< Previous20 COVER STORY oilandgasmiddleeast.com SEPTEMBER 2020 stitute in Saudi Arabia, and this is what has made SPSP a distinguished icon in vocational training. What is SPSP’s long-term vision and strategy? SPSP’s strategy is aligned with Saudi Vi- sion 2030 to be an effective enabler for the greater Saudization goals. It provides the highest standard of expertise to the energy industry with respect to work- force development. SPSP has undergone a major transformation process in the last two years and has been working with oil & gas companies to increase op- portunities for Saudis and provide them with the right skills. SPSP is also supported by the TVTC and guided by the MoE to expand to other areas in Saudi Arabia and transfer the SPSP system to industrial sectors to meet their demands, and to ensure that the SPSP excellence system is trans- ferred and implemented. Moreover, our strategy is to establish a certification hub in Saudi Arabia and to expand SPSP services to the GCC and other countries. How do oil and gas companies fit into the SPSP vision? SPSP has more than 124 oil & gas part- nering companies. SPSP sets the exam- ple of a strong partnership in sponsoring newly hired trainees for the two year training program. SPSP also provides oil and gas companies with a variety of training programmes in different spe- cialities and durations with a true spirit of partnership. We have successfully collaborated to meet local content objec- tives and we have plans to expand local content with a greater scope. We have a shared objective of increasing the num- ber of sponsored young Saudis, which is expected to reach 6,000 diploma graduates with guaranteed jobs by 2025. This is a major change relative to SPSP’s accomplishments in the past 12 years. What is the importance of HSE pro- grammes in and after a crisis like the one we are currently in? The Health Safety and Environment (HSE) programme is of paramount importance to SPSP, being a technical training institute where the focus is on hands on practice inside of the training shops. “THE BIGGEST SUCCESS IS THAT SPSP STARTED WITH ONE INSTITUTE AND NOW IT HAS GROWN TO THREE INSTITUTES, ENRICHING THE LOCAL MARKET WITH 8,000 YOUNG SAUDIS ...” SPSP was founded in 2008 by the Ministry of Energy, the Technical and Vocational Training Corporation, Saudi Arabian Chevron, Saudi Aramco and Aramco Gulf Operations, and HRDF is the main supporter. 21 COVER STORY oilandgasmiddleeast.com SEPTEMBER 2020 HSE is also one of the 12 diploma programmes offered at SPSP. After the pandemic, we have a plan to expand our HSE programme to a more advanced programme that will support oil & gas companies. Currently, we are reviewing the programme with the companies to ensure that we address specific techni- cal and compliance requirements. The programme will be very specialized. What were some of SPSP’s biggest recent successes? SPSP is considered the first and leading Institute and since its inception, SPSP has been a success story in the oil & gas sector. The biggest success is that SPSP started with one institute and now it has grown to three institutes, enriching the local market with 8,000 young Saudis while supporting the establishment of their social life and empowering them to start their career with confidence. Another recent big success was the establishment of the Engineering and Technical Center focusing on engineer development. The programme started with the ACT-Engineering programme which is supported by Saudi Aramco - Refining, that aims at training and cer- tifying engineers with hands-on training . The center has expanded to training and certifying engineers outside of Saudi Arabia as well. How has digitalization impacted the way SPSP works? During this pandemic, SPSP started a distance learning programme for all SPSP trainees in 19 cities in Saudi Ara- bia, following the unexpected sudden suspension of classes due to the impact of the COVID-19 pandemic. The experi- ence has been very successful with ex- cellent results and attendance reaching 95%, which shows the high dedication levels among young Saudis towards learning. Our investment in technology has paid off, as our teaching material has been digitized, enabling SPSP trainees to access it remotely. We have a plan to upgrade our virtual training to en- Bassam Al-Bokhari, CEO of SPSP22 COVER STORY oilandgasmiddleeast.com SEPTEMBER 2020 able trainees to access objective-based material. At present, we are partnering with universities in Saudi Arabia to start a project together to establish virtual learning. Tell me about the women’s vocational training programme, and its place in SPSP’s overall growth. SPSP is introducing “Women-at-Work training” among other programmes to encourage more diversity at work by providing equal opportunities for young Saudis to work in the oil & gas indus- try. The programme will start with a diploma in electrical technology and one for safety officers. The programme will be accredited. We are prepared to ensure that women’s training is in line with our traditions and culture which reserve all respect to Saudi women during training and work. This training programme is expected to gradually gain momentum like other SPSP programmes, covering all 12 diploma subjects offered at SPSP. What are some SPSP programmes for high school graduates, and some suc- cess stories from diploma recipients? I cannot forget any of the moments when our graduates’ parents have shared their stories with us about how the SPSP training programme has provided their sons with confidence, independence, and allowed them to make successful contributions to society. We have gradu- ated 8,000 young Saudis, but in reality we have been an enabler for these young men to start new jobs, build their homes, and start new endeavors by having fami- lies contributing to Saudi community. How does SPSP fit into the IKTVA locali- sation programme in KSA? We are considered a major contributor to IKTVA through supporting local and international companies in their journey to develop human capital in Saudi Arabia. Companies which are engaged in any project are required to participate. SPSP’s role is to partner with these companies to accomplish their training commitments under the IKTVA program. Do you have international growth plans? SPSP is well known in the Gulf and MENA region and we have obtained 9 international accreditations. Ac- cordingly, the SPSP Board of Trustees has approved a plan to extend SPSP training to GCC countries, a plan which has already started and is expected to further expand. Our transformation plan is to become a global institute, develop- ing our presence in South Korea and France through our blue-chip ACT-Eng program. We are the first institute to go outside of Saudi Arabia to provide this service. We have plans to extend training and certification to GCC countries, and I believe this plan will soon become yet another successful milestone. How does SPSP set itself apart? SPSP started operating in 2008, based on partnerships with oil & gas companies and with the support of the govern- ment. Lately, several institutes have been “OUR TRANSFORMATION PLAN IS TO BECOME A GLOBAL INSTITUTE... WE HAVE PLANS TO EXTEND TRAINING AND CERTIFICATION TO GCC COUNTRIES, AND I BELIEVE THIS PLAN WILL SOON BECOME YET ANOTHER SUCCESSFUL MILESTONE. “23 COVER STORY oilandgasmiddleeast.com SEPTEMBER 2020 formed, following the SPSP partnership model but offering similar and different technical programmes. SPSP has sup- ported them all by sharing its 12 years of experience. SPSP differs from other institutes in the large scope and variety of training programmes which are not offered by other institutes, such as our engineering certification, contractors assurance and qualification certification programme, company employees certi- fication programme, and the women’s training programme. Moreover, SPSP is the only institute that is certified by 9 international accreditations for all of its programmes. How does sustainability play a role in SPSP’s programmes? Part of our transformation is to ensure the sustainability of oil & gas companies as well as SPSP. We will complete the value chain of human capital to ensure the graduates have adequate empow- erment, contribution to success of companies, and retention. Also, we will collaborate with oil & gas companies to engage with them in developing human capital after completion of the two-year diploma program. We have a plan to start 2021 with the additional pro- grammes, which will power the future. We will introduce an industrial job certification and energy leadership programme which will target the front- line leaders of oil & gas companies to develop leaders to shift their organiza- tion beyond its borders; To support enterprises in implementing a value system and governance system; To dis- cover and develop potential; To provide Saudis with the capability to lead at a higher scale; To proactively support the human resources system to develop skills and competencies; To retain em- ployees; And finally, to develop techni- cal and operational competencies. MIDDLE EAST ENERGY CONFERENCE 24 oilandgasmiddleeast.com SEPTEMBER 2020 INTRODUCING THE MIDDLE EAST ENERGY CONFERENCE W e are excited to announce the fi rst Middle East Energy Conference, a virtual event which will be held on 28 September. The Middle East Energy Conference is a one-day virtual event which will gather experts across the industry to discuss the future of oil and gas in a changing landscape. It comes at a crucial time for the oil and gas industry, as it looks towards a long- term recovery following an unprecendented market crisis. With a demand drop, global pandemic, and the resulting eff ects on oil and gas operations, 2020 has left the industry with more questions than answers when looking ahead, so we are bringing together the industry’s brightest minds to explore the most pressing issues of our time. To learn more about the event, for more information, or to learn how to participate, follow us on Twitter, Facebook, and LinkedIn, and subscribe to our twice-daily newsletter through our website, oilandgasmiddleeast.com. AGENDA We will hold three panel discussions to explore the most pressing topics facing our industry as we look ahead to a recovery following a historic, turbulent year. Key topics will include the role of digital technology in the industry’s COVID-19 recovery, the relevance of OPEC in the 2020s, and the energy transition. Panel 1: Digital technology in the oil and gas recovery Following the double pronged crisis in the oil and gas industry, we explore the emerging trends among operators in the recovery period. Panel 2: Is OPEC relevant in the 2020s? With the emergence of the US as a major oil and gas player, and following the market crisis, how important will OPEC be in the 2020s? Panel 3: Energy transition: Where does oil and gas fi t in? As the world moves towards a lower-carbon future, how are oil and gas companies shift ing focus to reduce their carbon footprint and invest in cleaner energy. More details will become available as we move closer to the event date, and reach out to Carla Sertin (carla.sertin@itp.com) for more information, and Mark Grennell (mark. grennell@itp.com) for information about the available sponsorship packages. Oil & Gas Middle East will connect industry leaders to share knowledge about the biggest topics of our time, after a historic year for the oil and gas sector25 ADVERTORIAL oilandgasmiddleeast.com SEPTEMBER 2020 Interoperability: The next step in our tech evolution While oil and gas companies continue to develop their technologies, it is imperative that they consider global interoperability as a key step towards unlimited growth. Written in partnership with SAI Global Standards Digital transformation stands to unlock $1.6 trillion worth of value for the oil and gas industry, but that number could rocket up to $2.5 trillion if organizational and opera- tional constraints are relaxed, the World Economic Forum wrote in 2017. Although technology is advancing globally, it is not being developed sym- metrically. Some parts of the world—and some industries—are more advanced than others, use different systems, and specific focus areas may differ. That would be fine if each area could operate in a vacuum, but for true technological evolution, we must consider global interoperability. While the oil and gas industry con- tinues to grow, it makes the world seem smaller—companies from Europe are partnering with their counterparts in the Middle East, who are partnering with other companies in Asia. As we become increas- ingly interconnected, we must be able to integrate our technologies so they can operate harmoniously with other systems. Planning for interoperability means unlocking growth in every direction, as the world continues to push forth its techno- logical advancements. In creating future technologies and their related systems, integration and interoperability must be taken into consideration. That is where ISO 15926 comes in. It is an international standard which assists organisations in creating and developing global interoperability through a common language: globally standardized data. ISO 15926 concerns the representation and exchange of data in terms of the life cycle of industrial plants. The standard specifies an ontology for asset planning in process plants, spearheading comprehen- sive and future-focused data integration in the oil and gas sector—it is also ap- plicable to refining, power generation, and manufacturing chemical and pharmaceu- tical products. The standard also archives important information, collecting and integrating plant life system information so that organisations can plan upgrades, optimise operations, and analyse trends. To optimize operations, we need clear communication—something that is impossible when systems are using dif- ferent languages. Interoperability allows interfaces within a system to be com- pletely understood, so it can work with other systems unrestricted by language. The importance of interoperability is that it allows organisations to consistently optimize their systems internally and ex- ternally with other organisations, breaking down barriers and limitations. ISO 15926 creates the possibility of building common data models, simplifying complex statements and communicating information more easily. Standardis- ing templates transforms rich semantic structures into practical components, and uses flexible but precise language for ontology building. To commit to interoperability requires agreement in four areas—Data, the format, interpretation and scope of the information to be exchanged; Delivery, the means by which the data is conveyed; Discovery, how companies, services, capabilities and data elements are identified and made accessi- ble to all parties; and Directives, which are the local, national, cross-border, business rules and legislation that must be account- ed for within the exchange process. 26 PROJECT FOCUS oilandgasmiddleeast.com SEPTEMBER 2020 The project involves construction of Yibal rejuvenation (Onshore Gas Recovery scheme). Yibal project is a rejuvenation of an old facility (30 years old), the rejuvenation is needed due to integrity and corrosion issues. It is expected that there are 30 leaks per week from yibal stations (A/B/C/D). PDO decided to demolish station B, C , D and divert there production to station A, including production of alhuwaisah, hanaya, and khulud fields to Yibal-A. The rejuvenation project will add offplot and onplot facilities to Yibal to sustain the production in 1 station. The project will make Yibal facilities more economical and commercial. BACKGROUND Name of Client PDO - Petroleum Development Oman Company Estimated Budget ($ US) 500,000,000 Facility Type Oil Field Development Sector Oil Gas Status Construction Location Yibal Project Start Q4-2014 End Date Q3-2021 Last Updated 11-08-2020 FEED Bilfinger Tebodin PMC PDO - Petroleum Development Oman Main Contractor Bilfinger Tebodin STS - Special Technical Services Award Date Q2-2017 FAST FACTS PROJECT SCOPE The project scope includes construction of the following: • The demolishing of station B, C , D and diverting there production to station A, including production of Alhuwaisah, Hanaya, and Khulud Fields to Yibal-A • The installation of new off-plot and on-plot facilities • Production wells drilling PDO - Yibal Rejuvenation27 PROJECT FOCUS oilandgasmiddleeast.com SEPTEMBER 2020 PROJECT STATUS PROJECT FINANCE Petroleum Development Oman is the client. DateStatus 11 Aug 2020Early operation of the new facilities is expected to begin by mid-2020. Full operation and handover are expected during Q3-2021. 11 Aug 2020 2 associated gas compressors have been fully commissioned while works on a large number of associated off -plot and on-plot systems are ongoing. The drilling of the production wells is underway with few wells remaining to be drilled. 30 Jun 2020Precision Engineering Consulting has recently completed its work at the project. 01 Jul 2019Testing and commissioning of A5 substation and its associated facilities have started. Commissioning of 8 multiport selector valves (MSV) has also begun. 07 Oct 2018STS has launched the construction stage. Precision Engineering Consulting (PEC) is STS’s construction sub-contractor. 06 Aug 2018Tebodin is fi nalizing the engineering designs. Construction work will begin in September 2018. 08 May 2018The detailed engineering will be concluded in 3 months. STS is preparing to start the construction work soon. 28 Mar 2018VBG Intech Valves Manufacturing wins control valve supply package for the project. 15 Feb 2018Vimec Valves International has been awarded a contract to supply double block & bleeding valves for the project. 14 Sep 2017 The construction activities will be done by STS followed a JV agreement signed between STS and Tebodin for the Yibal Rejuvenation project. PDO will handle the procurement. 14 Sep 2017 The detailed designs for the off -plot will be completed by the end of September 2017. The detailed designs of the on-plot facilities are progressing at 60% and scheduled to be completed by March 2018. 16 Aug 2017Demolition work of the fi rst facilities, on-plot begins. Installation works will start in October 2017. Jan 2016The detailed design contract is awarded to Tebodin and Partners. Dec 2015Tebodin completes the FEED studies. Dec 2014 Contractors are invited to pre-qualify for the Yibal Rejuvenation off -plot facilities construction contact. 18 December 2014 is the deadline to submit the qualifi cation documents. Project Announced4Q-2014 EPC ITB4Q-2014 FEED1Q-2015 Engineering & Procurement 1Q-2016 Construction 3Q-2018 Completed3Q-2021 PROJECT SCHEDULES CONTRACTORS Contract TypePre-QualifiedBiddersAwarded PMC • PDO - Petroleum Development Oman • PDO - Petroleum Development Oman • PDO - Petroleum Development Oman EPC • Bilfinger Tebodin • STS - Special Technical Services • Bilfinger Tebodin • STS - Special Technical Services • Bilfinger Tebodin • STS - Special Technical Services FEED• Bilfinger Tebodin• Bilfinger Tebodin• Bilfinger Tebodin Sub-Contractors-- • Siemens • VBG Intech Valves Manufacturing • PEC - Precision Engineering Consulting • Vimec Valves International • HIMA Group • ABB29-30 September 2020 Virtual Conference & Exhibition Official Publication:Organised By: VIRTUAL SOGAT 2020 VIRTUAL SOGAT 2020 will as ever be a technical showcase of the latest developments for those operating in the sour hydrocarbon industry and will feature new technology and developments in the Conference and Exhibition. The VIRTUAL SOGAT CONFERENCE will focus on : Sour Oil and Gas Operations - International and National developments in UAE, Oman, KSA, Kuwait, Europe, North America and South East Asia And will highlight presentations on; The VIRTUAL SOGAT EXHIBITION will feature new developments from Endress & Hauser, SMS, Duiker, Blasch Ceramics, OHL in particular with other companies showcasing their capabilities. SMART SRU’S PRE-INVESTMENT UTILIZING O2 ENRICHMENT TECHNOLOGY REDUCED THE NUMBER OF REQUIRED SRU’S FOR A GREENFIELD GAS PROCESSING FACILITY THE PRACTICAL BENEFITS OF SCO UNITS IN SRU’S ENERGY EFFICIENT DESIGN OF INDUSTRIAL PROCESS THROUGH LIFE CYCLE COST OPTIMIZATION THE APPLICATION OF ARTIFICIAL INTELLIGENCE IN THE MANAGEMENT OF LEGACY DATA FOR SOUR OIL & GAS FACILITIES. To attend and debate the presentations or to exhibit and benefit from displaying your company’s expertise please contact. Dr. Nick Coles nick@domeexhibitions.com +971504607286 https://t.ly/TIv529 PROJECTS oilandgasmiddleeast.com SEPTEMBER 2020 PROJECTS Ongoing and upcoming projects Information is supplied by DMS Projects GCC GAS – AUGUST 2020 ProjectCountryCitySectorFacilityBudgetAward DateStatus Completion Date AD Ports - ACT - Khalifa Port Liquid Storage Facility - Phase 1U.A.E.Abu DhabiGasGas Storage Tanks400,000,0002020-Q4FEED2022-Q2 ADNOC - Dusup - Jebel Ali Gas ReservoirU.A.E.Jebel AliGasGas Production2021-Q3Pre-FEED2025-Q4 ADNOC Gas Processing - Bab Sour Gas Field DevelopmentU.A.E.Abu DhabiGasGas Processing10,000,000,0002022-Q1On Hold2024-Q4 ADNOC Gas Processing - Bu Hasa Debottlenecking & Associated Pipeline U.A.E.Bu HasaGasGas Production300,000,0002019-Q3Construction2021-Q2 ADNOC Gas Processing - Habshan 4 CO2 Recovery & InjectionU.A.E.Abu DhabiGasCarbon Dioxide80,000,0002021-Q1On Hold2023-Q4 ADNOC Gas Processing - Habshan 5 - New Compression FacilityU.A.E.HabshanGasGas Compression800,000,0002020-Q3On Hold2023-Q4 ADNOC Gas Processing - Habshan 5 Debottlenecking for Associated Gas U.A.E.HabshanGasGas Production250,000,0002020-Q1 Engineering & Procurement 2021-Q2 ADNOC Gas Processing - Ruwais Capacity Enhancement - NGL Trains 1,2,3 & 4 U.A.E.RuwaisGas Natural Gas Liquefaction (NGL) 300,000,0002020-Q3EPC ITB2022-Q4 ADNOC Gas Processing - Ruwais Train 1 & 2 Process Cooling Fire Water Pumps Replacement U.A.E.RuwaisGasGas Processing80,000,0002018-Q2Construction2020-Q4 ADNOC Gas Processing - Thammama F Early Nitrogen Rejection UnitU.A.E.Abu DhabiGasGas Processing500,000,0002020-Q4On Hold2025-Q4 ADNOC LNG - Integrated Gas Development (IGD) - Expansion (Phase 2)U.A.E.Das IslandGas, PipelineGas Field Development450,000,0002018-Q3Construction2022-Q1 ADNOC LNG - Integrated Gas Development (IGD) - Expansion - Overview U.A.E.Das IslandGasGas Field Development1,370,000,0002015-Q1Construction2022-Q1 ADNOC Offshore - Nitrogen Plant UpgradeU.A.E.Abu DhabiGasNitrogen55,000,0002022-Q4On Hold2025-Q4 ADNOC Offshore - Satah Al Razboot (SARB) Deep Gas DevelopmentU.A.E.Satah FieldGas, OffshoreOffshore Platform1,000,000,0002021-Q3Feasibility Study2023-Q4 ADNOC Offshore - Umm Shaif Gas Cap Condensate DevelopmentU.A.E.Abu DhabiGas, PipelineGas Processing1,500,000,0002020-Q4EPC ITB2024-Q3 ADNOC Onshore - Bab Field SIMGAP EOR ProjectU.A.E.BabGasGas Field Development100,000,0002020-Q4EPC ITB2023-Q3 ADNOC Onshore - Bab Gas Compression - Phase 3U.A.E.Abu DhabiGasGas Compression220,000,0002020-Q2EPC ITB2022-Q4 ADNOC Onshore - Bab TH - F Peripheral DevelopmentU.A.E.Abu DhabiOil, GasNitrogen400,000,0002020-Q4On Hold2022-Q2 ADNOC Onshore - North East Bab (NEB) Al Dabb'iya ASR Gas Development U.A.E.Abu DhabiGasGas Processing350,000,0002021-Q2On Hold2023-Q4 ADNOC Sour Gas - Dalma Field Development - Onshore PackageU.A.E.DalmaOil, GasOil Field Development1,100,000,0002020-Q4EPC ITB2023-Q1 Aramco - Hawiyah Unayzah Gas Storage PipelineSaudi ArabiaHawiyahGasGas Pipeline300,000,000EPC ITB2024-Q1 BAPCO - Offshore Blocks Exploration and ProductionBahrainVariousOil, Gas, OffshoreOil & Gas Field80,000,0002018-Q2 Engineering & Procurement 2022-Q1 BP - Block 61 - Ghazeer Field DevelopmentOmanAl DahirahGasGas Field Development5,000,000,0002017-Q4Commissioning2020-Q3 BP - Block 61 - Khazzan and Ghazeer Gas Fields Development - Overview OmanAl DahirahGasGas Field Development24,000,000,0002014-Q1Commissioning2020-Q3 Dolphin Energy - Northern Emirate Pipeline (NEP)U.A.E.SharjahGas, PipelineGas Pipeline150,000,0002021-Q4On Hold2024-Q3 Emirates LNG - Fujairah LNG TerminalU.A.E.FujairahGasLNG Regassification3,000,000,0002020-Q4On Hold2024-Q4 GTI Fujairah FZC - Fujairah Oil Storage Terminal - Phase 3U.A.E.FujairahOil, GasOil Storage Tanks100,000,0002020-Q4On Hold2023-Q4 KGOC - Al Khafji Gas and Condensate Export PipelineKuwaitAl-KhafjiGas, PipelineGas Pipeline2,100,000,0002012-Q1Construction2020-Q4Next >