˘»: {’Áμ˘˘˘˘ø –≤˘˘˘˘«˘˘˘˘≥ g˘˘˘˘ò√ G’Ce˘˘˘˘ƒQ

GŸ∏ëá GEPG cÉfâ cπ T°`````ôcá GCh cπ b£É´ U°æÉY»

GCh c˘π hRGQI J˘à˘Ñ˘™ GCL˘æ˘óJ˘¡˘É GÿÉU°˘á, e˘¡ªÉ cÉfâ

gò√ G’CLæóI Mù°æá Gdæ«áz.

hGCV°˘˘˘É± GŸÉV°˘˘˘» b˘˘˘ÉF˘˘Ó GE¿ G’g˘˘à˘˘ª˘˘ÉΩ H˘˘à˘˘æ˘˘ƒj˘˘™

Gdü°˘˘˘æ˘˘˘ÉY˘˘˘Éä Gd˘˘˘à˘˘ë˘˘ƒj˘˘∏˘˘«˘˘á ’ j˘˘à˘˘ƒb˘˘∞ Y˘˘æ˘˘ó U°˘˘æ˘˘ÉY˘˘á

hGMóI, Hπ jëàÉê GE¤ Jæù°«≥ eæ¡é» hJ†°Éaô ‘

G÷¡˘˘˘˘˘ƒO e˘˘˘˘˘ø L˘˘˘˘˘ÉfÖ b˘˘˘˘˘£˘˘˘˘˘É´ G’CY˘˘˘˘˘ª˘˘˘˘É∫ hG◊μ˘˘˘˘ƒe˘˘˘˘á

hGd˘˘˘˘˘˘˘˘ƒRGQGä hGŸæû°˘˘˘˘˘˘˘˘ÉBä Gdü°˘˘˘˘˘˘˘æ˘˘˘˘˘˘˘ÉY˘˘˘˘˘˘˘«˘˘˘˘˘˘˘á. h’T°∂ GC¿

Gd˘óQhS¢ GŸù°˘à˘Ø˘ÉOI e˘ø ŒÉQÜ GŸÉV°˘» S°˘à˘é©∏æÉ

GCcÌ bóQI Y∏≈ eƒGL¡á GŸù°à≤Ñπ.

hb˘˘É∫ GŸÉV°˘˘» GE¿ GÿÈI Gdù°˘˘ÉH˘˘≤˘˘á, d˘˘∏˘˘ª˘˘ª˘˘∏˘˘μ˘˘á

Gd©ôH«á Gdù°©ƒOjá, ‘ Jæƒj™ Gdü°æÉYÉä Gdàëƒj∏«á,

b˘˘óeâ d˘˘æ˘˘É ‰ƒPL˘˘É Áμ˘ø GM˘à˘òGhD√ ‘ GŸù°˘à˘≤˘Ñ˘π.

hGCT°ÉQ GE¤ ‰ƒ b£É´ Gdü°æÉYá GdÑÎhc«ªÉhjá Gdò…

hU°˘∏â b˘«˘ª˘à˘¬, N˘Ó∫ GCQH˘©˘á Y≤ƒO a≤§, GE¤ 453

e∏«ÉQ Oh’Q GCeôjμ».

ىلإ وعدي كباسل يذـيـفـنـتـلا سيـئرـلاةيليوحتلا تاعانصلا ريوطتل لمع قيرف

LÉcƒHù¢ dÓCYªÉ∫ Gd¡æóS°«á S°ààƒ¤ GEfû°ÉA GdÑæ«á Gdàëà«á

fiªó GŸÉV°»


الشـــــــرق ا�وســــــط

تُعنى بالنفط والغاز ومعالجة الهيدروكربون

القسم العربي

............................................................................................................................................................................................................................................................................راــبخأ

............................................................................................................................................................................................................................................................................... تاليلحت

................................................................................................................يزيلجن�ا مسقلا تايوتحم صخلم

LÉcƒHù¢ JØƒR H©≤ó gæóS°» Ÿû°ôh´ NõG¿................................................................................................................,.....4S°ÉH∂ JóYƒ GE¤ J£ƒjô b£É´ Gdü°æÉYÉä Gdàëƒj∏«á.......................................................................................,.....4eÉcójôeƒä Jà©Éh¿ e™ Gdù°©ƒOjá...........................................................................................................................................,.....5��J©∏ø Yø U°Ø≤á eü°ØÉI cƒjà«á..........................................................................................................................,.....5OGfÉ ZÉR JÑóGC –ójå eü°æ™ GdƒS°£ÉÊ......................................................................................................................,.....6b£ô ZÉR –≤≥ GE‚ÉRGk ‘ ›É∫ Gdù°Óeá.................................................................................................................,.....6RjÉOI U°ÉOQGä GdæØ§ Gd©ôGb»..............................................................................................................................................,.....7

GCHÉJû°» –≤≥ ‚ÉMÉk ‘ eü°ô .....................................................................,..................,..................,..................,..................,.......8

.نامع طفن ةيمنت ةكرش ،نامُع :ةصاخ ريراقت......................................................................................................................................................................................................................................................................................................................................................

.ءانبلا عقاوم يف ةقاطلا ،ريوطتلاو بيردتلا ،قئارحلا عنمو فاشتكا ،ةيمزيس تاريوطت:تاعالطتسا......................................................................................................................................................................................................................................................................................................................................................

.ةمالسلاو ةحصلا ،ززعملا جارختسالا ،لكآتلا يف مكحتلا ،بيبان�ا طوطخ ةينقت :تاينقت....................................................................................................................................................................................................................................................................................................................................................

.طفنلا لوقح تالاصتا ،تانازخلا صئاصخ ديدحت:تامولعملا ايجولونكتو تالاصتالا.......................................................................................................................................................................................................................................................................................................................................................

،٤١٠٢ ايسآ برغ زاغو طفن ضرعـم ،٤١٠٢ روشفو�ا ةينقتل يلودلا رمتؤملا ،تاجوس ضرعـم :تايلاعف.زاغلاو طفنلل تيوكلا ضرعم

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

Hamriyah Free Zone Authority ................31Hi-Force Ltd. ..................................................35Honeywell HPS ............................................73Hot Engineering............................................47International Register of ..........................79

Certificated Auditors (IRCA)Jesco ................................................................25Jotun Paints UAE Limited LLC....................5Kaeser Kompressoren FZE ........................41Keller AG fur Druckmesstechnik ............33Magnetrol International N.V. ....................43Metscco Heavy Steel ................................37

Industries Co. Ltd.National Pipe Co. Ltd. ................................79OHL Gutermuth Industrial ........................49

Valves GmbHOman Cement Company ..........................21Raccortubi Middle East Fze ........................9Righill Electric Pvt. Ltd...............................14Saga PCE Pte Ltd. ........................................11Saudi Leather Industries ............................63

Company Ltd

Saudi Steel Pipe Company ......................53Schlumberger Oilfield ..................................3

Mktg CommunicationsSchlumberger Technical ..............................2

Services IncSercel ................................................................7Shree Steel Overseas FZCO ........................6Society of Petroleum Engineers..............40Suraj Limited ................................................17T.D. Williamson, Inc. ..................................61Tawasul Telecom..........................................87Technical Access Services LLC ................45Timberland ....................................................29Trans Asia Pipeline Services FZC............60Tratos Cavi S.p.A...........................................78UL India Pvt Ltd. ..........................................27Unique System FZE ....................................20United Metallurgical ..................................67

Company / JSC OMKVan Beest B.V. ..............................................55VF Imagewear ..............................................57Ward Leonard Electric Company, Inc. ..59

ADVERTISERS INDEX


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يتـــــلا ،يشتاــــــبأ تلاــــــق،ةدحتمـلا تاـيالوـلا اـهرـقـماـهـتـكـيرش عـم ،تماـق اـهــنإ

ةــــــــيمـلاـــــعـلا كيـبوـنـيـــــسطــــــفنلا نــــــع بــــــــيـقنتـلـلثلث كلمت يتلاو ،هجاـتـنإوةــكرش يف ةـــيـــلـــق5ا ةصح

طــــفــنــلــل رـــــصم يــــشتاــبأنـم دـيدـعـلا رـفـحــب ،زاــغــلاورصم يف ةـــحـــجاـــنـــلا راــــب:ا

اهجاتنإ ةدايز يف رمتستسوةــــنسلا لالــــخ دالـــــبـــــلا يفةكرشلا تنلعأو .ةـلـبـقـمـلا

اــــــهـــعورــــــشم نأ ارـــــــخؤـــم،طفـنـلـل ةدـلاـخ ،كرـتشمـلا

رفح تايلمع نم يهتنا دقءارــــحصلا يف رــــئب قــــمــــعأ.ةيبرغلا


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