Oil Review Middle East 4 2016

Serving the regional oil & gas sectorsince 1997

99

PDO - boostingproductionwhile drivingefficiency

Joerg Theis, ABB’s global Product Groupmanager for chemicals, on the company’srenewed focus on its chemicals and refiningbusinessSee page 28

Iran - the re-emergence ofan oil giant

The rise of Fujairah as a hydrocarbons hub

A new approach to metercalibration

MENA energy investmentsset to rise

Fire protection solutions foroil and gas

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

VOLUME 19 | ISSUE 4 2016

www.oilreview.me

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Issue 4 2016 oilreview.me 3

WE HAVE A strong focus on Iran in this issue, as the country seeks toredevelop its oil and gas industry and regain its share of the oil market inthe wake of the lifting of sanctions. This will require substantial investmentas well as technology and expertise, creating exciting opportunities forinternational companies, as Moin Siddiqui discusses in his article on p18.Petroplan’s CEO Andrew Speers discusses some of the human resourceimplications of Iran’s oil and gas plans on p24, stressing the importance ofadopting a collaborative approach and taking the time to build relationships.Also in this issue we carry interviews with PDO’s managing director RaoulRestucci on the national oil company’s projects and plans (p12), and ABB’sglobal Product Group manager for chemicals on the process automationgiant’s renewed focus on its chemicals business, along with the usual mixof news, analysis and technology developments.

Editor’s note

Calendar4 Executives’ calendar and event

newsEvent listings and a look at some of theexhibitions and conferences coming up,including the GPCA Supply ChainConference, Abu Dhabi InternationalDownstream Summit and Caspian Oil &Gas

News8 The future of MENA energy

investmentsA look at APICORP’s recently releasedreport, which forecasts that totalcommitted and planned energyinvestments in the MENA region willreach US$900bn over the next five years

Analysis12 Pushing ahead with key projects

Raoul Restucci, managing director ofPetroleum Development Oman (PDO)speaks to Oil Review about the nationaloil company’s projects and plans

18 Iran - the re-emergence of an oilgiantIran could re-emerge as a keysuperpower affecting the global energymarket over the coming decades andproviding significant opportunities

24 Challenges and opportunities - Iran’soil workforceThe human resource implications of Iran’splans to rehabilitate its oil industry

Event Preview26 OTC 2016

A look at the latest edition of the leadingoil and gas show, which will provide aforum for energy professionals toexchange ideas and opinions to advancescientific and technical knowledge foroffshore resources and environmentalmatters

Refining & Petrochemicals28 A renewed focus on the chemicals

businessJoerg Theis, ABB’s global Product Groupmanager for Chemicals, outlines how thecompany is looking to take its chemicalsbusiness to the next level

HSE31 Unique fire protection solutions for

oil and gasUAE-based NAFFCO discusses thebenefits of some of its fire protectionsolutions and products

Transport & Logistics32 Fujairah: a growing hydrocarbon hub

A look at the remarkable growth ofFujairah as a strategic regiional hub for oilstorage and product trading

Technology34 Modernising meter calibration

Neil Bowman, project engineer at NEL,outlines the benefits of a new approachto meter calibration

Innovations37 Industry developments

All the latest product announcements inoil, gas and petrochemicals

Project list41 Oman oil, gas and petrochemicals

projects

Arabic44 News / Analysis

Front cover image: sss78/fotolia

Contents

www.oilreview.meemail: [email protected]

Serving the world of business

Editor: Louise Waters - [email protected]

Editorial and Design team: Bob Adams, Prashant AP, Hiriyti Bairu, Sejal Bhat, Miriam Brtkova, Andrew Croft,Ranganath GS, Georgia Lewis, Rhonita Patnaik, Zsa Tebbit,Nicky Valsamakis and Ben Watts

Publisher: Nick Fordham

Publishing Director: Pallavi Pandey

Group Magazine Manager: Graham Brown +971 4 448 9260 [email protected]

Magazine Sales Manager: Rakesh Puthuvath +971 4 448 9260 [email protected]

International Representatives

China Ying Mathieson (86) 10 8472 1899 (86) 10 8472 1900 [email protected]

India Tanmay Mishra (91) 80 65684483 (91) 80 67710791 [email protected]

Nigeria Bola Olowo (234) 8034349299 [email protected]

USA Michael Tomashefsky (1) 203 226 2882 (1) 203 226 7447 [email protected]

Head Office: Alain Charles Publishing LtdUniversity House, 11-13 Lower Grosvenor Place, LondonSW1W 0EX, United Kingdom +44 (0) 20 7834 7676 +44 (0) 20 7973 0076

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Subscriptions: [email protected]

Chairman: Derek Fordham

Printed by: Buxton Press

Printed in: April 2016

© Oil Review Middle East ISSN: 1464-9314


NOW IN ITS 8th edition, the GPCA Supply ChainConference will be held under the theme‘Supporting Downstream Development / CreatingIntegrated Supply Chain Linkages’, and will takeplace on 2-4 May 2016 in Dubai, at theIntercontinental Hotel, Festival City.The event will highlight the role of the supply

chain in developing the regional, downstreamsector and the challenges and opportunitiesassociated with it. The petrochemical andchemical industry is a cornerstone in the GCCstates’ economic diversification drive and theindustry’s next phase of growth revolves aroundthe development of the downstream industry.Supply chain efficiency is critical in making thisdrive successful. Using superior planningtechniques and project management, the GCCcountries are integrating supply chain linkagesas new logistics infrastructure is coming onstream, giving rise to highly efficient inter-modalbases that are reducing delivery time and cost.With 80 per cent of output exported overseas,

the industry is leveraging the GCC’s proximity toburgeoning global markets to open up newroutes and markets. With the ongoing drive to

diversify the industry’s product portfolio, whichentails producing new sets of specialtychemicals that will stimulate a new set ofdownstream industries in the region, thedevelopment and optimisation of the supply chainwithin the region has become critical for thesuccess of this drive.

The GPCA Supply Chain Conference willprovide a platform to facilitate discussion on keyindustry trends and growth opportunities, andhow to create value through optimising supplychain processes. Speakers include:Mohammad Husain, CEO, EQUATE and

Chairman, GPCA Supply Chain Committee• Saleh Al-Rasheed, director general, Modon• Baheej Beqawi, CEO, Almajdouie Logistics• Mohammed Al Muallem, senior vice president& managing director, DP World, UAE Region

• Moneef Al-Moneef, director – Supply ChainProject Management, Global Supply ChainCoE, SABIC

• Richard Forrest, global head of EnergyPractice, A.T. Kearney

• Riccardo Tonelli, regional director, Agility• Jonathon James, CEO and general manager,IPS, Dammam Port

• Wayne Steel, Regional SC lead - Africa, GlobalSC CoE, SABIC

• Ahmed Al Kowsi, Logistics director, Qatar Rail.

For further information see the website athttp://www.gpcasupplychain.com.

GPCA Supply Chain Conference provides platform to discuss key industry trends

Executives’ Calendar 2016APRIL

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

MAY

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

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

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

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

9-13 International Downstream Week MADRID www.europetro.com

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

11-12 International Oil & Gas Security LONDON www.oilgassecurity.com

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

16-18 May Saudi Safety & Security Forum 2016 DAMMAM www.sss-arabia.com

17 EIC Connect - Middle East ABU DHABI www.the-eic.com/EICConnect

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

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

JUNE

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

AUGUST

29-1 Sept ONS STAVANGER www.ons.no/2016

SEPTEMBER

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

26-29 Middle East Petrotech 2016 BAHRAIN www.mepetrotech.com

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

CALENDAR 2016

New logistics infrastructure is coming onstream in theGulf (Photo: Jens Metschurat/fotolia)

4 oilreview.me Issue 4 2016


S02 ORME 4 2016 - News_Layout 1 18/04/2016 13:08 Page 5

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“Kompaflex is a extremely knowledgeable and flexible partner, especially in pioneering research, flexible thinking and creative solutions. Kompaflex is able to solve the most challenging tasks, thanks to its vast experience and technical know-how in expansion joints, exceeding difficult requirements for

quality and technology from CERN are met every time”

THE MIDDLE EASTdownstream industry is aresilient one, full ofoptimism despite thetighter margins aroundthe world. There areexpansion efforts to keeppushing the market withprojects like Al Zourrefinery in Kuwait andthe Liwa Plastics project in Oman.Co-hosted by Abu Dhabi Oil Refining Company, Takreer, for the

past 13 years, ‘Abu Dhabi International Downstream’ is a refiningand petrochemicals summit that provides a platform to discussmarket dynamics, highlight new projects and hear about all of thelatest technologies which are shaping the refining andpetrochemical complexes of the future and that will help theregion remain competitive in a low oil price environment.The key themes for the conference this year include ‘Global

market dynamics in the face of a slowdown in U.S shale gasproduction and Chinese petrochemical demand’, ‘Catalystselection, testing & recycling’, ‘European & global fuel standards’,‘Re-aligning downstream strategies: seamless integration betweengas processing’, ‘Refining and petrochemicals’ and ‘Maximisingchemical value chains and shifting from light to heavierfeedstocks’.

UAE downstream industry to congregate in Abu Dhabi

Delegates at last year’s event

THE 10TH EDITION of Iraq Petroleum will be held in London from 23 – 25 May2016. The event will bring together the Iraqi industry leaders and keyinternational players to discuss the role of Iraq in the oil and gas industry.The event will be held in association with the Iraqi government and willfocus on development and expansion strategy for the country’s energysector.the Iraqi deputy minister of industry and minerals, Adil KarimSome of the confirmed speakers at the event are the Iraqi deputy minister

of industry and minerals, Adil Kari, KRG minister of natural resources, DrAshti Hawrami and the UK minister of state at the department of energy andclimate change, Andrea Leadsom MP. Iraq Petroleum 2016 will include astrategic conference including key speakers from leading companies,regulatory bodies and Iraqi ministers, a security seminar focussing oncritical infrastructure protection and networking sessions.

‘Iraq Petroleum’ to be held in London

Participants at last year’s event

THE 23RD EDITION of international exhibition and conference ‘Caspian Oil &Gas 2016’, claimed to be the largest energy sector event in the Caspianregion, will take place from 1-4 June 2016 at Baku Expo Center in Azerbaijan.The exhibition and conference has been bringing together senior level

directors every year to discuss key oil and gas projects in the Caspian regionand ensure energy security. This year, the exhibition promises to bringtogether more than 200 companies presenting innovative technologies in oilproduction and energy transportation, oil and gas storage systems, services,current and future oil and gas projects in the region. The exhibition willfeature companies from Belgium, China, Italy, Kazakhstan, Poland, Portugal,Spain, the Netherlands and other countries. The Czech Republic, Italy and

Germany will hold national stands. The top sponsors for the show includeSOCAR, BP, Petronas and Bos Shelf.Issues of further development for Azerbaijan’s oil and gas industry in

today’s realities, Azerbaijan’s role in maintaining energy supplies to Europe,ensuring environmental and industrial safety, and other subjects will becovered at the international Caspian Oil and Gas conference, which will takeplace from 2-3 June at the JW Marriott Absheron Baku. More than 50speakers including experts, representatives of government bodies, anddirectors of major oil and gas companies are expected to give presentationson key issues of producing, managing and transporting energy resourcesamidst falling oil prices.

Azerbaijan to host Caspian oil and gas exhibition in June


Events


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IN THE MULTILATERAL developmentbank’s report, MENA Investment Outlook –big plans in uncertain times, APICORPestimates a 19 per cent increase in total

MENA energy investment activity over thenext five years through 2020, to US$900bn,despite uncertainties in the region’sinvestment outlook.

APICORP states that US$289bn ofinvestment has already been committed toprojects under execution in the region, whilean additional US$611bn worth ofdevelopment is planned.

Leading the investment drive will beSaudi Arabia, the UAE and Kuwait, which willlook to invest across the energy value chain.Iraq and Iran will play catch-up and aredetermined to push their ambitious oil andgas plans forward, but will face many above-ground challenges, says APICORP.

The report notes Saudi Arabia’s plans toincrease gas production, with major

upstream plans including the Hasbah sourgas expansion, and the US$4.7bn Fadhili gasplant one of the largest investments due online towards the end of the outlook period.Iran has prioritised the development of theSouth Pars gas field, where at leastUS$4.5bn will be invested over the outlookperiod. Further ahead, major planned

projects include the US$4.5bn Kish gasdevelopment and the US$8.5bn Iran gastrunkline, currently at the design phase,which plans to connect Iranian gas toEurope via pipeline to Turkey.

As for UAE, the ADCO consortium willdrive upstream investment, says the report,with major offshore upstream investments

ADNOC is planning US$25bn of investments in offshore projects

Total committed and planned energy investments in the MENA region will reach US$900bn overthe next five years, according to a new report published by the Arab Petroleum InvestmentsCorporation (APICORP).

The future of MENA

energy investments

Against this trend,we expect the MENA regionto continue investing heavily”


News

Largest MENA energy projects by budget, 2016-2020Project Country Sector Budget (US$mn) Completion year

IGAT Gas Trunkline Iran Gas 17,863 2019

South Gas Utilisation Project Iraq Gas upstream 17,200 2018

Clean Fuels Project 2020 Kuwait Oil 16,285 2018

Upper Zakum Full Field Development UAE Oil upstream 16,180 2016

Khazzan & Makarem Fields Development Oman Gas 16,000 2018

Jizan Refinery & Power Project Saudi Arabia Oil/Power 16,000 2017

Al-Zour Refinery Project Kuwait Oil 15,500 2018

Jubail New Petrochemical Complex Saudi Arabia Chemicals 13,000 2018

Halfaya Project Surface Facility (HPSF) Iraq Oil upstream 10,000 2017

Shah Gas Development UAE Gas upstream 9,100 2019

South Pars Gas Field Development Phases 20 & 21 Iran Gas 9,000 2016

Moroccan Solar Plan Morocco Power generation 9,000 2017

Source: MEED Projects



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also currently underway in Upper Zakum, while downstream theFujairah refinery will be the major addition in the medium term.

Oman is currently prioritising upstream gas, while plannedprojects focus on downstream and petrochemicals, including theDuqm refinery and the US$4.5bn Liwa petrochemical plant. Whilethe recently awarded Al-Zour refinery and the upgrading of refineriesas part of the Clean Fuels Project are the major projects highlightedin Kuwait.

In North Africa, Algeria has vowed to pump billions into itsupstream sector. Much is also expected in Egypt as recent gas findspromise to meet rapidly rising power demand, the BP-led West NileDelta representing the majority of investment in gas underexecution. Renewable energy projects will be at the forefront ofefforts to meet rising power demand in Morocco, Tunisia and Jordan.

Commenting on the report, Dr. Raed Al-Rayes, deputy chiefexecutive & general manager of APICORP, said, “Global investmentsin oil and gas fell by 20 per cent in 2015 compared with 2014, one ofthe biggest drops in history. However, against this trend, we expectthe MENA region to continue investing heavily as major energyexporting countries expand the size of their energy sectors andstrengthen their positions within global markets.”

Challenges and constraintsDespite the increasing investment plans within the MENA region,APICORP’s report also highlights several challenges and constraintsthat will prove pivotal over the medium term.

Although some MENA countries, including Saudi Arabia, Iran, theUAE and Kuwait, announced that they would go ahead withinvestment plans despite low prices, other countries with low fiscal

buffers and competing pressures on its revenues, particularly Iraq,may have to reconsider their ambitious capacity-expansionprogrammes, says APICORP. The report notes that up to US$7bnworth of awarded contracts have been put on hold and a furtherUS$2bn cancelled since 2014.

In addition, financing projects has become more challenging.Standard & Poor’s Ratings has indicated that creditworthiness in theMENA region has deteriorated over the past six months, withaverage sovereign ratings of ‘BBB’. Although recent efforts to attractforeign investment have seen some success, political and economicconcerns mean investors will be cautious.

Persistent conflicts in Syria, Iraq and Libya, and the emergence ofa new coalition in Yemen, are reshaping the geopolitical landscape.Conflicts and instability in these countries will keep investments atbay in the near term, says APICORP. Regional instability is unlikely torecede in the immediate future, and investors will be wary of spill-over effects in neighbouring countries.

Dr. Bassam Fattouh, an energy sector specialist and advisor toAPICORP, added, “2015 was unsettling for the MENA region at atime of slower global economic growth and low oil prices. Many GCCgovernments have announced that budget deficits and publicexpenditure will be tightened in response. But, governments willprioritise critical investments in their energy sectors.

“Saudi Arabia has the largest committed and planned investmentsin the medium term, while the UAE and Kuwait have ambitiousprogrammes throughout the value chain. The GCC will use theirinvestments to maintain the status quo as the major supplier ofenergy to the rest of the world. Iran and Iraq will also play catch-up,especially as investments in Iran start flowing back after sanctions.” n

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Total planned and committed MENA energy investment 2016-20($bn)

SaudiIran

KuwaitEgyptUAE

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0 20 40 60 80 100 120 140 160 180

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News


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What is the current focus of PDO’sdevelopment; are there any particularprojects you would like to highlight?We are staying the course on our keyprojects to deliver value and support theGovernment in its endeavours to addressthe fiscal deficit caused by the significant fallin oil prices.Ensuring our business is sustainable is a

long-term goal of PDO, but the currentfinancial environment also underscores thecritical importance of sustainability in thepresent. PDO has seized the opportunity tocontinue to drive business improvement andoperate more efficiently, while maintainingour overarching commitment to safety.

Last year, we achieved a recordhydrocarbon production level of 1.29 millionbarrels of oil equivalent per day (boepd)while at the same time intensifying our cost-control programme. We are well on courseto deliver a new oil production plateau of600,000 bpd before our 2019 target.

Our (externally recognised) world-classwell, reservoir and facilities managementhas enabled us to arrest decline in ourmaturing fields while we continue to add toand develop our production portfolio. In terms of individual projects, Miraah at

Amal, which was announced last year and isbeing developed with our partnersGlassPoint Solar, is a real statement ofintent. This one gigawatt installation will be the

largest solar energy project of its kind in theworld at peak production and produce steamfor thermal enhanced oil recovery (EOR) byharnessing the sun’s rays through innovateglasshouse technology. It will save 5.6trillion btu of natural gas each year whichcan be diverted to higher value uses inOman, and reduce CO2 emissions by300,000 tons annually, the equivalent oftaking 63,000 cars off the road.Harweel 2AB, where we are

running our first full-scalemiscible gas EOR injectionproject, was commissioned in2012. We have overcome aseries of technical andoperational challenges todeliver a project that isperforming impressively,with high uptimes andstrong oil and gasrecoveries. We have secured full

and accelerated paybackof the entire Harweel

2AB investment and continue to increasereserves and production, despite working ina complex environment characterised byvery high pressure (> 550 bar) and corrosivesour fluids. The surface facilities have been built to

ensure the highest possible levels ofintegrity, as well asfeaturing multiplesafety mechanisms,in order tominimise the risksof leaks.We originally

earmarked anadditional 160mnbbl of oil thatcould be producedthrough miscible

gas EOR

Raoul Restucci,managing director, PDO

Raoul Restucci, managing director of Petroleum Development Oman (PDO), speaks to Oil Reviewabout the national oil company’s projects and plans.

Pushing ahead with

key projects

We are well oncourse to deliver a newproduction plateau of600,000 bpd before our 2019target.”


PDO Review

Aerial view of the site for the new "mega" RababHarweel integrated project


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at Harweel 2AB, but we are now targeting afurther 250mn bbl of oil that will bedelivered by the new, multi-billion dollarRabab Harweel integrated project (RHIP),which is currently being built. This is one-and-a-half times bigger than the existingHarweel 2AB scheme, and will see misciblegas injected into seven oil reservoirs. It willalso involve recycling sour gas in theneighbouring Rabab field to developcondensate. Production is expected to beginin 2019.The RHIP was the first mega sour project

to undertake in-house Front End EngineeringDesign (FEED) and the Engineering,Procurement and Construction contractrequires considerable ownership and controlby the PDO project team, so it provides anexcellent development opportunity for ourstaff. Local contractors are also featuringprominently as the scheme progresses.

To what extent has the low oil priceaffected PDO’s development plans, andhave you adopted any particularmeasures to address this?We have been able to maintain our growthplans and will continue to actively pursueand accelerate projects which can generateincreased revenues, with early monetisationof discoveries and opportunities, top quartilerecovery, meeting government gasrequirements, delivering projects on

promise, and ensuring stakeholderexpectations are fulfilled.At the same time, we are leaving no

stone unturned in our cost control efforts. Inthis respect, closer collaboration with ourcontractors has been essential and we haveso far held 25 contract optimisation reviewsto drive greater efficiency with more tocome. We already had an active Leancontinuous business improvementprogramme to target waste and duplicationand streamline operations, and this has putus in good shape to withstand the currentchallenges. We have also launched an “Every Rial

Counts” campaign, putting the onus on ourstaff to treat PDO’s money as if it were theirown. This has led to ongoing savings inareas such as travel and hospitality rightdown to the volume of food which is wastedand the amount of printing we do.Our overall approach has been very much

one of seizing the opportunities provided bylower oil prices to drive greater efficiencies,

and we have been able to reduce plannedexpenditure in 2016 by US$1.6bn.Aside from lower revenues, every single

key performance measure exceeds targetsestablished when oil prices exceededUS$100/bbl in early 2014. In safety,production, exploration, reserves andhydrocarbon maturation, project delivery,lower costs, operational excellence and In-Country Value (employment and local supplychain development), we are significantlyahead of our 2014 and 2015 plans.

PDO has played a pioneering role indeveloping EOR techniques; are there anysuccesses you would like to highlight,and are there any particular techniquesyou are currently focusing on?We are currently operating a variety ofcommercial-scale enhanced oil recovery(EOR) projects that include chemical EOR,miscible gas injection and thermalapplications. Across our portfolio, wecontinue the maturation of promising andnovel EOR technologies through laboratoryand field testing, such as the adoption ofsuperheated steam and solvents. However, because of the resource-

intensive nature and higher cost of tertiaryrecovery mechanisms, much emphasis hasbeen placed on accelerating conventional oiland gas opportunities instead of additionalshort-term expansion of EOR projects.

Much emphasis hasbeen placed on acceleratingconventional oil and gasopportunities.”


PDO Review

Creating employment and trainingopportunities for Omanis remains

a strategic priority for PDO


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This optimisation is very much enabledby the several development choices we havein our portfolio, and means that EOR is nowexpected to account for approximately 25per cent of PDO oil production by 2025, asopposed to last year’s projections of 33 percent over the same period.We are proud of our status as pioneers in

EOR, which started for us in the 1980s witha polymer flooding pilot project in Marmulfield, and our first field-scale EORdevelopment began there in early 2010.Marmul has produced in the last three yearsat annual rates that have exceeded the prior30-plus years of production under primary,infill, horizontal well and waterflooddevelopment. At Qarn Alam, we are using the thermally

assisted gas-oil gravity drainage (TAGOGD)technique, which has never previously beendeployed on this scale in a reservoirfeaturing fractured carbonate rock. Here,steam is injected directly into the fractures,heating the surrounding rock and loweringthe viscosity of the oil by a factor of up to100 times.The ‘gravity drainage’ element then

comes into play with the freer-flowing oildraining down into horizontally drilledproducer wells that are situated towards thebottom of the reservoir.In February of this year, we started our

Alkaline Surfactant Polymer (ASP) field trialsin a sector of the Marmul field, aiming tofurther reduce residual oil saturations andincrease overall field recovery over polymerflooding by about 10 per cent. Analysis ofthe subsurface performance of the trial willbe performed during the course of this year.

What do you think have been the mainachievements of the ICV and NationalObjectives programme, and what areyour future plans for the programme?Despite the recessionary pressures, it hasbeen more important than ever to pursueour In-Country Value (ICV) programme tobuild a sustainable Omani industrial/privatesector base able to compete on theinternational stage and retain more of theindustry’s wealth in the Sultanate.The creation of employment and training

opportunities for Omanis remains a strategicpriority for PDO, and we are determined toplay our part in helping the thousands ofnationals who come onto the job marketeach year to find meaningful and rewardingwork.ICV is not just a “nice-to-have.” It makes

strong business sense to reduce the extracost and work timescales often associatedwith international vendors in favour ofdeveloping local capabilities and supplychains, especially in the current challengingenvironment. Our 2015 estimated retained ICV for

goods and services was 37 per cent, higherthan the 36 per cent target we set ourselvesin the ICV Blueprint Strategy and Roadmapfor 2020 – well above several other nationsthat have been pursuing local contractstrategies for several decades. Strong momentum is now evident across

the full spectrum of our ICV activities. Lastyear, and together with our contractors, ourNational Objectives programme generated7,200 employment, training and re-deployment opportunities for Omanijobseekers, yielding a cumulative total ofmore than 20,000 since 2011. One exampleof the success of the programe has beenthe recent graduation of almost 200 youngOmani trainees as 6G welders – the highestinternationally accredited standard – andthese are being employed on our RababHarweel integrated oil and gas “mega”project, the largest project in our history.

Going forward, we intend to keepcreating 7,000 opportunities each year andwe are targeting job areas which have lowOmanisation levels but high industrydemand – such as scaffolding, lifting andhoisting, electrics, mechanics and carpentry.Overall last year, we invested US$3.7bn

with nationally-registered companies. Our2015 spend on Super and Local CommunityContractors – Omani-owned companies setup to carry out core oilfield services – roseby 16 per cent to US$273mn, meaning totalexpenditure on SLCCs and LCCs since 2010now exceeds US$1 billion. This strong voteof confidence can be attributed to theexcellent safety and operational performance

of SLCCs and the ever-increasing ring-fencedscope of opportunities for LCCs with ourmain contractors. We are particularly proud of the four

SLCCs which we established and have beensupporting and mentoring. These are nowowned by 9,400 shareholders drawn fromtheir local communities, have a capital valueof around US$60mn and employ almost 800Omanis. The SLCCs are a living, breathingexample of ICV in action.

What is PDO doing to attract and retainmore women in the oil and gas sector? PDO is a pioneer for female empowermentin the industry and in the region.There are currently four women on our

Managing Director’s Committee: Financedirector Haifa Al Khaifi, Exploration directorIntisaar Al Kindy, People and Change directorIbtisam Al Riyami and Corporate Planningdirector Ruqaiya Al Hinai.PDO currently has around 1,000 female

staff working in all aspects of our business.One area which we are particularly proud isour programme to train female graduates asfield operations engineers. This is a first forthe Middle East and North Africa region andwon the ADIPEC award for theEmpowerment of Women in the Oil and Gasindustry in 2013. We have a dedicated women’s network

called HAWA (Eve in English) which givesfemale staff the opportunity to meet theirpeers and senior leaders from within andoutside PDO and engage in relevant learningopportunities. The network also welcomesmale colleagues to participate in discussionsthat contribute to a more inclusiveenvironment.The company offers generous part-time

and flexible working arrangements and alsohas a Diversity and Inclusion team andprogramme, which works actively topromote gender equality and challenge anyform of discrimination in the workplace. n

We intend to keepcreating 7,000 jobopportunities each year.”


PDO Review

A new single buoy mooring being floated at PDO's Mina Al Fahal portto assist in the safe export of crude oil



http://www.ivacis.com/

Iran’s oil industry is in urgent needof investment and new technology

(Photo: Fotolia / Petrovich12)

IRAN, REGARDED AS an “El Dorado” bymany international oil companies (IOCs),has yet to capitalise on its energyresources domestically and internationally.

The country’s geo-strategic location – a bridgebetween East and West – allows it to exportenergy to both European and emerging Asianmarkets. Once a major oil exporter, Iran could re-emerge as a key superpoweraffecting the global energy market over thecoming decades.Oppressive sanctions over several years

and increasing politicisation have preventedIran’s hydrocarbons sector (the Middle East’soldest) from securing much-needed foreigndirect investment (FDI), technology andexpertise. Many projects have been cancelledor delayed. Subsequently, Iran has struggledto expand production capacity and to halt andreverse declines at its mature fields. A largelydecrepit industry needs innovations andcolossal investments across many areas.According to Ali Kardor, the deputy forinvestment affairs at the National Iranian OilCompany (NIOC), the upstream anddownstream sectors require US$176bn andUS$77bn, respectively, from 2016-25. Thebulk of new investments would targetexploration and production (E&P) as well as

processing facilities, petrochemicals and theconstruction of new refineries, in order toboost Iran’s economy (the Middle East’ssecond largest after Saudi Arabia) over thenext decade.Recently improved international relations

promise to open up unprecedentedopportunities for IOCs - mostly Western, butalso including firms such as Malaysia’s

Petronas – to collaborate on Iran’s hugedevelopment, by bringing skills inmegaprojects, managing mature fields, andexploration. The hydrocarbons sector needs atleast US$150bn of investment to optimisethe development of existing oil and gas fieldsby 2019/20. A number of foreign majors,including BP, Shell, ENI, Total, Statoil, Repsol,Gaz de France and OMV, have expressedinterest in re-entering the Iranian market.

Why invest in post-sanctionsIran? • IOCs (including US majors) seeking long-term growth cannot ignore Iran, whicharguably holds the world’s largestcombined oil and gas reserves. Holdingthe equivalent of 364.68bn barrels ofrecoverable hydrocarbon resources –representing a tenth of total globalhydrocarbon reserves – is a clearcompetitive edge for Iran’s petroleum industry. As much as 70 percent of hydrocarbons reserves still remain untapped;

• Iran possesses the largest natural gasreserves (ahead of Russia) and secondlargest conventional oil reserves (afterSaudi Arabia), estimated at 34 trillion cubicmetres and 157.8bn barrels, respectively,according to the BP Statistical Review ofWorld Energy 2015. Massive energy andnatural resources in the reservoir offerpotential upstream investmentopportunities at relatively lower costs;

• There are an estimated 500bn bbl ofuntapped oil in the fields across Iran.Managing Director of NIOC, RokneddinJavadi, said that less than one third ofrecoverable oil and gas reserves, which he

Iran could re-emerge as a key superpower affecting the global energy market over the comingdecades and providing significant business opportunities, says Moin Siddiqi, Economist.

The re-emergence of an

oil giant

Recently improvedinternational relationspromise to open upunprecedented opportunities”


Iran


put at 345bn barrels of oil equivalent, hadbeen exploited;

• Proved record of exploration, developmentand production for over a century. The firstsuccessful well was Masjid Suleiman-1 in1908. Since then, 145 fields and 297 oiland gas reservoirs have been discovered.Despite vast experience, Iran’s oil industryis in dire need of investment and newoilfield technology, which it has beendeprived of for almost three decades;

• The hydrocarbons prize is significant,since Iran is among the very few energyproducers with an exceptionally highreserve-to-production (R/P) ratio – i.e.relation between volume of hydrocarbonreserves and production rate – of morethan 100 years. Comparable end-2014figures for Saudi Arabia and the RussianFederation were 75.4 and 56.4 years(natural gas); 63.6 and 26.1 years (crudeoil), based on the BP database;

• In contrast to non-conventional oilprojects in North America, Iran couldprobably expand its production capacitygradually in the current low oil priceenvironment. Bijan Zangeneh, Iran’sPetroleum Minister, said, “Our oil

production costs are low, so they will notcause a problem with repayment on

investments, or profitability for foreigncompanies,” adding that development


Iran

Qom

Isfahan

ArakKermanshah

Shiraz

RefineryCrude Oil Pipeline

Natural Gas FieldOil Field

Sources: US EIA; Peter Hermes Furian / Fotolia

Iran's major oilfields


http://www.transasiapipelines.com/

costs are below US$10/barrel for bothonshore and offshore production activities– thereby adding to the country’s appeal;

• Profitability of projects underpinned bylow E&P cost, and low-risk investment forenhanced oil recovery (EOR) andimproved oil recovery (IOR) projects;

• Improved industrial base and engineeringservices within the hydrocarbons industry(Iran ranks 5th in the world in the numberof engineering graduates);

• Security of installations and pipelines;35,000 km of gas pipelines for transportof fuel to different cities across thecountry as well as for export, with thecapacity for transfer of 620mn cubicmetres of gas/day, and 10,000 km ofcrude oil transfer pipelines, are furtheradvantages of Iran’s oil sector.

Technical challengesThe past two decades of chronic under-investment, maturing oilfields and a lack offield and well maintenance have damagedfields, destroying some of the country'sproduction capacity. Given the maturity ofIranian fields, the replenishment of oilreserves remains a top priority for NIOC –which holds exclusive rights to oil and gasexploration and development. As GlobalInsight, the US-based consultancy,explained, “Iran’s main problem is that itremains cut off from the kind of expertise toextend the life of its fields that IOCs couldoffer: advanced production, reservoirmanagement and enhanced oil recovery(EOR) technologies. That makes it necessaryto bring increasing amounts of newproduction capacity on-stream every year, tooffset output declines at mature fields.”More than three fifths of Iran's crude oil

production comes from oilfields discovered60 years ago. Hence, major oilfields (notablyGachsaran, Agha Jari and Ahwaz-Asmari) areold and in decline. The annual ‘natural’ fielddepletion rates in mature areas areestimated to average eight to 13 per cent,while the current recovery rate of 20-25 percent falls one-tenth below the globalaverage, according to Facts Global Energy(FGE). Besides continued declines atmatured oilfields, around half of Iran’s oilreserves are located in complex reservoirs,which reinforces the sore need to deployEOR techniques, where polymers and fluidsare injected into ageing fields to boostproduction. UK-based NewsBase ResearchOil Forecasting Service estimates thatundeveloped fields will add another 100,000-200,000 bpd by 2020 – helped by newoilfield technologies. Iran has not had a newoilfield enter into production since 2007. NIOC seeks to add a further one million

bpd to capacity by developing fieldsstraddling borders with neighbours; some

25-30 fields lie untapped along the Iraqiborder. IOCs’ technology and expertise willbe paramount in bringing them on-stream.Iran also needs to develop offshore oil andgas reservoirs that include joint fields withneighbouring countries. Weak oil prices (ifsustained), however, may deter IOCs frominvesting on the scale and complexitydemanded in Iran.Most observers reckon that 3–3.5mn bpd

is a more realistic target over a period of a year after the dismantling of sanctions. A significant expansion in output and exportsto pre-sanction levels would take (at the veryleast) three to four years. To boostsustainable capacity towards its longer-termgoal of 4.7mn bpd by 2021 requires massivecapital spending and gaining access tosophisticated technologies of Westernmajors – especially since most of Iran’s oil isheavy, making it more difficult to produceand refine. Given increasing social demandson the government’s budget, in the post-sanction phase of economic recovery,external financing for the hydrocarbonsindustry is likely to be required.

New longer-term contracts towoo IOCsThe Ministry of Petroleum has unveiled a listof projects (worth an estimated US$185bn),which are key to Iran becoming a top energyproducer in the medium-term. 29 of the 52on the list are new and currently producingoilfields and 23 are gas developments.Onshore fields comprise two-thirds of theschemes. Cross-border fields also featureprominently on the list: nine projects listedare for fields shared with Iraq, five with

Qatar, five with Saudi Arabia, and two each,respectively, shared with UAE and Kuwait.18 exploration blocks hold around 200bnbarrels of ‘probable’ oil reserves, accordingto official sources.The Ministry of Petroleum is also looking

to offer contracts for several oil and gasstorage and pipeline projects. These includethe construction of a terminal and oil tanksat Jask; construction of a pipeline fromGoreh in Bushehr to Jask; development ofthe Bahregan oil terminal; construction ofseveral unnamed associated gas projects;and construction of residential andrecreational facilities at a host of unnamedplants and installations.Tehran has changed its regulatory

framework by introducing a new upstreamcontract model to woo some of theindustry’s biggest players, with the objectiveof materialising the development of joint oiland gas fields and enhancement of recoveryfrom oil reservoirs. In contrast with previousunpopular buyback contracts, the IntegratedPetroleum Contract (IPC) encompasses allthree stages of exploration, development and production into a single contract, whichoffers more flexible transition from theexploration to production phase should acommercial discovery be reported, andallows foreign upstream investment to lastfor a maximum 25 years, versus five toseven, and eight to 12 years, in the first,second and third generations of buybacks.Under the new structure, NIOC can

establish joint ventures with IOCs, whichwill be paid with a share of the output,compensation being linked to oil prices andthe level of risk. It also offers better terms


Iran

Table 1: Major Iranian Oilfields' Production and ReservesField Date of Output Gravity Proved &

Discovery Capacity (average) Probable Reserves (000' bpd) API (mn bbl)

Ahwaz-Asmari 1958 900 32 16,800

Marun 1963 500 34 22,000

Agha Jari 1937 200 34 8,700

Gachsaran 1928 450 32 8,500

Karanj-Parsi 1963 250 34 6,500

Bangestan 1958 158 N/A 6,500

Soroosh & Nowruz 1962 190 20 6,000

Rag-e-Safid 1963 180 29 3,500

Bibi Hakimeh 1961 130 30 3,400

Doroud 1&2 1961 200 34 2,400

Major Field Total 3,158 31* 84,300

*Crude oil is classified as light, medium or heavy, referring to its gravity as measured on the American PetroleumInstitute (API) scale. According to the Centre for Energy, API gravity is measured in degrees and is calculatedusing a formula [141.5/ S.G.] - 131.5 = API gravity. Light crude is defined as having an API gravity exceeding 31.1;medium crude (22.3 - 31.1 API); and heavy crude oil has an API gravity of below 22.3.

Sources: Global Insight, IEA, NIOC and Arab Petroleum Research Centre.

Note: According to a report by Clyde & Co, about four-fifths of Iran's oil reserves were discovered before 1965, thebulk of which (70 per cent) are located in south-western Khuzestan region and the remainder offshore in the Persian Gulf. Two-thirds of Iran's landscape is comprised of sedimentary basins with significant potential. Original-Oil-In-Place(OOIP): 561.9bn barrels.


for enhanced and improved recoveryprojects; companies can negotiate todetermine the amount of capital expenditurerequired, with their profit deriving fromadditional oil produced from the variousfields. According to officials, the IPC is a riskservice contract under which both Iranianand foreign contractors would bear the risksof an operation. There would be no caps oncapital expenditure over the lifespan of a project. To help facilitate technical andmanagerial know-how, IOCs are expected tofulfil local content requirement, which maybe 51 per cent of the contract. “More thancash or using the technology, we would liketo have foreign companies’ advancedtechnology to be transferred to domestic companies,” said Minister ofPetroleum Bijan Zangeneh.

Although the new contracts promise tobe more conducive to IOCs and attract morecapital/technology, an overall improvement inthe business environment is also needed todecrease the level of uncertainty stemmingfrom Iran’s bureaucratic political structure.

Iran ranked 130th out of 189 countries in theWorld Bank’s Ease of Doing Business reportfor 2015 – reflecting continuous problems ofred tape in “registering property,”“protecting investors,” and “resolvinginsolvency”.


Iran

Table 2: Status of New Upstream Oil Projects (as of mid-2015)Plateau Expected

Project Developer Output ‘000 bpd Year On-stream

Yadavaran phase-1 Sinopec 85 2016

Yadavaran phase-2 Sinopec 95 2019-20

Yadavaran phase-3 Sinopec 120 post-2020

Azar phase1 NIOC subsidiaries 30 2016

North Yaran Persian Energy 30 2016

South Yaran NIOC subsidiaries 55 2018

North Azadegan phase-1 CNPC 75 2016-17

North Azadegan phase-2 CNPC 75 2019

Forouzan NIOC subsidiaries 100 2017-18

CNPC: China National Petroleum Corporation.Sinopec: China Petroleum & Chemical Corporation.

Source: Facts Global Energy.

Note: Future production plans hinge chiefly on super-giant fields: the Azadegan and Yadavaran (discovered in theearly 2000s), where OOIP is estimated at 26bn & 18bn bbl, respectively, which between them could produce 900,000bpd, equivalent to Oman's total output. But production targets at both fields as well as Forouzan are reported to bewell behind schedule.

Iran’s oil industry isin dire need of investmentand new oilfield technology”


http://www.rsigroup.com/

Cautious optimismLeonardo Maugeri, an associate at HarvardUniversity's Kennedy School, told Bloomberg,"Iran could explode in terms of production if itopens to investment and improves contractterms for foreign companies,” adding “Thecountry really has the ability to arrive in arelatively short period of time, let's say fiveyears, at production capacity of 5mn bpd of crude.” The government aims to expand production

capacity by 2mn bpd to reach 4.7m bpd by theend of Sixth Development Plan (2016–21). Due to technical and political obstacles,

reaching and developing optimal energy andexport potential could take longer. DouglasWestwood does not expect Iran to reach its2016 target of raising total oil production toover 4mn bpd until 2018. Nonetheless, veryfew countries offer such a wealth ofopportunity for production optimisation andenhanced recovery projects in the conventionalupstream oil industry as Iran.Iran’s revival would have a significant

impact on global oil markets – and, in thelonger term, on the international gas trade. Theopportunities across the hydrocarbons sector,and at all levels of the market, are thereforesubstantial. n


Iran

Table 3: Iran's Oil and Gas Reserves & Production versus

Middle East Gulf Arab NeighboursProved Oil Output Proved Gas OutputReserves* R/P ratio 2015 Reserves* R/P ratio 2014

bn bbl (years)** 000' bpd ( tcf ) (years)** (bcm)

Iran 157.8 100+ 2,837 1201.4 100+ 172.6

Iraq 150.0 100+ 3,927 126.7 100+ 1.3

Kuwait 101.5 89.0 2,728 63.0 100+ 16.4

Oman 5.2 15.0 900 24.9 24.3 29.0

Qatar 25.7 35.5 668 866.2 100+ 177.2

Saudi Arabia 267.0 63.6 10,108 288.4 75.4 108.2

UAE 97.8 72.2 2,853 215.1 100+ 57.8

Iran % of

OPEC Total 13.0 91.1 9.0

World Total 9.3 52.5 3.2 18.2 54.1 5.0

Sources: OPEC Secretariat and BP Statistical Review of World Energy 2015.

**Reserves-to-production ratio - If the reserves remaining at the end of any year are divided by the production in thatyear, the result is the length of time that those reserves would last if output were to continue at that rate.

* End 2014

Note: Current oil production is around 3.1mn bpd, down from more than 4mn bpd in 2011 and less than half of itspeak of 6mn bpd in 1974. Iran has around 40 productive oilfields (27 onshore and 13 offshore). The country alsoshares a number of onshore and offshore fields with Iraq, Qatar, Kuwait and Saudi Arabia.


http://www.topoilfield.com/

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OVER THE PAST century, Iran has become one of the world’slargest oil producers, and is now recognised to have thelargest combined oil and gas reserves in the world, with9.3 per cent of global oil reserves and 18.2 per cent of gas

reserves. Following the lifting of sanctions, Iran is looking to increaseproduction substantially. There is a window of opportunity forWestern oil and gas companies in Iran. The challenge is to seize this

opportunity before the window closes, whilst also accommodatingIran’s market specificities. But what does this mean in terms ofattracting and retaining the workforce required?Iran is a very resourceful country. As well as huge natural

resources, there are resources of the human kind – a workforce thatis extremely well educated. Iran had to learn to cope with thesanctions, which meant that Iranian oil producers had to completeprojects using indigenous talent. From this, some highly competentservice contractors sprang up and developed their own technologiesto meet the country’s requirements, and a number of projects havebeen completed using 100 per cent Iranian content, proving thecapability, resilience and ingenuity of Iranian engineers. As JalalChaikar Tavallali, an international lawyer based in Iran, (half) jokinglystated, “Whilst the United States is commonly known as the ‘Landof Opportunity’, Iran is the ‘Land of Possibilities’.

The Iranian government is now looking to increase production asquickly as possible, rehabilitating fields that have been deniedinvestment or the latest production technology. For that they willneed money, access to more advanced technology, such as EOR,and good project management. Domestic capability notwithstanding,this is where the early opportunity will lie for Western oil and gascompanies.Iran enjoys greater political stability than many of its neighbours,

and this could influence many oil companies to shift their resourceshere, from elsewhere in the Middle East. From their side, Iran islooking for the big multinationals to get the work done and bring in

Iran enjoys greater politicalstability than many of its neighbours(Photo: takawildcats/fotolia)

Andrew Speers, CEO of Petroplan, with DavidGrassick, Oil & Gas consultant, and PaulMullarky, senior advisor to Afraj Advisors,discusses the human resource implications ofIran’s plans to rehabilitate its oil industry.

Challenges and opportunities -

Iran’s oil workforce

Some highly competent servicecontractors sprang up and developed their owntechnologies to meet the country’srequirements.”


Iran


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

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the latest technology. To give one example,Iran shares the world’s largest gas assetwith Qatar and has the ability to become aleading LNG exporter if it can access thenecessary technology. The market for oil and gas workers in Iran

is huge, but staffing is likely to pose aparticular challenge for foreign firms. Iranianworkers bring language skills, culturalunderstanding and willingness to the table,but have not been exposed to some of themanagement methods and technical skillsdeveloped outside of the country during theperiod of sanctions. This gap will need to befilled by expatriate workers, if not in the longrun then certainly for an initial period.

Government policy, however, states that51 per cent of the projects have to utiliseIranian content, and this is likely to becomeeven tighter going forward. The Labour Lawseparately states that only one in fiveworkers (20 per cent) can be foreigners. Sothe opportunity for workers from other partsof the world is likely to be finite, beforeknowledge needs to be transferred to thelocal workforce. As US and European companies re-enter

Iran, pay may well be another point toaddress. Major oil companies have backoffice overheads to cover, which is factoredinto contracts and passed on. Iranians will

only expect to pay workers for hours workedhowever, and not for the supportinfrastructure or for apprentice training.To address both above issues, a more

strategic, long-term approach is likely to payoff for Western oil and gas companies. PaulMullarkey, senior advisor to Afraz Advisors,said, “The Iranians are quite rightly veryproud of their nation and what they haveachieved while sanctions have beenimposed. It will be important for anybodyworking in Iran to work with locals in acollaborative manner and with a humbleattitude. Trust will be a key factor, and it willbe necessary to show how higher salarieswill justify the expected results.”Historically, buy-back contracts provided a

fixed rate of return. So effectively, Westerncompanies assumed the majority of the risk,and Iran reaped the majority of any upside inthe return. The big concern for the Westerncompanies was that they would invest andwould then have to hand over production toan Iranian company to operate. The Iranianswere then in charge of generating therevenue, to pay back all the money theWestern company invested, and investorshad no say in how operations were run. The new Iran Petroleum Contracts (IPCs)

being offered to Western companies aredesigned to get over this hurdle, and giveinvestors a part interest in operations frombeginning to end. And, instead of beingeight year contracts (three years to build andfive years to recover the money), the newIPCs are 25-year incentivised “no-flare”service contracts. This means investors dohave an interest in the long-term productionand operation of the field – but still not theactual reserves in-ground. In conclusion, the next few years are

likely to be a great period for Western oil andgas companies to invest in Iran, bringing tobear the technology, as well as the technicaland management expertise they have honedthrough operating around the world. That willmean searching out and placing the besttalent from other markets. Pursuing short-term gain alone will not

pay off, however. As David Grassick, Oil &Gas consultant, commented, “Thosecompanies and individuals willing to take thetime to build trust and relationships will bethe ones who reap the rewards, provided ofcourse they bring expertise and funding.” n

A more strategic,long-term approach is likelyto pay off for Western oiland gas companies.”

Andrew Speers, CEO of Petroplan


Iran


http://www.cometto.com/

THE EVENT, WHICH will be held from 2 – 5 May 2016 is heldannually in the first week of May at NRG Park in Houston,Texas. OTC is sponsored this year by 13 industryorganisations and societies who work cooperatively to

develop the technical programme and use revenue to provide itsmembers with many other important programmes such as trainingand technical journals. More than 90,000 professionals are expectedto attend the show this year.

The first session of the event will bring BP’s Upstream CEOBernard Looney offering his perspective on the changingenvironment for the oil and gas industry, looking ahead to the nextdecade and the challenges and opportunities it presents. Thechallenges we face also bring opportunities for those who can adaptand compete. Looney looks at how investments in safety andcapability, advances in technology, and greater efficiencies can helpthe most resilient operators succeed. The other sessions will alsodeal with topics along the same theme – coping with the downturnin the industry.

Day 2 of the event is packed with technical seminars surroundingtopics like the pipeline industry, fluid analysis, reservoircharacterization and seismic design of subsea structures etc alongwith a panel discussion on Mexico’s energy reform.

There will be several sessions conducted about the ways torecovery for the oil and gas industry. There have been mergers,bankruptcies, drops in share prices and buyouts over the past year.The panel on 4 May in particular will focus on understandingstrategies and actions from the perspective of industry leaders tomanage through one of the toughest downturns in the industry.

The last two days are filled with sessions on a miscellaneouscollection of exciting topics relevant to the industry that includecyber security assurance, improving safety through industrycollaboration, future of SEMS, advances in EOR for offshoreenvironment, deepwater brownfield technology, applying geosciencetechnology to drilling and completions, integrated asset optimizationfor offshore fields, needs of offshore ultradeepwater floating facilitiesand risers, mooring systems and related technologies, hydrateremediation methods and geostatistical reservoir and lithologycharacterisation amongst others.

OTC has also accommodated D5, an event that aims to bringtogether the brightest minds in exploration and production to listento presentations and participate in discussions that inspire ideas,innovation and leave a lasting impact. This will be held at RiceUniversity in Houston, Texas. D5 aims to include thought-provokingpresentations focused on diverse topics around ideas (in energyoutlook, startups, competitive advantage and winning strategies,innovation game-changing capabilities, science, and big data), andimpact (motivation, sense of purpose, risks, and workplace culture).

Several press conferences have already been scheduled for theevent. These include the government of Canada’s update on oil andgas development, Sky-Futures’ first FAA-approved operatorinspecting oil rigs in the Gulf of Mexico, and Bureau of Safety andEnvironmental Enforcement’s annual report and youth tech challenge.

OTC will also be giving out distinguished achievement awards forindividual and institutional achievement. n

Offshore Technology Conference 2016Date: 2 – 5 May 2016Venue: NRG Park, Houston, Texas


EXHIBITION

A still from last year’s OTC

Offshore Technology Conference:

2016 edition

OTC has also accommodated D5, anevent that aims to bring together the brightestminds in exploration and production.”

Energy professionals will meet to exchangeideas and opinions to advance scientific andtechnical knowledge for offshore resources andenvironmental matters at the OffshoreTechnology Conference (OTC) this year.


Centralizers, Float Equipments, DV Tools, Cementing Plugs, BPCR and Cementing Head.

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S06 ORME 4 2016 - Interview_Layout 1 18/04/2016 12:37 Page 27

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“ABB HAS ALWAYS been strong in the chemicals andrefining business, and we still have quite a bigfootprint in the market with our existing installedbase," explains Theis. “We have been looking for some

time at how we can refocus on this sector and offer more to ourcustomers by leveraging the more mature values and solutions weare offering in sectors such as food and beverage. We are seeingcertain trends that started in foods and beverage and are nowmoving to chemicals and other sectors.”

Theis highlights in particular the move towards scalable DCS andmodularisation. “A modular plant allows the customer to havedifferent products running through the plant modules over the life ofthe plant. If you make everything exchangeable, you make yourself alittle more independent from the supplier, which is on the one hand,increasing competition but on the other, helping everyone tostandardise and focus on value. We also see a trend for helpingeveryone to get a bit more momentum in place in the developmentof petrochemicals.”

Theis cites Exxon Mobil’s tie-up with Lockheed Martin as anapproach which ABB is looking to emulate. ExxonMobil Research andEngineering Company (EMRE) has awarded a contract to LockheedMartin to serve as the systems integrator in the early stagedevelopment of a next-generation open and secure automationsystem involving advanced processing architecture, the goal being tocontrol and optimise refining and chemical manufacturing facilitieswhile enabling future equipment and information services such aspreventative maintenance and fleet optimisation. The design andimplementation is based on architecture standards that will ensuremodularity, interoperability, extensibility, reuse, portability andscalability of the new system.

“What they are designing there is more or less standard in thefood and beverage industry, and we are now seeing a slow evolutioninto other industries,” says Theis.

“Our main focus is on automation; the trend now is for smaller,multi-purpose plants, which you are able to change over a lifetime.That involves scalable DCS, it involves modular automation, these are

the trends we see in the automation area, and where we offer fit forpurpose solutions, connecting to various PLC (programmable logiccontrollers), and also supporting the trend towards software. Moreand more value comes in the software, ie Level 3, DPM. Today whenyou want to optimise production you have much more data and ahuge cost structure; maintenance for example has a huge coststructure, so if you can go from periodic maintenance to condition-based or even predictive maintenance, that will have a huge impacton your plant.

“The second element which we are seeking is more collaborationwith OEMs, especially with process OEMs,” Theis continues. “ABB isa big supplier of EICT (electrical instrumentation control andtelecoms), and we see that the next logical step as a supplier is topackage it with process equipment. In some countries, for example,we are delivering complete compressor skips which the customercan simply connect for complete functionality, without needing toworry about all the various elements and functions. So you don'tlook at electrical and automation separately, you see the functionfrom a process point of view. This aspect is something where wesee ABB can definitely add value and where there is an increasingdemand; we are delivering a large number of analyser houses everyyear out of Shanghai. We can ship over a complete e-house in a

Process automation giant ABB is looking totake its chemicals business to the next level,says Joerg Theis, ABB’s global Product Groupmanager for Chemicals.

Joerg Theis, ABB’s global Product Group manager for Chemicals

A renewed focus on the

chemicals business

The trend now is for smaller, multi-purpose plants, which you are able to changeover a lifetime.”

Refining & Petrochemicals


container, already tested and commissioned, which saves a lot oftime and effort for the customer.

“As well as automation and integration, another element wherewe see ABB can and should bring more value is in software, wherewe have some ongoing pilots. Everyone is talking about the internetof things, of Industry 4.0, but there is still a lack of standardisation.We are working with a broad cross-section of interests includingcustomers, universities, and our research centre to address issuessuch as: What is the real standard? What is the data model? Whatshould be in the cloud, and what should be local? We are looking tofind the most efficient, reusable solution, so you really focus onvalue.”

How is ABB helping to promote safety and reliability with itssolutions?

“There is a need in the industry to cut costs, while at the sametime overall risk is increasing,” says Theis. “We are seeing a big movetowards remote technologies, where we have a number of solutionswe are able to install locally with scalable delivery, from Level 0 toLevel 4, working with process specialists and certified safetypersonnel. We can help with safety requirements, from cybersecurityto plant safety, according to customer requirements, coveringresponsibilities such as defining hazard zones and making audits.

“We also have software tracking elements where we can indicateto the customer what is working, what is not working, where wehave a breach of safety, and so on. We can mix the expertise of aconsultant with new technology to bring value to the customer, so hecan pick the most suitable solutions according to his specific needs.Our approach is to make it remote, make it scalable, make sure thereis the right level of expertise at the right time for the customer.”

Promoting operational and cost efficiencyIn the current low oil price scenario, there is an increasing interest inautomation and solutions promoting operational and cost efficiency.

“It’s all about people,” comments Theis. “In Europe the focus ison using more software and sensors to reduce the number ofoperators because of the cost impact; however, in the Middle Eastit’s less about the cost of the people, and more about the quality ofthe product and reducing human error; here the focus is on usingsoftware to get more out of your plant, to bring it to the top potentialfor productivity. ABB has identified ways that we can help fill thesegaps to reduce overall risk and increase productivity.

“This is what automation is about; the more you automate, themore it impacts on costs,” stresses Theis. “We have put a lot ofeffort into high performance HMI (Human Machine Interface). Theoperator room, for example, can be designed to enable one operatorto look after multiple parts of the plant at the same time, while soundand light schemes and alarms can be designed to facilitate a fasterreaction to abnormal situations.

“One customer wanted to be warned three hours in advance ifthey were running into a problem, so we have to go back and look at


In the Middle East it’s less about thecost of the people, and more about the qualityof the product and reducing human error.”

ABB is looking to renew its focus on the chemicals sector




The Middle East is a key market for ABB (Photo: eugenesergeev / Fotolia)

how we can ensure the operator can react faster, how we canensure the right software data is collected which can indicatenegative trends in the process condition and which can be an earlywarning or indicator of something going wrong. We can collect tonsof data on condition monitoring and build predictive monitors toindicate, for example, if critical equipment starts to deteriorate andthe plant is at risk. This is something we see as a major trend now,because that has a big impact on costs at the end of the day, and aone or two per cent increase in productivity can make a bigdifference to the customer.

“The cost structure is another focus; the aim of the operator is toreduce fixed costs and produce more with less, which means lesshardware. We do commissioning audits, and we advise that plantsare reviewed every five years to ensure they are still fit for purpose.Plant managers are looking for complete optimisation, and want toknow exactly what they need to get the most out of their facilities.”

Key marketsSo how does the Middle East feature in ABB's plans?"We see two key markets – one is China, the world’s biggestchemical market, and the other is the Middle East, where the low oilprice is forcing them to focus on moving up the value chain," saysTheis. "We are seeing many new chemical projects coming up in theMiddle East, ranging from refining petrochemicals to specialtychemicals.

“Specialty chemicals are manufactured using batch processingrather than a continuous process, involving very fine limits, andrequiring a high level of automation and flexibility. That’s whereABB’s expertise comes into play, because our biggest footprint isdefinitely in specialty chemicals, and we can help facilities tooptimise by, for example, running more batches in a shorter time,being more flexible at adjusting recipes, and so on.

"What we are definitely seeing, and are seeking, is strongercollaboration among stakeholders in the industry, rather than purelytransactional business," Theis emphasises in conclusion. "In oil andgas, the value lies in a closer relationship, we have a lot of contactwith our customers, which makes it easier to collaborate, and wehave global service agreements where customers all over the worldget the same service, with one contact person for all their needs.

“We see scope for this in the chemicals area in particular,because our customers are globalising and increasing their footprintin various regions of the world. Suppliers like ABB can play animportant role in helping the industry to standardise; we see a trendtowards aligning processes, making things more efficient, andlooking for stronger collaboration. ABB is willing to share the risksand be a partner for the project, which means sharing the positive aswell as the negative elements in order to bring together the rightproducts and technologies for industry needs. At the end of the day,this is the key to successful projects." n



http://www.hi-force.com/en-uk/home

Firefighting equipment manufacturer NAFFCO exhibited its array of products at the recently held ISNR 2016

UAE-BASED NAFFCO PROVIDESwide range of fire protectionsolutions to vertical sectorsincluding oil and gas. In the

business for more than 30 years, NAFFCOhad a strong presence at the recently heldInternational Exhibition for National Securityand Resilience (ISNR) 2016.

Taha Haniya, marketing manager atNAFFCO, talks about the specialised productranges that the company was showcasing atthe show.

“Oil and gas is a unique market for us asthe demand is slightly different from othersectors. The sector demands special fireprotection solutions with certification like ULand FM standards.”

Some of the specialised products for oiland gas include automatic sprinkler systems,automatic separation systems, CO2solutions, FM 200 kitchen hood, waterseparation, deluge systems, in addition tocertified firefighting pumps that can becustom-made and configured to individualrequirements.

“We deliver full turnkey solutions to theoil and gas industry with extendedwarranties. We have special foam solutions,hydrants, special underground networkpipes, above the ground pipes, fire alarm,gas detection system and security CCTVsystem.”

Haniya added that NAFFCO is currentlyinvolved in small, medium and large offshoreprojects for both onshore and offshoreapplications. The client list includes ADCO,ZADCO as well as IOCs in the region ondevelopment projects. The company,however, has a presence in more than a 100countries worldwide.

NAFFCO also provides a full projectmanagement solution – from initial contactthrough design, engineering, installing tofinal testing and commissioning.

Talking about unique solutions, Haniyamade a special mention about IG541 inertgas, which is part of NAFFCOInert® FireSuppression System, and demands nowater. This can be useful for regions that

have water scarcity. It consists of 50 percent argon, 42 per cent nitrogen and eightper cent CO2. NAFFCOInert® also offersIG01, IG100, IG55 gases with all thecomponents needed to configure acomplete system for 200/300 bar inert gasextinguishing agent and has a full range ofcylinders with 67, 80 and 140 litrecapacities.

When the inert gas is discharged into aprotected space, it is clear and does notobscure vision. It leaves no residue and haszero ozone depleting potential and zeroglobal warming potential. Health and safetyis of the utmost priority, reiterated Haniya.

At ISNR 2016, NAFFCO also exhibitedwide ranges of extra low voltage solutions inthe firefighting industry that included firedetection systems, voice evacuationsystems, thermal imaging systems andvideo surveillance systems.

“Most alarm systems work with a veryhigh voltage, say 22db. Incase of fire, high

voltage may be fatal. NAFFCO providesevacuation solutions with minimum voltage.”

Haniya revealed that the region is seeinga booming market for firefighting equipmentwith the demand for better internationalstandards. There is an increasing awarenessto protect lives and properties.

NAFFCO is also one of the very fewmanufacturers that provide firefightingvehicles, medical ambulances and mobilehospitals. “We have a manufacturing facilityof more than 3mn sq ft in Jebel Ali as wellas in KSA, Qatar and Egypt.

“We are also one of the raremanufacturers that provide extendedwarranties as we are confident about ourengineering solutions.”

NAFFCO’s client list includes, but is notlimited to, ADNOC group, Abu DhabiEducational Council, Abu Dhabi CommercialBank, FGB, Emirates Steel and Jaheziya.

NAFFCO is also the authorised distributorfor SHIELD in the region. n

Unique fire protection solutions

for oil and gas

NAFFCO’s ARFF FALCON series is suitable for airport firefighting and rescue as these vehicles are built to meet therequirements of fast intervention in case of emergency, exceeding the applicable standard NFPA 414 and ICAOregulations (Photo: NAFFCO)


HSE


Transport and Logistics

AS THE THIRD largest oil storage andpetroleum products trading centre,and second largest bunkering portin the world after Singapore,

Fujairah is growing at an impressive rate, asit aims to become the leading global oil hub.

Fujairah offers the trading community aone-stop-shop of products and services, forbunkering, trading and maintaining vessels.It is commercially designed to provide forthe transfer of products (ITT) between thevarious independent terminals; completeflexibility for traders to buy and sell underthe Freezone umbrella; the ability topurchase bunker fuel for the purpose ofrefuelling; changing of crew if needed;medical services; ship maintenance; andship supplies.

Growing volumes of traffic through theport have helped to position the region asthe third largest oil products hub globally; in2015, the Port of Fujairah reached a newrecord of 50mn tonnes of refined productsthroughput. Fujairah’s strategic location closeto the Strait of Hormuz, the world’s mostimportant oil transit chokepoint, hasreinforced its importance.

Additionally, the continued focus ondiversification in Fujairah is resulting ininvestments being made in the downstreamsector, including product specialtychemicals, bitumen and biofuels refineries,as well as chemical storage.

ADNOC commissioned its eight millionbarrel terminal in Fujairah back in 2012, as areceiving point for Murban crude, which istransported from the heart of UAE throughthe 400 km Habshan pipeline. It is designedto transport up to 1.5mn bpd of this sweetcrude, when fully utilised.

Fujairah Oil Terminal FZC (FOT), owned byChina’s Sinopec (50 per cent) Australia’sProstar Capital (40 per cent) and theGovernment of Fujairah (10 per cent) is thefirst independent third-party crude oilterminal to offer commercial storage tocrude oil traders. FOT is currentlyconsidering expansion options and

evaluating the future market outlook to buildthe most suitable tanks for the future. Ascrude storage and throughout volumes aregaining momentum, thanks to ADNOC’slarge crude storage facility and the Port’sconsiderable investment in Very Large CrudeOil Carriers (VLCC) berths, many terminals inFujairah are now considering building crudetanks instead of the traditional refinedproducts tanks, which form the majority ofFujairah’s current capacity.

There is much activity in Fujairah; a new

refinery will be coming into operation andVopak is looking to commission a newproject imminently.

There is also expected to be a positiveimpact from the lifting of Iranian sanctions,with oil traders looking to supply and receiveproducts from Iran. As a result, there will beeven more demand for storage in Fujairah,as gasoline cargos will be blended tospecifications ready for export and fuel oilimports will add to the existing pool.

All in all, the success story of Fujairah insuch a short period of time is making otherports carefully monitor its progress. If itcarries on at the same rate of growth thathas been witnessed to date, it is only amatter of time before it takes over as thelargest global oil hub. n

This is an abbreviated version of thepresentation made by Malek Azizeh at TankWorld Expo 2016, held from 12-13 April inDubai.

Fujairah is now the world’s third largest oil storage andpetroleum products hub (Photo: Dave Crosby/flickr)

Malek Azizeh, commercial director at Fujairah Oil Terminal, takes a look at the remarkable growthFujairah as a strategic regional hub for crude oil and products.

Fujairah: a growing

hydrocarbon hub

In 2015, the Port OfFujairah reached a newrecord of 50mn tonnes ofrefined products throughput.”


S07 ORME 4 2016 - Technology_Layout 1 18/04/2016 10:56 Page 32

IN THE SPACE of three decades, India-headquartered SledgeHammer hasgrown from a small centralizer manufacturer to a world leading cementingproducts company and the largest producer of cementing and floatequipment in Asia. Specialising in cementing centralizers for oil wells, thecompany currently supplies more than 62 countries and is the only companyin Asia with the capability of manufacturing the complete product line underone roof.

SledgeHammer is proud to have API 10D, 5CT & ISO 9001:2008, 14001:2004and 18001:2007 certifications under its belt, and manufactures a wide rangeof equipment confirming to API 10D, 5CT, 10F, and TR5 specifications.

SledgeHammer provides a complete range of cementing products andaccessories for both offshore and onshore needs as well as a complete lineof welded and non-welded bow spring centralizers, turbolizers, solidcentralizers, rubber cementing plugs, stop collars, stage cementingtools, DV tools, float equipment, cement retainers, bridgeplugs, packers, cementing heads and otheraccessories for the oil and gas drilling industry.

The company takes pride in the fact thatall its products are designed,assembled, tested and inspected in-house, resulting in superior quality,cost-effectiveness and unrivalleddelivery timelines. Its facility isequipped with the most modernmachines such as robotics welding,robotics paint shop, flow loop testingcell, CNC, VMC,VTL, HMC, fully automated

heat treatment plant for bow spring manufacturing, state-of-the-art pressshop, complete machine shop, organised paint shop along with all requiredtesting machines.

The design department and tool room of SledgeHammer boasts all thelatest software and other equipment for testing and quality control such ascentralizer placement software and standoff calculation software, as well asa computerised load testing machine for starting, running and restoring forcetesting. It also houses a well-appointed material testing laboratory, variousmechanical, pneumatic and hydraulically driven machines for fitting,assembly and robotic welding of centralizers, along with qualified andtrained engineers.

The company prides itself on its commitment to innovation, excellence andcustomer satisfaction and constantly strives to improve its products,

which are subjected to rigorous on-site testing. Its four pillars offaith are to be cost efficient, use resources effectively, engage

people and deliver value. Caring for its people,community, and the environment are also amongst

its core values. SledgeHammer continues to expand itsglobal footprint, with the establishmentof a joint manufacturing facility in Omanand Saudi Arabia and sales offices inthe UAE, Malaysia and the USA. Thecompany looks forward to a bright futureand further international expansion, withplans to open a new office in Moscow to

cater for the CIS region.

SledgeHammer set for further growth and success

SledgeHammer supplies its equipment to more than 62 countries


Company News


http://www.bulksrl.it/

ACCURATE MEASUREMENT OF theflow of oil and gas has always beenof high importance to operatingcompanies. This is because flow

meters act as “cash registers”, effectivelymeasuring the amount of revenue beinggenerated by the company. For example, incustody transfer measurement, manynational regulations stipulate an uncertaintyof 0.25 per cent on liquid and of one percent on gas for standard volume. To achievethis level of accuracy, the measuringequipment has to be installed properly andrigorously maintained, verified andperiodically calibrated.

In the past, flow measurement wasperformed by mature technologies such asOrifice Plate Meters, turbine meters andpositive displacement type devices. Overthe last two decades however, these havegradually been supplanted by newertechnologies such as ultrasonic,electromagnetic and Coriolis meters. Thesemeters are generally non-intrusive and havemuch higher turn-down ratios, so that theycan measure a much larger range of flows tothe required accuracy. These developmentshave been accompanied by rapiddevelopments in sensing technology,process monitoring and the introduction ofmeter diagnostics.

Meter diagnosticsThese diagnostics work by post-processingdata collected during the measurementprocess to provide additional insight to theperformance of the meter. An example ofthis is the capability of Ultrasonic meters(USMs) to record the speed of sound (SOS)of the fluid which allows the tracking ofdeviations in fluid composition which mayimpact the estimated flow rate. Coriolismeters also have a range of new diagnosticsavailable.

Experimental work has also allowedsome of the traditional flow measurementdevices to be used in this way as well.Differential pressure meters in particular canbe made to work in wet-gas flow conditionswhere correlations derived based onexperimental research can allow the Gas

Volume Fraction (GVF) to be establishedbased on differential pressure ratiosmeasured at different points within thedevice.

However, these diagnostics alone are notenough to ensure that the required accuracyof the device is met, which means thatperiodic calibration remains an essential partof the flow measurement systemmaintenance. The issue that operators haveto deal with is that when you consider thecost of system shutdown, packaging,transport, calibration, and witnessing, it is

clear that calibrations can be an expensiveand time-consuming undertaking.

Managing calibrationAt present, flow meters are normallycalibrated on a specified time interval,typically six months or a year. Whendeciding on this calibration interval, severalfactors have to be taken into consideration.

These factors include instrument type,system operating conditions, measurementapplication and the recommendation fromthe meter manufacturer. However, thisapproach means operators will incur anannual or bi-annual expense, in addition tothe inconvenience, loss of revenue andother negative factors caused by systemshutdowns.

This is just one possible approach tosystem maintenance, as there are a numberof other calibration schedulingmethodologies available that operatorsshould increasingly consider to harness thebenefits of modern technological

Meter calibration in NEL’s flow measurement facility

Neil Bowman, project engineer at NEL, outlines the benefits of a new approach to meter calibration.

Modernising

meter calibration

These diagnosticsalone are not enough toensure that the requiredaccuracy of the device ismet.”


Technology



developments. One such approach is knownas risk-based calibration, where calibrationscheduling is based on the degree offinancial exposure caused by calibration driftover time weighed against the cost ofcalibrating and otherwise maintaining thedevice for a given calibration interval.Another alternative approach is calledcondition-based calibration, which involvesthe use of diagnostic data acquired from thedevice or measurement system, eitherthrough post-processing of the primarymeasurement data or by using ancillary datathat can give qualitative insight into theoverall health of the measurement system,as well as indicate anomalies in theperformance of that device or system.

The increased sophistication andavailability of modern meter diagnostictechnologies has given the industry thepotential to take advantage of thepossibilities afforded by risk and condition-based calibration scheduling. The advantagesare particularly clear from an operationalstandpoint, as these new meter calibrationapproaches deliver increased operationalefficiencies.

A matter of balanceOne significant issue with the currentsystem of performing calibrations based ona set time-based interval is that this doesnot necessarily take any account of theconditions to which the meter has beensubjected. It also does not consider whetherthe instrument has suffered a statisticallysignificant degree of calibration drift that islikely to impinge on measurement accuracy,or the resulting financial exposure suchinaccuracies create for operators.

This means that the operator could beperforming calibrations with unnecessaryfrequency, incurring all the associated costsand impacts on operational efficiency.Conversely, the meter may be drifting ordeteriorating at a higher rate thananticipated, resulting in increased financial

exposure. The problem is that without anyform of diagnostics or condition monitoringin place, the operator does not know ifeither of these situations arises.

Risk-based calibration attempts toaddress these issues by trading off thedecreasing cost of calibration with anincreasing calibration period, against theincreasing financial exposure as thecalibration cost increases. By balancingthese two factors, it is possible to find theoptimal calibration period that represents the

minimum overall cost to the operator. Thereare a number of ways that this can beachieved. One method is to use thecalibration history of a meter to identify driftcharacteristic trends. It is then possible touse this data to approximate how the meterwill drift over time and when calibrationshould be scheduled.

Formulating a cost-effectivemeter calibration strategyWith the recent reduction in the oil price,attitudes within the oil and gas industry arebeginning to shift towards more cost-effective, evidence-based methodologies,despite the current popularity of ‘time-based’ calibration scheduling.

In principle however, the ideal calibrationstrategy would be a combination of theseapproaches where qualitative ‘condition-based’ diagnostic data is used in conjunctionwith statistical modelling based on datafrom historical calibrations to drive upefficiency, reduce costs and maintainaccuracy.

Despite the benefits of using one ofthese modern approaches to the calibrationscheduling, many operators still use time-based scheduling. Factors such as thesimplicity of time-based scheduling, lack oftraining and awareness, outmodedmeasurement apparatus, lack of budget andsystemic and procedural inertia may all befactors in why some operators have not yetfully embraced this new mind-set. What isclear is that many operators will soon haveto adopt a new approach, and possibly anew attitude towards flow meter calibrationscheduling before risk or condition-basedcalibration, rather than time-basedcalibration, become the norm.

However, the financial facts of oil and gasflow measurement make clear theimportance of being able to achieve a highdegree of measurement accuracy. With anoil price in early 2016 of under US$40 perbarrel, and with daily global sales in the

Neil Bowman, project engineer, NEL

Risk-basedcalibration attempts toaddress these issues.”

Technology


http://www.gardnerdenver.com/

region of 100mn bbl, this would raise US$4bn revenue per day. If we accept that theuncertainty in fiscal measurement for liquidwas ± 0.25 per cent, the resulting dailyfinancial exposure would be aboutUS$10mn. This equates to an exposure ofUS$3.6bn per year, or the equivalent ofnearly a day’s production. The significantfiscal and custody transfer implications ofinaccuracy and not adapting to a new metercalibration approach can clearly be seen. n

NEL, a provider of technical consultancy,research, testing and programmemanagement services, is part of the TÜV SÜDGroup. NEL is also a global centre ofexcellence for flow measurement and fluidflow systems and custodian of the UK’sNational Flow Measurement Standards.

Many operators willsoon have to adopt a newapproach towards flow metercalibration scheduling.”

A multiphase meter undergoing testing atNEL’s multiphase flow measurement facility


Technology


http://www.arminox.com/


RACCORTUBI GROUP HAS further developed its global distribution networkin order to fulfil complete piping packages to short timescales.

Over the course of the last three years, Raccortubi Group has undergonesignificant expansion, with the establishment of three stockholdingsubsidiaries in Dubai, Brazil and Singapore, the acquisition of a second buttweld fittings manufacturer in Italy, the opening of a branch office justoutside London, and finally the acquisition of a renowned stockholder for

offshore platforms in Aberdeen (Scotland). These investments have all beenmade to offer customers added value; a single Group which can fulfilrequirements worldwide from both stock and production in the provision ofcomplete packages, as well as single item necessities, to short timescales.

The Group’s latest developments, including the recent acquisition ofNorsk Alloys (now Raccortubi Norsk), have allowed Raccortubi to extend itsdistribution network and therefore its value-added service provision, cuttingtimes and costs for customers around the world.

In addition, the acquisition of Petrol Raccord at the end of 2014 hasenabled Raccortubi Group to extend its butt weld fittings’ manufacturingrange from ½” to 56”, with unlimited wall thicknesses and an increasingpart of production dedicated to special/customised fittings. Thanks to itsintegrated production facilities, Raccortubi Group is able to guarantee notonly the quality of the final product, but also short lead times resulting fromadaptive planning and flexibility. The quality control throughout productionmeans that the highest standards are achieved and fully certified products,in accordance with the most stringent market requirements, are availableoff-the-shelf from stocks around the world.

Manufacturer, stockholder and supplier Raccortubi Group providescustomers with pipes, tubes, fittings and flanges in stainless steel, duplex,superduplex, 6Mo, nickel alloys and titanium from strategic global locations.It fulfils piping packages for critical applications, such as chemical andpetrochemical plants, oil installations, power plants, shipyards, fertiliserplants and offshore platforms.

JOTUN HAS LAUNCHED Jotachar 1709, amesh free epoxy passive fire protectioncoating developed specifically for thehydrocarbon processing and energyindustries.

Jotachar 1709 has been developed usingthe revolutionary technology platform behindJotun’s successful Jotachar JF750 coating,which continues to be embraced by offshoreand onshore industries as an alternative totraditional mesh containing solutions forhydrocarbon pool and jet fire scenarios.

Jotachar 1709 has been specificallydesigned to protect steel againsthydrocarbon pool fire scenarios for up to fourhours, as defined within the ANSI/UL1709Standard. Operators also benefit from long-term corrosion protection, reduced life cyclecosts and the elimination of any riskassociated with mesh installation errors.

According to John Warner, Jotun categorymanager (Intumescent Coatings), Jotachar1709 offers the land-based hydrocarbonprocessing industry significant advantagescompared with traditional passive fireprotection solutions.

“Today, concrete or cementitious-basedPFP materials are widely used in thehydrocarbon process and related industriesto manage risks associated with pool fires,”he explains. “Installation of lightweightcementitious material often includes weldedor galvanised steel mesh systems, all ofwhich add to cost and installation time whilstextending the shutdown period. Denseconcrete options have a high installedweight, often requiring additional engineering

considerations, and are susceptible todeterioration if not correctly maintained.Whilst these PFP solutions may appear tohave a low initial cost, they often deterioraterapidly due to the harsh industrialenvironment, leading to extensive substratecorrosion with compromises in fire safety.Frequent inspection and extensivemaintenance over the life of the asset isoften required to ensure fire performanceand steel integrity.”

By contrast, Jotachar 1709 can be appliedin a continuous application process.

“Our mesh free solution does not require

additional welded pins, metal or fabricreinforcement, eliminating the need forcomplex mesh depth or overlap rules,reducing both material cost and installationtime,” Warner says.

“Unlike concrete or cementitious-basedsolutions, Jotachar 1709 is highly durable anddoes not require additional weather-proofingto prevent deterioration. No topcoat isrequired as part of our UL1709 certification.For maintenance and repair, ease ofapplication with Jotachar 1709 significantlyreduces installation time and shortens assetdowntime.”

Jotun launches Jotachar 1709 passive fire protection coating

Raccortubi Group extends global distribution network

Jotachar 1709 offers the land-based hydrocarbonprocessing industry significant advantages compared

with traditional passive fire protection solutions

Innovations

Raccortubi stock of pipes,fittings and flanges

S08 ORME 4 2016 - IT_Layout 1 18/04/2016 12:43 Page 37

AXIS COMMUNICATIONS, A market leaderin network video, has strengthened itsperimeter defense solutions portfolio withthe launch of AXIS Perimeter Defender, ascalable and flexible high-end video analyticsapplication for intrusion detection in theenterprise market. Combined with Axisnetwork cameras, Axis network hornspeakers and third party video managementsoftware, the application forms a comprehensive, video-based solution foreffective perimeter surveillance andprotection, designed to reinforce physical access control in demanding andlarge-scale installations.

Designed for easy installation,configuration and management, AXISPerimeter Defender uses edge-based videoanalytics for maximum accuracy, efficiencyand scalability. The application supportsmultiple detection scenarios includingseveral types of intrusion detection andloitering. It specifically meets the needs ofhigh-security perimeter protection scenariossuch as oil and gas companies, powerplants, chemical plants and demandinginstallations where there is a need toreinforce the physical access control systemwith reliable intrusion detection.

“Scalability is a key challenge in high-security scenarios as a perimeter mayrequire anything from 10 to 100 cameras,”said Peter Friberg, director SolutionManagement, Axis Communications. “By

performing analytics at the edge, in thecameras themselves, AXIS PerimeterDefender does not depend on a centralserver to process the video footage. Thismakes the solution highly scalable, as thereis no need for system redesign or expensivehardware replacements each time a newcamera is added to the network.”

The application comes with intuitivemanagement and setup tools in one singlemanagement interface. A dedicated, easy-to-use design tool simplifies the initial systemlayout and the installation. The centralmanagement interface allows operators toconfigure and manage all analytics-enabledcameras in the network through efficientand time-saving batch operations. Inaddition, a graphical representation of

detection distances ensures that anypotential blind spots are eliminated, and theentire perimeter is protected with thehighest level of accuracy and consistency.

AXIS Perimeter Defender has beencertified for sterile zone monitoringapplications by i-LIDS®, the UKgovernment's benchmark for Video Analytics(VA) systems developed in partnership with the Centre for the Protection ofNational Infrastructure.

It will be available in Q2 2016 throughAxis distribution channels, with a 60-day freetrial period available.

For more information visithttp://www.axis.com/products/axis-perimeter-defender.

“WE HAVE HIGH ambitions to grow inthe Abu Dhabi offshore business andservice the oil majors of Abu Dhabi. Whenwe started looking at various options, myoperations team decided to look for anaccommodation jack up which can beinvolved in major maintenance of fixedoffshore platforms. As the owner andoperator, I would like to maintain thehighest quality and safety standards and soI decided to go with the classificationrequirements of DNV GL,” said SalehMuqattash, CEO of Jopetwil.The jack up barge, “JOPETWIL 300" has

DNV GL Class notation as + 1A1, Self-Elevating Accommodation Unit, incompliance with IMO MODU 2009 underthe UAE flag.

The jack up barge was built in Korea, andafter arriving at the CCTC yard in Musaffah,Abu Dhabi, underwent a major modificationto the requirements of oil majors with a tight schedule of five months. The vessel has 250 POB accommodation

to ILO 92 with a deck space of 500 sq m. Ithas a rectangular shaped hull and a primary

crane of 280T capacity, with analuminum helideck installedaft of the vessel. Anauxiliary crane ofapproximately 50T capacityand a boom rest wereadded as part of themodification. New powergeneration capacity hasbeen added to suit thenew POB & HVACrequirement. The entiremodification was carried outin-house by the Jopetwilteam.“Complete approval work

has been carriedout at DNVGL’s

Dubai jack up servicecentre, and we gave toppriority for timelycompletion of theproject, involving a large number ofengineers andsurveyors. I am gladthat we are part ofthis success story ofJopetwil, andcongratulate the wholeteam for their dedicatedefforts,” said Bijali Nair,regional offshore managerof DNV GL for South East

Europe, the MiddleEast and

India.

Axis introduces new video analytics application for intrusion detection

A new entrant to the Abu Dhabi offshore market - DNV GL classed JOPETWIL 300

Axis Communications offers a complete perimeter defense solution with the addition of AXIS Perimeter Defender

Innovations

Saleh Muqattash, CEO of Jopetwil


S08 ORME 4 2016 - IT_Layout 1 18/04/2016 12:43 Page 38


IN THE SPACE of just 15 years, HIMA hasgrown from a small niche provider of safetytechnology, to a leading global provider ofautomated safety solutions, with more than35,000 installed systems supporting some ofthe world’s largest and most importantindustrial projects.A family-owned enterprise, HIMA was

founded in 1908 and is headquartered inBruehl, Germany. HIMA’s internationalexpansion was driven by Steffen Philipp, whobecame managing partner in 1999. “Eventually, we had to decide whether we

wanted to grow with our clients or remain alocal company," recalls Philipp. "We decidedto follow our customers. We establishedsales and service support points in manycountries so we could guarantee thenecessary support on site." Another crucial factor was the increasing

safety awareness in the industrialenvironment, and the establishment ofinternationally valid standards. Thisaccelerated demand for advanced technologyin applications for the chemicals industry, oiland gas industry, power generation, factoryautomation and machine automation, as wellas passenger transport and freight logistics. "Our systems are used in all of these

segments,” explains Philipp. “In this regard,every HIMA installation contributes to safetyfor people, the environment, and industry." HIMA Group now has 16 subsidiaries and

is represented in more than 50 locations inall seven continents worldwide, numberingsome of the world's largest enterprisesamongst its customers, including BASF,Bayer, BP, Shell, and TOTAL.HIMA specialises in solutions for the

process industry, including monitoring ofpipelines, tank farms, refineries, andincineration plants. Through its steadilygrowing network of subsidiaries, sales andservice centres and representatives, HIMAcan handle orders of any size, and is in aposition to take on complete projects, aswell as subcontracts. Of particular note, the company is

supplying the safety systems for Australia’sIchthys gas field. The project includes someof the world’s biggest and most advancedoffshore facilities, massive onshoreprocessing and an 890 km pipeline to unitethem. Once in operation, the complex willproduce 8.9 million tons of LNG. HIMA'ssafety technology is distributed in more than430 control cabinets throughout theprocessing complex, making it the largestorder in the company's history.The rail sector also represents a promising

market for the company, with customersincluding engineering and planning firms,transportation companies, and manufacturersof locomotives and other rail vehiclesthroughout the world.

HIMA Middle East was established in 2001to serve clients in the region and in Egypt,India, Pakistan, Turkey, Caspian countries andRussia. Through offices in Dubai, Muscat andDoha, and local representation in Kuwait,Saudi Arabia, Turkey and India, HIMA MiddleEast provides safety solutions in numerousprocess industries. Customers, which includethe ADNOC group of companies and regionalNOCs, in addition to other major operatorsand end-users, rely on HIMA Middle East formodules and complete systems, application

engineering, project management andengineering, installation and start-up support,after-sales service and functional safetyconsulting. HIMA Middle East ranks amongDubai's 100 top-performing SMEs and is ISO9001:2008 certified.“We have succeeded in establishing the

quality of our products, the specialised know-how of our employees, our service offerings,and an unrivalled reputation among ourcustomers,” says Philipp. “This is somethingwe can be proud of."

Ensuring safety for the world’s largest industrial plants

Safety & Security

S09 ORME 4 2016 - Rigcount_Layout 1 18/04/2016 16:01 Page 39

http://www.dmiinternational.com/

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

Source: Baker Hughes

RIG COUNT

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

Middle EastABU DHABI 30 18 48 0 31 17 48 25 11 36DUBAI 0 2 2 0 0 2 2 0 2 2IRAQ 48 0 48 -1 49 0 49 61 0 61 JORDAN 0 0 0 0 0 0 0 0 0 0 KUWAIT 41 0 41 -2 43 0 43 45 0 45 OMAN 70 0 70 -1 71 0 71 57 0 57 PAKISTAN 24 0 24 3 21 0 21 19 0 19 QATAR 3 3 6 0 2 4 6 2 7 9 SAUDI ARABIA 113 14 127 -1 111 17 128 97 18 115 SUDAN 0 0 0 0 0 0 0 0 0 0SYRIA 0 0 0 0 0 0 0 0 0 0 YEMEN 0 0 0 0 0 0 0 3 0 3 TOTAL 329 37 366 -2 328 40 368 309 38 347

North AfricaALGERIA 54 0 54 2 52 0 52 49 0 49EGYPT 25 6 31 -4 25 10 35 46 16 52 LIBYA 0 1 1 0 0 1 1 4 3 7 TUNISIA 0 0 0 0 0 0 0 0 3 3TOTAL 79 7 86 -2 77 11 88 102 9 111


Project DatabankCompiled by Data Media Systems

Project City Facility Budget ($ US) Status BP - Block 61 - Khazzan and Makarem Gas Fields Development Oman Gas Field Development 24,000,000,000 Construction

BP - Block 61 - Khazzan Gas Fields Development - Al Dahirah Gas Processing 1,200,000,000 ConstructionPhase 1 - Central Processing Facility

BP - Block 61 - Khazzan Gas Fields Development - Al Dahirah Gas Field Development 15,000,000,000 ConstructionPhase 1 - Overview

BP - Block 61 - Khazzan Gas Fields Development - Al Dahirah Gas Field Development 1,500,000,000 ConstructionPhase 1 - Package 1

BP - Block 61 - Khazzan Gas Fields Development - Al Dahirah Gas Field Development 130,000,000 ConstructionPhase 1 - Package 2

DRPIC - Duqm Refinery & Petrochemical Complex - Duqm Refinery 6,000,000,000 EPC ITBDuqm Refinery (Overview)

DRPIC - Duqm Refinery & Petrochemical Complex - Duqm Refinery 4,000,000,000 EPC ITBDuqm Refinery - Main Process Units

DRPIC - Duqm Refinery & Petrochemical Complex - Duqm Refinery 2,000,000,000 EPC ITBDuqm Refinery - Offsites and Utilities

DRPIC - Duqm Refinery & Petrochemical Complex - Duqm Aromatics 4,500,000,000 Feasibility StudyPetrochemical Complex

Duqm Petroleum Terminal Company - Duqm Oil Storage Terminal 1,000,000,000 EPC ITBDuqm Liquid Jetty

Duqm Petroleum Terminal Company - Duqm Oil Storage Terminal 250,000,000 EPC ITBDuqm Liquid Jetty - Topside Facilities

Masdar - Harweel Wind Power Plant Harweel Power Plant 125,000,000 EPC ITB

Ministry of Oil & Gas - Iran to Oman Subsea Natural Gas Pipeline Sohar Gas 600,000,000 FEED

Oman Gas Company - Murayrat PLS Upgrade Adam Ad Dakhliya Gas Processing 100,000,000 Engineering & Procurement

Oman Gas Company - Muscat Gas Network Muscat Gas Network 100,000,000 FEED ITB

Oman Gas Company - Duqm Gas 250,000,000 EPC ITBSaih Nihayda to Duqm Special Economic Zone Gas Pipeline

Oman Gas Company - Salalah Loopline Salalah Gas Pipeline 70,000,000 Engineering & Procurement

Oman Gas Company - Salalah LPG Extraction Salalah Liquefied Petroleum Gas (LPG) 100,000,000 FEED

Oman Oil Company - Salalah Ammonia Plant (Luban) Salalah Ammonia 750,000,000 EPC ITB

OMPET - Sohar PTA/ PET Sohar Purified Teraphtalic Acid (PTA) 850,000,000 EPC ITB

OMPIA - Metaxylene/Purified Isophthalic Acid Plant Sohar Purified Teraphtalic Acid (PTA) 500,000,000 FEED

OOCEP - Block 60 Concession - Onshore Oman Oil & Gas Field 1,100,000,000 Engineering & Procurement

Orpic - Liwa Plastics Industries Complex (LPIC) - Sohar Natural Gas Liquefaction (NGL) 400,000,000 Engineering & ProcurementNGL Extraction Units

Orpic - Liwa Plastics Industries Complex (LPIC) - Sohar Gas 400,000,000 Engineering & ProcurementNGL Pipeline

Orpic - Liwa Plastics Industries Complex (LPIC) - Sohar Polyethylene 800,000,000 Engineering & ProcurementPolyethylene and Polypropylene Units

Orpic - Liwa Plastics Industries Complex (LPIC) - Steam Cracker Sohar Ethylene 2,900,000,000 Engineering & Procurement

Orpic - Liwa Plastics Industries Complex (LPIC) Overview Sohar Polyethylene 6,500,000,000 Engineering & Procurement

Orpic - Muscat-Sohar Product Pipeline (MSPP) Muscat Oil 320,000,000 Construction

Orpic - Sohar Refinery Improvement Project (SRIP) Sohar Refinery 1,500,000,000 Construction

OTTCO - Duqm Refinery - Ras Markaz Crude Oil Terminal Pipeline Duqm Oil 250,000,000 FEED

OTTCO - Main Line Oil - Ras Markaz Crude Oil Terminal Pipeline Duqm Oil 300,000,000 FEED

OTTCO - Ras Markaz Crude Oil Park - Crude Storage Facility Duqm Oil Storage Tanks 80,000,000 EPC ITB

OTTCO - Ras Markaz Crude Oil Park - Export Terminal Duqm Oil Storage Terminal 400,000,000 EPC ITB

PDO - Amal Steam Phase 1C Surface Facilities Amal Oilfield Gas Field Development 80,000,000 Engineering & Procurement

PDO - Amal Steam Phase 1C-2 Amal Oilfield Oil Field Development 300,000,000 EPC ITB

PDO - Ghaba North Gas Field Re-Development Northern Oman Gas Field Development 250,000,000 Engineering & Procurement

PDO - Khulud Tight Gas Development Project (KLD) Kauther Field Gas Field Development 100,000,000 Feasibility Study

PDO - Lekhwair Combined Cycle Power Plant Lekhwair Power Plant 400,000,000 EPC ITB

PDO - Rabab-Harweel Integrated Plant (RHIP) Harweel Gas Processing 3,000,000,000 Construction

PDO - Saih Nihayda Condensate Stabilization Plant Saih Nihayda Gas Treatment Plant 115,000,000 Construction

PDO - SRCPP & SNGP Condensate Recovery Maximisation Saih Nihayda Gas Processing 300,000,000 Construction

PDO - Yibal Depletion Compression - Phase 3 (Y3DC) Yibal Gas Processing 300,000,000 Construction

PDO - Yibal Khuff Sudair Field Development Northern Oman Oil Field Development 3,000,000,000 Construction

PDO - Zauliah Gas Plant Project Al Wusta Gas Processing 110,000,000 Construction

OIL, GAS AND PETROCHEMICAL PROJECTS - OMAN


Project Name PDO - YIBAL KHUFF SUDAIR FIELD DEVELOPMENT

Name of Client Petroleum Development Oman (PDO )

Estimated Budget ($ US) 3,000,000,000

Facility Type Oilfield Development

Status Construction

Project Start Q1-2011

End Date Q1-2019

FEED PDO - WorleyParsons FEED Office

PMC Petrofac

Main Contractor PetrofacGalfar Engineering & Contracting SAOG

Contract Value (US$) 900,000,000

Award Date Q3-2015

Project DatabankCompiled by Data Media Systems

Project Summary

Background

Project FocusCompiled by Data Media Systems

Project Scope

Plant design capacity: • Gas: 6.6 MM sm3/d • Oil: 4,000m3/d • Water: 4,000 m3/d

PDO plans to develop Yibal Khuff and Sudair reservoirs at the Yibal field in the north of the country, which are located at depths of around 3,000 metres. Yibal Khuff(YK) is an onshore project consisting of 47 wells and a Central Processing Facility (CPF) to produce the sour gas from YK Sudair Reservoir.

Project Status

Date Status

16 Mar 2016 Galfar Engineering & Contracting wins the construction contract for the Central Processing Facility. The contract is valued at US$299 mn.

26 Jan 2016 Around 20 per cent of the detailed engineering is completed. PDO plans to complete all the engineering works before the end of Q2 2017.

14 Jun 2015 Petrofac has been awarded a contract worth US$900 mn. Under the terms of the contract, Petrofac will be providing detailed engineering, andPMC services and procurement for four and a half years.

11 Jun 2015 The FEED study has been completed.

10 Apr 2013 6 contractors have been pre-qualified to bid for the EPC contract.

11 Dec 2012 The basic design has been completed. The FEED study will start on 18 December 2012 and will take 12-18 months to complete. PDO-FEED Officewill do the FEED.

15 Feb 2012 PDO invited international contractors to submit prequalification documents for the FEED-Detailed Engineering and Procurement (FEED-EP)contract by 2 March 2012.



تالــــــيلحت

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M˘óhO fi«˘£˘á GaÎGV°˘«˘á Jù°˘à˘óY˘» Gd˘µû°˘∞ h–ój˘óGŸƒb™ GdØƒQ… ‘ Yª∏«á T°Ñ«¡á Hà∏∂ GŸù°àîóeá Y∏≈Gdù°˘˘˘˘˘˘˘˘˘˘˘˘Ø˘˘˘˘˘˘˘˘˘˘˘ø GEPG ” GNÎG¥ g˘˘˘˘˘˘˘˘˘˘˘ò√ G◊óhO, GE¤ L˘˘˘˘˘˘˘˘˘˘˘ÉfÖG’S°˘à˘é˘ÉH˘á Gd˘à˘∏˘≤˘ÉF˘«˘á d˘∏˘ë˘ƒGOç, hGd˘à˘» Jû°˘ª˘π JƒL«¬Gdà©∏«ªÉä dæóGAGä G’S°à¨ÉKá GCh Yª∏«Éä G’ENÓA.

h‘ M˘˘˘˘Éd˘˘˘˘á Jù°˘˘˘˘∏˘˘˘˘π ON˘˘˘˘ÓA GE¤ G’CU°˘˘˘˘ƒ∫, j˘˘˘µ˘˘˘ƒ¿ e˘˘˘øGŸª˘µ˘ø d˘∏˘£˘Éb˘º GŸà˘ƒGL˘ó ‘ e˘µ˘É¿ eoëü° sø )eæ£≤áGBe˘˘˘˘˘æ˘˘˘˘á fióOI( f˘˘˘˘≤˘˘˘˘π d˘˘˘˘≤˘˘˘˘£˘˘˘˘Éä c˘˘˘˘ÉeÒGä GŸôGb˘˘˘˘Ñ˘˘˘˘á GChGd˘˘˘à˘˘˘ƒGU°˘˘π YÈ TASVe˘˘™ Gd˘˘≤˘˘ƒGä Gdü°˘˘ój˘≤˘áz e˘ã˘πGdû°˘˘ôW˘˘á GCh M˘˘ôS¢ G◊óhO he˘É GE¤ Pd∂, he˘ƒG’J˘¡˘É `GCh’ HÉCh∫ ` ÃÉ jéô… c∏ªÉ GJ†°ëâ G’CeƒQ.

hjàº MÉd«É GS°àîóGΩ JµæƒdƒL«É GŸôGbÑá eø LÉfÖGd˘˘≤˘ÉF˘ªÚ Y˘∏˘≈ U°˘æ˘ÉY˘á M˘≤˘ƒ∫ Gd˘æ˘Ø˘§ Gd˘Ñ˘ë˘ôj˘á H˘¡˘ò√Gd£ôj≤á ◊ªÉjá GCU°ƒ∫ GdÑæ«á Gdàëà«á Gd©ÉŸ«á GŸ¡ªá

‘ ›É∫ GdæØ§ hGd¨ÉR. heø GŸõe™ GC¿ jàƒGU°π gòGGdàƒL¬ Oh¿ GCOf≈ T°∂.

eeøø GGŸŸææàà¶¶ôô JJõõGGjjóó YYóóOO GGddææÉÉbbÓÓää hhGGŸŸààûû°°ÉÉBBää GGdd©©ÉÉFFªªáá dd∏∏¨ÉÉRR GGdd££ÑÑ««©©»» GGŸŸùù°°ÉÉ∫∫

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ON˘˘∏â U°˘æ˘ÉY˘á Gd˘æ˘Ø˘§ hGd˘¨˘ÉR Gd˘©˘ÉŸ«˘á e˘ôM˘∏˘á e˘øaÉF†¢ GŸ©ôhV¢ Jî«º Y∏«¡É G’V°£ôGHÉä. aÉ’CS°©ÉQZÒ GŸù°˘˘˘˘˘à˘˘˘˘˘≤˘˘˘˘˘ôI hGŸƒGRf˘˘˘˘˘Éä GŸ≤˘˘˘˘˘«˘˘˘˘˘óI J˘˘˘˘˘£˘˘˘˘˘π H˘˘˘˘˘ôGCS°˘˘˘˘˘¡˘˘˘˘˘ÉcàëójÉä Wƒj∏á G’CLπ, hd«ù¢ ›ôO Y≤ÑÉä bü°ÒIGŸói. h’ T°∂, hG◊É∫ còd∂, GC¿ GŸû°¨∏Ú ‘ MÉLáGE¤ Y˘˘˘˘Ñ˘˘˘˘ƒQ g˘˘˘˘ò√ GŸôM˘˘˘˘∏˘˘˘˘á G◊ôL˘˘˘á H˘˘˘à˘˘˘©˘˘˘õj˘˘˘õ Gd˘˘˘µ˘˘˘Ø˘˘˘ÉAIGdàû°¨«∏«á, hgƒ gó± jóa™ Gd©ójójø fëƒ G’HàµÉQ eø

N˘Ó∫ J˘Ñ˘æ˘» Gd˘à˘µ˘æƒdƒL«Éä Gdà» Jù°ÉYó Y∏≈ G’EfàÉê,hJ≤∏π eø Gd£∏Ö Y∏≈ GŸƒGQO.

d¡òG Gdù°ÑÖ, ’ jéƒR Ÿû°¨∏» M≤ƒ∫ GdæØ§ GdÑëôjá‘ Gdû°˘˘˘˘ô¥ G’ChS°˘˘˘˘§ GC¿ j˘˘˘˘≤˘˘˘˘∏˘˘˘˘∏˘˘˘˘ƒG e˘˘˘ø T°˘˘˘ÉC¿ Gd˘˘˘µ˘˘˘Ø˘˘˘ÉAGä

Gd˘àû°˘¨˘«˘∏˘«˘á GŸª˘µ˘æ˘á - he˘ø Kº cØÉAGä Gdàµ∏Øá - Gdà»Áµ˘˘ø –≤˘˘«˘˘≤˘˘¡˘˘É H˘˘ÉS°˘˘à˘˘î˘˘óGΩ M˘˘∏˘ƒ∫ GŸôGb˘Ñ˘á GŸÓF˘ª˘á

HÉd£ôj≤á Gdü°ë«ëá.

G’Cf¶ªá GŸàµÉe∏áj˘˘˘˘©˘˘˘˘àÈ X˘˘˘˘¡˘˘˘˘ƒQ GŸôGb˘˘˘Ñ˘˘˘á Gd˘˘˘≤˘˘˘ÉF˘˘˘ª˘˘˘á Y˘˘˘∏˘˘˘≈ H˘˘˘ôhJ˘˘˘ƒc˘˘˘ƒ∫

G’EfÎfâ, Gd˘˘˘˘Ø˘˘˘˘ôU°˘˘˘˘á G’CcÌ GCg˘˘˘ª˘˘˘«˘˘˘á d˘˘˘∏˘˘˘≤˘˘˘£˘˘˘É´ ‘ g˘˘˘òGGdû°ÉC¿, GEP Jà«í Móhç G’fóeÉê GŸàµÉeπ HÚ GdØ«ójƒh›ªƒYá cÑÒI eø G’Cf¶ªá G◊«ƒjá GdàÉH©á ’CWôG±KÉdãá; eãπ Gdàëµº ‘ GdƒU°ƒ∫, hGdàëµº ‘ Gd©ª∏«Éä,hGdµû°∞ Gdµ«ª«ÉF», hG’S°àéÉHá ‘ MÉ’ä Gd£ƒGQÇ,Hπ hMà≈ GdôGOGQ. hGdØÉFóI GŸÑÉT°ôI eø hQGA Pd∂ GC¿G’Ce˘ô jù°˘à˘¨˘ô¥ Y˘óOG GCb˘π e˘ø G’CT°˘î˘ÉU¢, hhb˘à˘É GCb˘πŸôGbÑá G’Cf¶ªá Yæó JƒM«ógÉ - hHÉdàÉ‹ Gd≤óQI Y∏≈GEOGQJ˘¡˘É - ‘ H˘«˘Ä˘á hGM˘óI d˘∏˘≤˘«˘ÉOI hGŸôGb˘Ñá. ZÒ GC¿GŸ«˘˘˘õI G’CcÌ a˘˘˘ÉF˘˘˘óI d˘˘˘∏ù°˘˘ƒ¥ GŸ©˘˘æ˘˘«˘˘á H˘˘Éd˘˘à˘˘µ˘˘Éd˘˘«˘˘∞ g˘˘»Gdàë∏«π Gdób«≥ d∏Ñ«ÉfÉä Gdò… jƒaô√ gòG GŸù°àƒi eøGdàµÉeπ.

a˘˘˘˘Ñ˘˘˘˘«˘˘˘˘Éf˘˘˘˘Éä e˘˘˘˘ã˘˘˘˘π Gd˘˘˘˘à˘˘˘˘¨ÒGä ‘ OQL˘˘˘Éä G◊ôGQI GChGd†°˘˘˘˘˘ƒV°˘˘˘˘˘ÉA GCh GCOGA G’CL˘˘˘˘˘¡˘˘˘˘˘õI hGd˘˘˘˘˘ƒb˘˘˘˘˘ƒ± Y˘˘˘˘˘∏˘˘˘˘≈ GChL˘˘˘˘¬Gd˘≤ü°˘ƒQ h–ôc˘Éä GŸù°˘à˘î˘óeÚ ZÒ GŸ©àÉOI, Áµø

e˘ôGb˘Ñ˘à˘¡˘É Hù°˘¡˘ƒdá hGEMÉdà¡É, Y∏≈ fëƒ eàƒGU°π, YÈf˘˘˘˘¶˘˘˘˘ÉΩ GEOGQI GCe˘˘˘˘æ˘˘˘«˘˘˘á hGM˘˘˘ó d˘˘˘à˘˘˘ë˘˘˘ój˘˘˘ó GŸû°˘˘˘µ˘˘˘Óä b˘˘˘Ñ˘˘˘π

JØÉbª¡É. cªÉ Áµø GCj†°É J¡«Äá Gdæ¶ÉΩ fØù°¬ dàƒaÒGd˘˘˘˘˘Ñå GŸôF˘˘˘˘˘» Y˘˘˘˘˘É‹ Gd˘˘˘˘˘ƒV°˘˘˘˘˘ƒì )e˘˘˘˘˘ø GCb˘˘˘˘˘ôÜ fi£˘˘˘˘˘Éäc˘˘ÉeÒG( hGEJ˘˘ÉM˘˘á G’S°˘˘à˘˘é˘˘ÉH˘á/Gd˘à˘ë˘≤˘«˘≥ ‘ G◊ƒGOçJ˘∏˘≤˘ÉF˘«˘É Y˘∏˘≈ Gdû°˘ÉT°˘á GCK˘æ˘ÉA S°Ò Gd˘©ªπ dôa™ eù°àƒiGd˘µ˘Ø˘ÉAI. hH˘¡˘ò√ Gd˘£˘ôj˘≤˘á, j˘à˘«˘í OYº eôGbÑá GŸƒb™S°ôYá G’S°àéÉHá d∏à¡ójóGä, hÁµæ¬ ‘ Gdæ¡Éjá eæ™J˘Ø˘Éb˘º G◊ƒGOç Gd˘à˘» QÃÉ Jû°˘µ˘π N˘£˘ƒQI Y∏≈ GdÑû°ôhG’CeÉcø hG’CQHÉì.

e†°ÉYØá G’CU°ƒ∫ G◊Éd«áhH˘˘£˘˘Ñ˘˘«˘˘©˘á G◊É∫, H˘«˘æ˘ª˘É j˘¨˘∏Ö GS°˘à˘î˘óGΩ G’Cf˘¶˘ª˘á

Gd˘˘˘≤˘˘˘ÉF˘˘˘ª˘˘˘á Y˘˘˘∏˘˘˘≈ H˘˘˘ôhJ˘˘˘ƒc˘˘˘ƒ∫ G’EfÎfâ Y˘˘˘Éd˘˘˘«˘˘˘á Gd˘˘˘ƒV°˘˘ƒìd∏ªôGbÑá OGNπ GŸæû°ÉBä G◊ójãá ‘ Gdû°ô¥ G’ChS°§,

’j˘˘õG∫ g˘˘æ˘˘É∑ Y˘óOl g˘ÉF˘πl e˘ø Gd˘µ˘ÉeÒGä Gd˘à˘æ˘ÉX˘ôj˘ájù°˘à˘î˘óΩ ‘ GŸôGb˘Ñ˘á. hGERGA M˘é˘º H˘©†¢ GŸƒGb˘™, GE¤

LÉfÖ Gd≤«ƒO GŸØôhV°á Y∏≈ GŸƒGRfá, jà©òQ G’S°àÑóG∫hGS°™ Gdæ£É¥ d∏µÉeÒGä GdàæÉXôjá, e™ V°ôhQI G’CNò

‘ G’Y˘˘˘à˘˘˘Ñ˘˘ÉQ S°˘˘©˘˘» Gd˘˘©˘˘ój˘˘ó e˘˘ø GŸoû°˘˘¨˘˘∏Ú GE¤ J˘˘£˘˘ƒj˘˘ôGCU°˘˘˘˘ƒd˘˘˘˘¡˘˘˘˘º G◊Éd˘˘˘˘«˘˘˘˘á b˘˘˘˘Ñ˘˘˘˘π G’S°˘˘˘à˘˘˘ã˘˘˘ª˘˘˘ÉQ ‘ GŸû°˘˘˘ôhY˘˘˘ÉäG÷ójóI, hV°ªÉ¿ Yªπ GŸôGa≥ Gd≤óÁá hG÷ójóI e©É

Y˘∏˘≈ f˘ë˘ƒ e˘à˘µ˘Ée˘π. hj˘æ˘£Ñ≥ gòG, HƒL¬ NÉU¢, Y∏≈Oh∫ eãπ b£ô hGŸª∏µá Gd©ôH«á Gdù°©ƒOjá, M«å jµƒ¿GdàƒS°™ ‘ GŸû°ôhYÉä Hù°ÑÖ JÉQjï GŸæû°ÉCI Gd£ƒjπ gƒG’Ceô G’CcÌ T°«ƒYÉ.

he˘˘˘˘˘˘˘ø HÚ GŸª˘˘˘˘˘˘˘«˘˘˘˘˘˘˘õGä Gd˘˘˘˘˘˘˘µÈi ’Cf˘˘˘˘˘˘¶˘˘˘˘˘˘ª˘˘˘˘˘˘á GŸôGb˘˘˘˘˘˘Ñ˘˘˘˘˘˘áG◊ój˘ã˘á, Gd˘à˘» J˘àù°˘º H˘ÉEe˘µ˘Éf˘«á Gdàû°¨«π GŸàÑÉO∫ eø

M«å Lóhi Gdàµ∏Øá hS°¡ƒdá G’S°àîóGΩ, gƒ bóQJ¡ÉY˘˘˘∏˘˘˘≈ J˘˘˘ƒX˘˘˘«˘˘˘∞ GŸæ˘˘˘à˘˘˘é˘˘˘Éä Gd˘˘˘≤˘˘˘óÁá, e˘˘ã˘˘π Gd˘˘µ˘˘ÉeÒGäGd˘à˘æ˘ÉX˘ôj˘á Gd˘≤ÉFªá HÉdØ©π, hGdÑæ«á Gdàëà«á GÿÉU°áH˘¡˘É, hJ˘ƒU°˘«˘∏˘¡É HÉdàµæƒdƒL«É G◊ójãá, hJƒM«ógÉ ‘f¶ÉΩ jƒaô Lª«™ eõGjÉ Gdàëµº Gdôbª», GC… GCf¬ f¶ÉΩ

géÚ.g˘˘òG jo˘˘ë˘˘óç a˘˘ÉQb˘˘Ék c˘˘ÑÒGk Y˘˘∏˘˘≈ Qb˘˘º G’S°˘à˘ã˘ª˘ÉQGä

Gd˘µ˘∏˘» d˘à˘ë˘ójå GŸû°˘ôh´ )Y∏≈ S°Ñ«π GŸãÉ∫ GS°à≤óGΩeæü°Éä MØô LójóI GCh Hæ«á –à«á dƒLù°à«á eoëù°æá(M«å GEf¡É J¨æ» Yø G◊ÉLá GE¤ Gdàî∏ü¢ eø GŸôGa≥Gd≤óÁá hGEMÓd¡É HÉCNôi LójóI. aª™ GCf¶ªá Gdàû°¨«πGŸàÑÉO∫, Áµø GS°à≤óGΩ fi£Éä GdµÉeÒGä G÷ójóI

gò√ Hù°ôYá hS°¡ƒdá, hL©∏¡É J©ªπ LæÑÉ GE¤ LæÖ e™Gd˘˘µ˘˘ÉeÒGä Gd˘˘≤˘˘ÉF˘˘ª˘˘á H˘˘Éd˘˘Ø˘˘©˘π, hGd˘Ñå ‘ f˘¶˘ÉΩ Qb˘ª˘»hGMó d∏àëµº hGŸôGbÑá.

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GGSS°°ààîîóóGGΩΩ GGCCff¶¶ªªáá eeôôGGbbÑÑáá eeààµµÉÉee∏∏áá ÁÁµµøø GGCC¿¿ jjƒƒDDOO…… GGEE¤¤ ccØØÉÉAAII ‘‘ GGddààûû°°¨««ππ hhGGddààµµÉÉdd««∞∞

‘ gòG GŸ≤É∫, j≤óΩ Lƒ¿ eÉcÉ…, eø T°ôcá M∏ƒ∫ GŸôGbÑá Gd©ÉŸ«á scitcenyS,f¶ôI YÉeá Y∏≈JƒL¡Éä JµæƒdƒL«É GŸôGbÑá G◊Éd«á ◊≤ƒ∫ GdæØ§ GdÑëôjá PGä Gdü°∏á Hù°ƒ¥ Gdû°ô¥ G’ChS°§.


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‘ G÷ƒOI hGdü°ëá hGdù°Óeá, d«ƒDcó Hòd∂ QjÉOJ¬ ‘U°æÉYá Gdõjƒä hGdû°ëƒΩ ‘ GŸæ£≤á.

hcÉ¿ eü°æ™ GEjæƒ∑ d∏õjƒä hGdû°ëƒΩ )PMOLE(‘LÑπ Y`∏» b`ó Mü°π Y∏≈ T°``¡ÉOI G’Cjõh1009:8002d˘˘˘˘æ˘˘˘˘¶˘˘˘˘ÉΩ GEOGQI G÷ƒOI hT°˘˘˘¡˘˘˘ÉOI G’Cj˘˘˘õh 4002:10041dæ¶ÉΩ GEOGQI GdÑ«Äá hT°¡ÉOI G’Cjõh 7002:10081dæ¶ÉΩGEOGQI Gdü°ëá hGdù°Óeá GŸ¡æ«á, hg» Lª«©É J©àÈ eø

Gdû°¡ÉOGä Gd≤«ÉS°«á Gd©ÉŸ«á GŸôeƒbá Gdà» J©µù¢ GdàõGΩGŸü°˘˘æ˘˘™ H˘˘à˘˘≤˘˘óË GCY˘∏˘≈ eù°˘à˘ƒj˘Éä GŸæ˘à˘é˘Éä hGÿóe˘Éäd©ªÓF¬.

‘ gòG Gdù°«É¥, bÉ∫ S°«∞ Mª«ó GdØÓS°», GdôF«ù¢Gd˘˘˘˘à˘˘˘˘æ˘˘˘˘Ø˘˘˘˘«˘˘˘ò… Ûª˘˘˘ƒY˘˘˘á GEj˘˘˘æ˘˘˘ƒ∑: J˘˘˘≤˘˘˘ƒΩ GEj˘˘˘æ˘˘˘ƒ∑ d˘˘˘∏˘˘˘õj˘˘˘ƒähGdû°ëƒΩ Hîóeá Gd©ªÓA ‘ b£ÉYÉä Gdù°«ÉQGä hGdæ≤πGdÑëô… hGdü°æÉYÉä, eø NÓ∫ WÉbá GEfàÉL«á JÑ∏≠ 003GCd˘˘˘˘˘∞ W˘˘˘˘˘ø eÎ… S°˘˘˘˘˘æ˘˘˘˘˘ƒj˘˘˘˘˘É ‘ eü°˘˘˘˘˘æ˘˘˘˘©˘˘˘˘«˘˘˘˘¡˘˘˘˘É H˘˘˘˘é˘˘˘˘Ñ˘˘˘˘π Y˘˘˘˘∏˘˘˘˘»hGd˘˘˘Ø˘˘˘éÒI. hH˘˘˘ë˘˘µ˘˘º Ge˘˘à˘˘Óc˘˘æ˘˘É d˘˘≤˘˘ÉY˘˘óI Y˘˘ª˘˘ÓA hGS°˘˘©˘˘áhe˘à˘©˘óOI Gd˘ã˘≤˘Éa˘Éä, fëôU¢ OheÉ Y∏≈ V°ªÉ¿ e£ÉH≤áeæàéÉJæÉ ’CY∏≈ GŸ©ÉjÒz. hMü°ƒdæÉ Y∏≈ gò√ Gdû°¡ÉOGäjãÑâ GC¿ eæàéÉä hYª∏«Éä GEjæƒ∑ J∏àõΩ HÉCY∏≈ GŸ©ÉjÒGd©ÉŸ«á ‘ G÷ƒOI hGdü°ëá hGdù°Óeáz.

gò√ Gdû°¡ÉOGä JƒDcó Y∏≈ QjÉOI eü°æ™ GEjæƒ∑ d∏õjƒähGdû°ëƒΩ ‘ LÑπ Y∏» ‘ U°æÉYá Gdõjƒä hGdû°ëƒΩ, H©óGdæéÉì Gdò… M≤≤¬ GŸü°æ™ GdôF«ù°» ‘ GdØéÒI, Mù°ÖGdû°ôcá.

he˘˘ø L˘˘Éf˘Ñ˘¬, b˘É∫ fiª˘ó U°˘ÉO¥, e˘ój˘ô Gd˘àù°˘ƒj˘≥ ‘GEj˘˘æ˘˘ƒ∑ d˘∏˘õj˘ƒä: d˘≤˘ó ‚ë˘æ˘É ‘ )GEj˘æ˘ƒ∑ d˘∏˘õj˘ƒä( ‘

–≤˘˘«˘˘≥ M†°˘˘ƒQm c˘˘ÑÒm ‘ Gdù°˘ƒ¥ Y˘ø W˘ôj˘≥ J˘ƒaÒ GCf˘ƒG´e˘˘˘˘Ñ˘˘˘˘à˘˘˘˘µ˘˘˘ôI he˘˘˘à˘˘˘ª˘˘˘«˘˘˘õI e˘˘˘ø e˘˘˘æ˘˘˘à˘˘˘é˘˘˘Éä Gd˘˘˘õj˘˘˘ƒä hGdû°˘˘˘ë˘˘˘ƒΩGŸü°ªªá dà©õjõ cØÉAI GŸôcÑÉä hbƒI –ª∏¡É h–ù°ÚGCOGF˘¡˘É. he˘ø N˘Ó∫ GCS°˘∏˘ƒH˘æ˘É GŸà˘µÉeπ ‘ GŸõê hGdàë∏«πhGdà©ÑÄá, Jæàè GEjæƒ∑ d∏õjƒä ›ªƒYá cÑÒI eø GdõjƒäHû°µπ eù°à≤π, hJ∏Ñ» GMà«ÉLÉä Gd©ªÓA ‘ GCcÌ eø 06Ohdá ‘ eæ£≤á Gdû°ô¥ G’ChS°§ hGCaôj≤«É hLæƒÜ T°ô¥

GBS°«É hT°Ñ¬ Gd≤ÉQI Gd¡æójáz.jéóQ HÉdòcô GC¿ eü°æ™ GEjæƒ∑ d∏õjƒä hGdû°ëƒΩ ‘

L˘Ñ˘π Y˘∏˘» d˘ój˘¬ e˘æû°˘ÉCI d˘∏àü°æ«™ JÑ∏≠ eù°ÉMà¡É 5GB’±eÎ e˘˘ôH˘˘™ J˘˘≤˘˘™ ‘ GŸæ˘˘£˘˘≤˘˘á G◊ôI H˘˘é˘˘Ñ˘˘π Y˘˘∏˘˘». hÁµ˘øRjÉOI WÉbà¡É G’EfàÉL«á eø 52GCd∞ Wø eÎ… GE¤ 05GCd∞ Wø eÎ…, eø NÓ∫ Qa™ GdµØÉAGä Gdàû°¨«∏«á.

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Y˘∏˘ª˘É H˘ÉC¿ )c˘«˘ª˘«˘É( eû°˘ôhl eû°Î∑l e˘æ˘ÉU°˘Ø˘ák HÚS°˘ÉH∂ hGEcù°˘ƒ¿ Gd˘©˘ôH˘«˘á d˘∏˘µ˘«˘ª˘ÉhjÉä GdàÉH©á ’Ecù°ƒ¿eƒH«π G’Ceôjµ«á, hg» T°ôjµá ‘ YóO eø eû°ôhYÉäGdü°æÉYÉä Gdàëƒj∏«á ‘ GŸª∏µá Gd©ôH«á Gdù°©ƒOjá.

hH˘©˘ó Gd˘àû°˘¨˘«˘π Gd˘µ˘Ée˘π, eø GŸàƒb™ GC¿ jƒaô eü°æ™GŸ£É• eÉ jõjó Y∏≈ 004GCd∞ Wø eÎ… S°æƒjÉ eø

GŸ£˘˘É•, hGd˘˘Ñ˘˘ƒd˘˘«˘˘ª˘˘ôGä G◊ôGQj˘˘á, hGd˘µ˘ôH˘ƒ¿ G’CS°˘ƒOÿóe˘˘á G’CS°˘˘ƒG¥ GÙ∏˘˘«˘˘á hGd˘˘©˘˘ÉŸ«˘˘á Gd˘˘æ˘˘ÉT°˘˘Ä˘˘á ‘ GBS°˘˘«˘É

hGdû°ô¥ G’ChS°§.

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GCU°óQä dƒjóR Qjéù°Î GŸôM∏á G’Ch¤ eø eòcôGJ¡É GdàƒL«¡«á d∏£ÉFôGä Hóh¿W«ÉQ hGCf¶ªá Gd£ÒG¿ G’B‹ )SAU(, hGdà» eø T°ÉCf¡É eæí GŸû°q∏Ú ‘ b£ÉYÉäGd˘˘£˘Éb˘á hGdü°˘æ˘ÉY˘Éä Gd˘Ñ˘ë˘ôj˘á Gd˘ã˘≤˘á ‘ GS°˘à˘î˘óGΩ GCf˘¶˘ª˘á Gd˘£ÒG¿ G’B‹ ’EL˘ôGA

Y˘˘ª˘˘∏˘˘«˘˘Éä G’S°˘˘à˘˘£˘˘Ó´ ◊≤˘˘ƒ∫ Gd˘˘æ˘˘Ø˘˘§ Gd˘Ñ˘ë˘ôj˘á hGdÈj˘á, hY˘ª˘∏˘«˘Éä Gd˘Ø˘ëü¢ GCK˘æ˘ÉAGÿóeá, Mù°ÑªÉ Pcôä Gdû°ôcá.

hb˘É∫ f˘«˘É∫ e˘Éc˘ƒ’Ω, e˘ój˘ô J˘µ˘æ˘ƒd˘ƒL«É GŸ©∏ƒeÉä Hû°ôcá dƒjóR Qjéù°Î: f≤ƒΩH˘à˘£˘ƒj˘ô g˘ò√ GŸòc˘ôGä Gd˘à˘ƒL˘«˘¡˘«á dàƒaÒ e©É÷á eàù°≤á d∏ªîÉWô Yæó GS°àîóGΩGCf˘¶˘ª˘á Gd˘£ÒG¿ G’B‹ hGd˘£˘ÉF˘ôGä H˘óh¿ W˘«˘ÉQ, hPd∂ ’Y˘à˘Ñ˘ÉQGä Jû°˘¨˘«˘∏˘«˘á Y˘ª∏«á

e˘˘˘à˘˘˘©˘˘˘∏˘˘˘≤˘˘˘á H˘˘˘Éd˘˘˘∏˘˘˘ƒGF˘˘˘í hGŸù°˘˘˘à˘˘˘î˘˘˘óeÚ, hG÷ƒOI hGdù°˘˘˘Óe˘˘˘á, hG’CL˘˘˘¡˘˘˘õI hGdÈ›«˘˘ÉähGd©ª∏«Éäz.

hjàº Gdàëµº ‘ GCf¶ªá Gd£ÒG¿ G’B‹ Yø Ho©ó GCh Hû°µπ eù°à≤π, dà≤∏«π G◊ÉLá’EQS°É∫ GŸù°àîóeÚ GE¤ GdÑ«ÄÉä GÙØƒaá HÉıÉWô hGdàëójÉä. hg» Jƒaô HójÓka˘˘©˘˘É’k d˘˘∏˘£˘ô¥ Gd˘à˘≤˘∏˘«˘ój˘á d˘à˘≤˘«˘«˘º ha˘ëü¢ Gd˘àû°˘¨˘«˘π GCK˘æ˘ÉA Gÿóe˘á, hN˘ÉU°˘ák Gd˘Ño˘æ˘≈hG’CU°˘˘ƒ∫ Y˘˘∏˘˘≈ GQJ˘˘Ø˘˘ÉY˘˘Éä c˘˘ÑÒI, hGŸƒGb˘˘™ Gd˘˘à˘˘» jü°˘˘©Ö Gd˘˘ƒU°˘˘ƒ∫ GEd˘˘«˘¡˘É hGd˘Ñ˘«˘Ä˘ÉäGÿ£ôI. hJàÑæ≈ T°ôcÉä cÈi, eãπ T°pπ heÒS°∂ d∏ëØô V°ªø T°ôcÉä GCNôi,

gò√ GdàµæƒdƒL«É GŸÑàµôI. hbó GCLôä eÒS°∂ d∏ëØô hT°ôcÉhDgÉ YóOG eø GdóQGS°ÉäGd˘˘˘à˘˘˘é˘˘˘ôj˘˘˘Ñ˘˘˘«˘˘˘á H˘˘˘Éd˘˘˘à˘˘˘©˘˘˘Éh¿ e˘˘˘™ d˘˘˘ƒj˘˘˘óR Qj˘˘˘éù°Î d˘˘˘à˘˘˘≤˘˘˘«˘˘˘«˘˘˘º b˘˘óQGä GCf˘˘¶˘˘ª˘˘á Gd˘˘£ÒG¿ G’B‹d˘ÓS°˘à˘µû°˘É± Y˘∏˘≈ GQJ˘Ø˘ÉY˘Éä c˘ÑÒI h‘ e˘æÉW≥ U°©Ñá. hS°«éô… –ójå GŸòcôGäGd˘à˘ƒL˘«˘¡˘«˘á, Gd˘à˘» Jü°˘óQg˘É d˘ƒjóR Qjéù°Î, Hü°Øá eæà¶ªá dàƒaÒ GCMóç GŸ©∏ƒeÉäGd©ª∏«á ‘ eƒV°ƒYÉä eãπ Gd£ôj≤á G’Ceãπ ’S°àîóGΩ GCf¶ªá Gd£ÒG¿ G’B‹ dØëü¢GŸæÉW≥ GÙü°ƒQI, hgƒ GCeô eà©∏≥ Hà£Ñ«≤Éä Gd£Ébá hGdà£Ñ«≤Éä GdÑëôjá Y∏≈ hL¬Gÿü°ƒU¢, M«å Jµƒ¿ G’S°à£ÓYÉä YÉd«á G÷ƒOI e£∏ƒHá. h‘ gòG Gdù°«É¥, U°ôìcôjù¢ Jû°É„, QF«ù¢ GdÑëƒç G’ES°ÎGJ«é«á Hû°ôcá dƒjóR Qjéù°Î, H≤ƒd¬: d≤ó cÉ¿eø T°ÉC¿ Gdà£ƒQGä Gdù°ôj©á ‘ ›É∫ G’CL¡õI hGdÈ›«Éä, hGdà» Jû°ªπ G’S°à≤ôGQ

‘ G÷ƒ hGCOhGä Gdàî£«§ ŸÉ bÑπ Gd£ÒG¿ hJµæƒdƒL«É Gdµû°∞ Yø Gd©ƒGF≥ hJØÉOj¡É,–ƒj˘˘˘˘π g˘˘˘ò√ Gd˘˘˘£˘˘˘ÉF˘˘˘ôGä Gdü°˘˘˘¨ÒI GE¤ GCOhGä Y˘˘˘ª˘˘˘π ›ój˘˘˘áz. hGCV°˘˘˘É±: GE¤ L˘˘˘ÉfÖ

Gdà£Ñ«≤Éä GÿÉV°©á d∏àéôHá hG’NàÑÉQ, eãπ GdØëü¢ G’Beø ’CU°ƒ∫ eóGNø Gdû°©ÓähGd˘Ñ˘æ˘≈ Gd˘à˘ë˘à˘«˘á GÿÉQL˘«˘á G◊«˘ƒj˘á G’CNôi, fà©Éh¿ GCj†°É e™ QhGO Gdü°æÉYá d∏àªµøe˘ø a˘ëü¢ G’CL˘õGA Gdù°˘Ø˘∏˘«˘á d˘Ño˘æ˘≈ M˘≤˘ƒ∫ GdæØ§ GdÑëôjá hGdù°Øø GdÑëôjá hG’CeÉcøGÙü°ƒQI eãπ U°¡ÉQjè Gdàîõjø. he™ –ù°Ú G’EeµÉfÉä, f©à≤ó GC¿ GCf¶ªá Gd£ÒG¿G’B‹ S°ààªµø eù°à≤ÑÓk eø GJÑÉ´ eù°ÉQGä WÒG¿ fióOI eù°Ñ≤É Hû°µπ eù°à≤π, ‡Éjà«í Obá GCcÈ Yæó Gd≤«ÉS¢, hLª™ GŸõjó eø GdÑ«ÉfÉä GŸÓFªá, e™ aëü¢ Yª∏«á Lª™GdÑ«ÉfÉä ‘ hbâ a©∏»z.

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hb©â T°ôcá Hôjàû¢ HÎhd«ƒΩ heƒDS°ù°á GdÑÎh∫ Gdµƒjà«á Y∏≈ GJØÉb«á GEWÉQjá dÑëåGd˘˘˘˘Ø˘˘˘˘ôU¢ GŸª˘˘˘˘µ˘˘˘˘æ˘˘˘˘á d˘˘˘˘ÓS°˘˘˘˘à˘˘˘˘ã˘˘˘˘ª˘˘˘ÉQ hGd˘˘˘à˘˘˘©˘˘˘Éh¿ ‘ eû°˘˘˘ôhY˘˘˘Éä Gd˘˘˘æ˘˘˘Ø˘˘˘§ hGd˘˘˘¨˘˘˘ÉR hGd˘˘˘à˘˘˘é˘˘˘ÉQIhGdÑÎhc«ªÉhjÉä ‘ GŸù°à≤Ñπ, Hëù°Ö Hôjàû¢ HÎhd«ƒΩ. hbó hb™ G’JØÉb«á cπl eø HƒÜOGO‹, GdôF«ù¢ GdàæØ«ò… dû°ôcá Hôjàû¢ HÎhd«ƒΩ, hfõGQ fiªó Gd©óS°ÉÊ, GdôF«ù¢GdàæØ«ò… ŸƒDS°ù°á GdÑÎh∫ Gdµƒjà«á. hJôi Hôjàû¢ HÎhd«ƒΩ GC¿ G’JØÉb«á “¡ó Gd£ôj≥dµ∏àÉ Gdû°ôcàÚ ’EbÉeá G’S°àãªÉQGä GŸû°Îcá, hGdà©Éh¿ ‘ eû°ôhYÉä GdæØ§ hGd¨ÉR

‘ Gdµƒjâ hGdóh∫ G’CNôi. hU°ôì OGO‹ bÉFÓk :j©ƒO GdàõGΩ Hôjàû¢ HÎhd«ƒΩ ŒÉ√Gdµƒjâ GE¤ eû°ÉQcàæÉ ‘ Gcàû°É± M≤π GdæØ§ Gd©ªÓ¥ )HôbÉ¿( ‘ KÓK«æ«Éä Gd≤ô¿GŸÉV°», hgÉfëø Gd«ƒΩ fù°©≈ ’EWÉdá GdØÎI Gd©ªôjá d∏ë≤πz. hGCV°É±:fà£∏™ d∏©ªπ

e™ eƒDS°ù°á GdÑÎh∫ Gdµƒjà«á Ÿù°ÉYóI Gdµƒjà«Ú Y∏≈ GS°à¨Ó∫ cÉaá G’EeµÉfÉä GŸàÉMáeø eƒGQO GdæØ§ hGd¨ÉR HÉdóhdá, hGS°àµû°É± GdØôU¢ G÷ójóI Y∏≈ Gdü°©«ó Gd©ÉŸ»z.

hGE¤ L˘˘ÉfÖ –ù°Ú e˘˘©˘˘ó’ä GS°ÎOGO Gd˘˘æ˘˘Ø˘˘§ hGd˘˘¨˘˘ÉR e˘˘ø b˘˘ÉY˘óI GŸƒGQO G◊Éd˘«˘áHÉdµƒjâ, Jû°ªπ G’JØÉb«á GCj†°É G’ŒÉ√ dÑëå aôU¢ G’S°àãªÉQ GŸû°Î∑ ‘ Gcàû°É±

M˘≤˘ƒ∫ Gd˘æ˘Ø˘§ hGd˘¨˘ÉR ‘ GŸù°˘à˘≤˘Ñ˘π H˘óGN˘π Gd˘µƒjâ hÃæÉW≥ GCNôi ‘ Gd©É⁄. hJû°ªπY˘æ˘ÉU°˘ô G’J˘Ø˘Éb˘«˘á G’CN˘ôi U°˘Ø˘≤˘Éä Gd˘àéÉQI GŸù°à≤Ñ∏«á ‘ GdæØ§ hGd¨ÉR, cªÉ Jû°ªπGCj†°É GŸàÉLôI ‘ Gd¨ÉR GŸù°É∫ hGŸû°ôhYÉä PGä Gdü°∏á.

hHóhQ√, bÉ∫ OGa«ó f«µƒ’S¢, QF«ù¢ GŸµàÖ Gdü°ëØ» ÃéªƒYá Hôjàû¢ HÎhd«ƒΩ:hbs©æÉ GJØÉb«á GEWÉQjá GCS°ÉS°«á e™ eƒDS°ù°á GdÑÎh∫ Gdµƒjà«á M«å JôH£æÉ YÓbá “àó

e˘æ˘ò S°˘æ˘ƒGä Y˘ój˘óI H˘Éd˘µ˘ƒjâ. hS°˘ƒ± fƒGU°π Gd©ªπ GŸû°Î∑]e˘™ e˘ƒDS°ù°á GdÑÎh∫Gdµƒjà«á[’càû°É± GŸõjó eø GdØôU¢ G÷ójóI hGd©ÉŸ«áz.

hÃƒLÖ G’JØÉb«á, jàº GCj†°É Hëå aôU¢ Gdà©Éh¿ hG’S°àãªÉQ ` YÉŸ«É ` ‘ eû°ôhYÉäb˘˘£˘˘É´ Gd˘˘æ˘˘≤˘˘π hN˘˘£˘˘ƒ• G’Cf˘˘ÉH˘˘«Ö hGd˘˘ÑÎhc˘˘«˘˘ª˘˘Éhj˘˘Éä, hjû°˘˘ª˘˘π Pd∂ GEe˘˘µ˘˘Éf˘˘«˘˘á J˘ƒX˘«˘∞J˘˘µ˘˘æ˘˘ƒd˘˘ƒL˘˘«˘˘É Gd˘˘Ñ˘˘ÉQGc˘˘õj˘˘∏Ú GŸª˘˘∏˘˘ƒc˘˘á dû°˘˘ôc˘á H˘ôj˘àû¢ HÎhd˘«˘ƒΩ c˘é˘õA e˘ø eû°˘ôhY˘ÉäGdÑÎhc«ªÉhjÉä GdàÉH©á ŸƒDS°ù°á GdÑÎh∫ Gdµƒjà«á.

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تعنى بالنفط والغاز ومعالجة الهيدروكربون

القسم العربي

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J≤æ«Éä Mójãá ŸôGbÑá M≤ƒ∫ GdæØ§ GdÑëôjá ............................................................................................. 9

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

Arminox Gulf FZCO ................................................................................................36

Asturi Metal Builders (M) SDN BHD ................................................................51

Axis Communications FZE ..................................................................................13

Bulk S.r.L.....................................................................................................................33

CompAir ......................................................................................................................35

DMG World Media Abu Dhabi Ltd (ADIPEC 2016) ....................................49

DMI International....................................................................................................39

Hi-Force Ltd ..............................................................................................................30

Industrie Cometto S.p.A. ......................................................................................25

Inmarco FZC ................................................................................................................6

JD Neuhaus ..............................................................................................................11

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

Kaeser Kompressoren FZE ......................................................................................2

M.A. Qaiser Industrietechnik GmbH ................................................................24

Oman Cement Company......................................................................................15

RSI Group ..................................................................................................................21

Ruth's Chris Steak House (Shipping & Marine Get-Together) ..............46

Sabin Metal Corporation ........................................................................................9

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

Sledgehammer Oil Tools Private Limited ......................................................27

Tank International Petroleum Equipment ....................................................17

Tendeka ......................................................................................................................23

Top Oilfield Industries Ltd FZC ..........................................................................22

Trans Asia Pipeline Services FZC ......................................................................19

Tratos Cavi S.p.A. ....................................................................................................10

ADVERTISERS INDEX



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Documents

Oil Review Middle East 4 2016