< Previous20 Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com Strategy renewable energy (hydrogen production), machinery and equipment, rubber and plastic, chemicals, metals, advanced technologies manufacturing, electronics and electrical gadgets and food and beverage. HE Dr. Al Jaber added: “A key enabler of the strategy will be updating the existing law that regulates industrial aff airs in the UAE to encourage local entrepreneurs and attract foreign direct investment. This will allow for 100% foreign ownership of individual enterprises. In addition, SME growth will be targeted by making more fl exible, preferred fi nancing available through a number of facilities.” HE Dr. Al Jaber highlighted: “The UAE boasts a vibrant and enabling industrial ecosystem with all the requisite elements to accelerate further growth. Companies in the UAE’s industrial sector have contributed signifi cantly to our progress to date, and they are vital to our relentless eff orts to diversify the economy sustainably. This new strategy will only further empower their capacity to contribute to our growth.” HE Dr. Al Jaber noted that ‘Operation 300bn’ aims to increase the UAE’s global ranking on the Competitive Industrial Performance Index (CIP). “Through ‘Operation 300bn’, we aim to leverage the UAE’s unique competitive advantages and its global standing as a leading economic hub, to further support entrepreneurs and investors with a more attractive regulatory framework, f lexible financing solutions, and other pro- growth policies. The industrial strategy aligns with the ICV programme, which aims to enhance the ICV of industrial goods and services, boost demand for local products, promote investment in R&D and incentivise advanced technology adoption across the value chain. It also seeks to boost the UAE’s exports while ensuring reducing reliance on imports and increasing the contribution of industrial SMEs in the national economy. HE Dr. Al Jaber remarked: “Among its key initiatives, the new strategy is set to signifi cantly increase ICV and redirect funds into the local economy. Furthermore, it will drive the development of specifi cations and standards to ensure the continued competitiveness and value of locally manufactured products fi t for global export markets.” HE Dr. Al Jaber addressed the current challenges facing the industrial sector, including the impact of Covid-19 pandemic, the rapidly-changing technological sphere that calls for a swift adaptation, and the rising regional transformations in line with the new globalisation trends that produce a critical need to achieve self-suffi ciency in viral industries and prepare for emerging challenges that may hurdle the supply chain. “The Covid-19 pandemic has compelled countries around the world to redefi ne their priorities. The UAE has demonstrated great resilience and agility in its post-pandemic recovery. In order to ensure the UAE’s continued competitiveness, and maintain its strong international standing, as the country embarks on preparations for the next 50 years, ‘Operation 300bn’ is focused on knowledge, innovation, advanced technology, and Fourth Industrial Revolution (4IR) solutions and applications. The strategy will signifi cantly reduce the UAE’s reliance on imports in vital industries as it supports the building of new capabilities in future industries.” “Implementing this strategy successfully will require a concerted eff ort from all stakeholders to collaborate and integrate their capabilities. Increased cooperation and coordination between the public and private sector will positively impact the growth and development of the industrial and advanced technology sectors,” HE Dr. Al Jaber concluded. Vision and objectives Seeking to maximise the industrial sector’s revenue, ‘Operation 300bn’ is a nationwide action plan to strengthen enabling mechanisms and tools, and build the most resilient logistical and legislative framework of its kind. The plan provides an unprecedented package of facilities, incentives and customs exemptions with the aim of attracting foreign investments to the industrial sector, creating a world-class industrial ecosystem. Under the Unifi ed Industrial Brand Identity, the strategy aims to transform the country’s industrial products into a refl ection of the UAE’s identity, built on the pursuit of excellence through unifi ed national standards, and highlight the unique features and superior quality of products made in UAE. It also aims to enhance the compe- titiveness of national products, increase their recognition, encourage demand and promote them internationally. Four main objectives The industrial strategy, ‘Operation 300bn’, pursues four main objectives. The fi rst is to create an attractive business environment for local and international investors in the industrial sector through updating the industrial law to support local entrepreneurs and attract foreign direct investment. The law will include fl exible conditions to provide opportunities to small and medium-sized companies and industrial enterprises while allowing foreigners to own 100% of their industrial establishments. To achieve the fi rst objective, the strategy will also off er fi nancing facilities to priority industrial sectors, develop industrial quality infrastructure to support existing and new local industries as part of a vision that forecasts enablers and mechanisms to address future challenges with the aim of driving sustainable industrial development and enhancing competitiveness. “It will signifi cantly accelerate the process of economic diversifi cation already underway in key industrial sectors, namely industries, where the UAE already has an established presence and expertise, including energy, petrochemicals, plastics, metals and manufacturing.” His Excellency Dr. Sultan Ahmed Al Jaber, Minister of Industry and Advanced Technology, and ADNOC Group managing director and CEO 21 Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com Strategy The second objective is to catalyse industrial development and stimulate the national economy through launching a programme to enhance ICV and increase the demand for UAE products with the aim of boosting their contribution to the GDP, increasing their exports and fi nding new markets for them. The third objective is to encourage innovation, and the adoption of advanced technology and 4IR solutions through setting the advanced technology agenda to accelerate the development of innovative products, taking into consideration all factors that ensure commercial viability. The strategy also looks to design programmes to adopt 4IR solutions to boost the productivity of priority industries as part of the third objective. The fourth objective is to create strong foundations to enhance the UAE’s position as a leading global hub for future industries through designing initiatives that establish the country’s status as a leading business and technology hub. UAE’s Unifi ed Industrial Brand Identity – Make it in the Emirates As part of industrial strategy, the Unifi ed Industrial Brand Identity is an extension of the UAE Nation Brand that stems from a vision based on distinction, uniqueness and the eff orts to build the credentials of UAE products by enhancing their quality and global competitiveness. The Unifi ed Industrial Brand Identity supports the diversifi cation of the national industrial base, and contributes to positioning the country as an incubator of innovation and creativity. Ultimately, every product made in UAE will comply with the highest international quality standards and have its rightful place among the best international products. Just as the UAE Nation Brand seeks to share the UAE’s story with the world as a pioneer in sustainable development, the Unifi ed Industrial Brand Identity aims to develop UAE products within an attractive industrial sector that has limitless potential for growth, and establish the sector as an integral part of the UAE’s unique success story and a key contributor to the country’s development journey. As part of the Unifi ed Industrial Brand Identity, ‘Make it in the Emirates’ is the fi rst campaign of its kind in the UAE that encourages local and international investors, innovators and developers to benefi t from the facilities and incentives off ered by the country’s industrial sector, and to fulfi l their ambitions of developing, manufacturing and exporting their products. The Unifi ed Industrial Brand Identity aims to create a sense of pride in locally made products, so that the ‘Made in UAE’ label on a product motivates people around the world to buy it for its superior quality. The new identity seeks to build trust in UAE products by setting stringent production standards that ensure the highest levels of excellence, effi ciency and quality, ranking them among similar reputable global products, if not better. It also encourages the UAE’s highly diversifi ed business sector to move towards industrial projects and contribute to the development of local industries across the country. The Unifi ed Industrial Brand Identity promotes the adoption of the ‘manufacturer mentality’ among the UAE’s business community – including citizens, residents and foreign investors – based on the culture of possibilities that enables any innovative idea to be translated into reality. The manufacturer is adventurous, thinks outside the box and is willing to seize any available opportunity to invest in the industrial sector while benefi ting from the UAE’s conducive investment environment and strategic location. As a national strategic framework, the identity serves as a guarantee, protection and support framework that subjects all UAE products to the same specifi cations based on the highest standards of quality and excellence. It also provides exceptional support mechanisms to ensure product conformity with national and international quality standards, enhancing their local, regional and global competitiveness. “The industrial strategy establishes an ambitious objective to double the industrial sector’s contribution to the GDP and increase the ICV. The comprehensive national programme builds on the country’s investment benefi ts to lead a sustainable economic development in line with national priorities for the post-Covid-19 phase.” His Highness Sheikh Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed ForcesThe downstream industry has a clear role in the energy transition, but it needs to act now FUTURE DOWNSTREAM 2021: DIGITALISATION WILL DRIVE DECARBONISATION, BUT PEOPLE ARE THE KEY, NOT TECHNOLOGY The world is changing, and it is changing fast. A shared sense of urgency is emerging as momentum builds for net-zero action amid Covid-19 and ahead of this year’s COP26 UN Climate Conference in Glasgow. Complex and marginal, the downstream industry must act now if it is to navigate the global shift to a new energy mix successfully. Buoyed by the industry’s innovation mind-set, digital technologies will play a vital role in transitioning to a lower-carbon future. But the sector needs pioneers – governments and businesses that are willing to step up and deliver change. This was the compelling message delivered by Carlos Maurer, executive vice president of sectors and decarbonisation at Shell, in his keynote speech to more than 600 oil and gas professionals logging in to the virtual Future Downstream Conference, held during 2-3 March 2021. In its third year, Future Downstream 2021 attracted more petrochemical and refi nery operators, downstream service companies, downstream automation and digitalisation specialists and technology suppliers than in previous years. Fifty plus infl uential speakers from across the world came together to explore the disruption, digitalisation and innovation shaping the downstream oil and gas sector. Importance of digitalisation During the two-day event, 10 topical panel sessions encouraged debate on machine learning, AI, asset performance management, data analytics, cybersecurity, supply chain management and digital transformation. Digital providers were also on hand, presenting real business cases, off ering insight and demonstrating best practice within the industry. Welcoming the global audience, Adam Soroka, managing director of Cavendish Group, said: “Future Downstream aims to prepare the sector for a technology revolution and for defi ning a digital roadmap ahead. If data is considered the new oil, embracing transformation and innovation will be the only way forward.” “The downstream industry is continually evolving with new rivals and new regulations coming into eff ect, which will further accelerate transformation and digital adoption. Coupled with the impact of decarbonisation and Environmental, Social and Governance (ESG) compliance, refi neries will have to rethink their sustainability plans over the coming years. Green Refi ning and Digital Refi ning are becoming phrases that stakeholders and investors increasingly want to hear.” Tackling climate change In his keynote speech, Carlos Maurer, executive vice president, global commercial, Royal Dutch Shell, explored the three key trends driving downstream businesses – sector decarbonisation, the need for wide-ranging collaboration and the importance of digitalisation. With the disruption of Covid-19 making all three more prominent and more essential, Maurer talked about Shell’s sectoral approach to achieving net-zero ambitions, the company’s commitment to be the partner for change – championing collaboration to deliver the economies the scales needed to accelerate decarbonisation goals – and the digital solutions that Shell is deploying across all sectors to drive the transition, including digital twin technology. Maurer added: “At Shell, we recognise the need for change. Within the downstream sector, we need to change ourselves. We need to reduce scope 1 and 2 emissions. And we have a vital role in helping others accelerate their decarbonisation journeys.” “Tackling climate change is an urgent challenge. It is not just about 2050. It is about what we do this year. Shell will contribute to a net-zero world… We will do this by reducing emissions from our operations and from the fuels and other energy products we sell to our customers.” “At Shell, we recognise the need for change. Within the downstream sector, we need to change ourselves. We need to reduce scope 1 and 2 emissions. And we have a vital role in helping others accelerate their decarbonisation journeys.” Carlos Maurer, executive vice president, global commercial, Royal Dutch Shell Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com 22 Event Review“It also means capturing and storing any remaining emissions, using technology, or balancing them with off sets. We are transforming our business and fi nding new opportunities. We will provide more low- carbon energy such as biofuels, hydrogen, charging for electric vehicles and electricity generated by solar and wind.” The combination of IIoT, hybrid machine learning, data contextualisation, 3-D modelling, AI-enabled drones and wearables, and other digital technologies are crucial in unlocking cleaner energy solutions and delivering effi ciency in the refi nery world. Shane McArdle, senior vice president of production at Kongsberg Digital, warned that organisations that are not data-driven will be held back. Looking at the business case for adopting digital twin technology at scale, McArdle outlined the cost of human error and the large gaps to be fi lled by making operations more data-driven. “Today, 81% of industrial workers are frustrated due to the lack of access to data. This equates to around 5.3 hours per week in wasted time trying to collect and access data. Sixty six percent of all delays that extend longer than one week are directly attributed to the lack of access to data and information. This ineff ective knowledge sharing culture costs companies up to $47mn in lost productivity each year.” “Eighty to ninety percent of industrial accidents that cause costly unplanned downtime are attributed to human error.” By gathering data into a digital twin – a virtualised replica of an industrial reality and its dynamic behaviour – organisations will improve operational effi ciency by enabling remote operations, predictive maintenance, automation and signifi cantly improved collaboration. Looking at what sustainability means for the chemical industry, Bob Maughon, executive vice president, sustainability, technology and innovation, and chief technology and sustainability offi cer, at SABIC, focused on enabling circular chemistries and the circular carbon economy. Maughon told delegates that while the industry is a hard to abate sector, “the reality is that 85% of the carbon emitted results from the energy used to drive the processes, only 15% of the carbon is a result of the chemistry itself. So, to address carbon neutrality, you also have to decarbonise heat.” Outlining the company’s commitment to recycling plastics and reducing production through alliances with partners, customers and collaborators across the value chain, Maughon said: “We are clearly engaged with TRUCIRCLE around our closed loop initiatives and designs for recyclability, and we are very involved in mechanical and chemical recycling.” “Reducing production is the most critical issue for the industry, and we are advancing circular renewable polymers and the use of renewable electricity. You can see this with our partnership with NEOM, the conversion of our polycarbonate facility in Cartagena, Spain, to run entirely on renewable power, and our commitment to investing in start-ups.” Building a circular carbon economy will need a portfolio of solutions, and SABIC prioritises these as electrifi cation, energy storage, recycling, bio-based feedstocks, hydrogen, CCS and CCU. “We must drive science-based prioritisation. The focus should be on the most impactful solution, and clear scientific direction is needed,” Maughon said. Noorddin Taj, technology strategy, architecture and digital innovation lead at BP and Marijn Bezuijen, SME and business opportunity manager for predictive maintenance at Shell, joined Adam Soroka to share the key takeaways and close two days of great discussion. Energy transition The downstream industry has a clear role in the energy transition, but it needs to act now. To stay competitive, companies must adopt low-carbon strategies that account for demand trends and regulation shifts and leverage digital innovation. Digital transformation is not about technology. It is about people. Taj said: “It is about transitioning an organisation to think differently and work towards moving everyone in the organisation from point A to point B. Strategy, capability, culture and technology all need to align together to work towards a successful digital transformation.” The stark truth is that digital transformation is no longer optional. Bezuijen said: “Not only can technology help detect, localise and quantify emissions, it can also optimise efficiency and predict maintenance.” “The diversity in plant feedstocks and products is increasing rapidly, and that requires much smarter technology at every level to ensure safety, product quality and profi tability.” Shell and SABIC are among the growing number of companies that are pioneering digital twin technologies using AI, IoT and big data to manage operations. “The reality is that 85% of the carbon emitted results from the energy used to drive the processes, only 15% of the carbon is a result of the chemistry itself. So, to address carbon neutrality, you also have to decarbonise heat.” Bob Maughon, executive vice president, sustainability, technology and innovation, and chief technology and sustainability offi cer, SABIC Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com 23Event ReviewRefi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com 24 Plant Turnaround IGS TUFFss Online TSA: Safe application during plant operation.IGS TUFFss Online TSA meets highest industry standards. Bo Andersen, a thermal spray expert and innovator, said: “Plant operators were forced to make trade-off s between turnaround duration and asset integrity as the amount and location of surfaces protected by TSA in turnarounds are limited. We wanted to fi nd a solution to this problem, to apply TSA onto live equipment while the plant is in operation.” Online TSA: Safe application during plant operation Bo initiated the ‘Online TSA’ research proj- ect with Royal Dutch Shell, a British-Dutch multinational oil and gas company. Follow- ing two years of intensive R&D work, the IGS (Integrated Global Services, Inc.) TUFFss On- line TSA solution was introduced. It includes safety enclosures, humidity and temperature control, (negative) pressure control, and fully automated safety shutdown systems. “Everything is custom-made and combined in ways unheard of, meeting the highest stan- dards in the industry,” Bo added. Pilot project at NLNG goes to plan Located in a hot, humid, and very salty environ- ment, piping and vessels at NLNG, a Nigerian LNG facility, were prone to corrosion. After 20 years in service, CUI has turned into a signifi - cant problem with many pipes about to burst. Traditional TSA coatings would not be practical in this case due to the scale of the work. Applied during turnarounds, it would have taken over 30 years to protect all cor- roded piping and vessels. The plant would not have lasted 30 years in its present condition! IGS TUFFss Online TSA pilot project was completed on train one. The scope included a 50-metre (160-foot) column and a two-level platform with two heat exchangers/reboil- ers. The project succeeded in meeting and exceeding objectives by rigidly following all safety guidelines. Say goodbye to CUI As equipment within refi neries, petrochemical plants, and other facilities continues to age, the demand for maintenance solutions that can be applied all year round is growing. Plant opera- tors are looking at companies like IGS to utilise their global footprint and experience to deliver innovative solutions safely and effi ciently. Thermal sprayed aluminium (TSA) is a recognised optimum solution to corrosion under insulation (CUI). In the past, TSA applications were performed during turnarounds, disrupting schedules and other activities due to noise, fumes, and grit blasting Introducing new corrosion under insulation solution IGS TUFFss Online TSA completed application.25 Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com Sustainability Sustainability reporting is an essential driver of the transformational change that is re- quired to achieve the SDGs, says Camila Corradi Bracco, content development and pro- gramme delivery, Global Reporting Initiative Corporate reporting on the SDGs: What are the challenges and opportunities? Camila Corradi Bracco, content development and programme delivery, Global Reporting Initiative. Since the launch of the Sustainable Development Goals (SDGs) in 2016, the role of the private sector in fulfi lling the 2030 Agenda has been widely acknowledged, as set out under SDG 12. Yet to assess how companies are actually contributing towards these global goals, we need greater transparency on their impacts. Over the past four years, GRI has champi- oned the participation of companies in mea- suring their performance on the SDGs. As we look ahead to the decade of action needed to achieve the SDGs, it is clear that further prog- ress will be needed, including doing more to increase private sector contributions. Progress so far At the end of 2020, a four-year Action Plat- form for Reporting on the SDGs, from Global Reporting Initiative (GRI) and UN Global Compact, concluded. This included a Corpo- rate Action Group (CAG) that connected busi- ness representatives in a peer-learning plat- form, which successfully helped companies defi ne and improve their SDGs reporting. Research on CAG participants revealed: (i) increased clarity on how to engage with the SDGs from a business perspective; (ii) improvements in how they measured SDGs performance; (iii) better prioritisation of the most relevant SDGs; and (iv) more integra- tion of the SDGs into business decision-mak- ing processes. However, the fi ndings also indicate that many companies continue to face challenges with understanding and disclosing their SDGs contributions, with opportunities to make cor- porate reporting more relevant and eff ective. Improving data quality and addressing gaps Reporting on priorities at the SDG target lev- el, within each of the overarching goals, and linking them to the business strategy, is often missing. Overall, deeper connections between material topics with SDG targets and corpo- rate priorities are needed. We also see there are opportunities to further explore the links between SDG priorities and the contributions of companies in the countries and jurisdic- tions where they operate. Most importantly, corporate reporting on the SDGs often focuses on positive contribu- tions that companies make to the SDGs, with a lack of transparency and accountability for negative impacts. This issue was also high- lighted by KPMG research in December. Reporting that has impact Identifying SDG priorities throughout the value chain is a complex undertaking, as is demonstrating the cause-and-eff ect relation- ship between SDG contributions and business performance. Moreover, because of the inter- connected and interdependent nature of the SDGs, companies need to identify and take account of synergies and trade-off s between positive and negative impacts. Eff orts to quantify impacts on the SDGs and contextualise them (for example, con- sidering the social thresholds and planetary boundaries) needs strengthened. That is why it is necessary to move beyond assessing ac- tivities and outputs and focus on how to dis- close outcomes and impacts. This is crucial as it enables businesses to manage their per- formance and demonstrate accountability for their impacts. Making SDG reporting relevant to stakeholders There is increasing interest from a wide range of stakeholders in business contribution to the SDGs, including how companies are aligning products, services and business strategy with the SDGs. Policy makers, investors, consum- ers, labour organisations and civil society all increasingly demand that companies show transparency through providing quality data and balanced reporting. However, diff erent stakeholders have dif- ferent expectations and data requests. Steps business can take to provide more strategic and relevant information include: (i) provid- ing aggregated, or disaggregated information that allows stakeholders to assess their per- formance and contribution to the SDGs; (ii) setting long-term SDG-related performance targets, and regularly reporting on progress; and (iii) clearly demonstrating how the busi- ness strategy aligns with the SDGs. Proactive communications on the issues that matter most – to both the company and stakeholders – is crucial. Not only does provide the necessary information to assess corporate sustainability performance and im- pact, it also allow stakeholders to make deci- sions that contribute to the SDGs. Driving business action through reporting Inspired by the progress to date and the oppor- tunities still to come, GRI is launched a Busi- ness Leadership Forum on corporate reporting as a driver for achieving the SDGs. This forum, commenced in March, off ers participating companies practical insights on sustainability reporting, focusing on how to raise the quality and strategic relevance of their reporting. The forum is built around a series of online sessions that will bring together corporate re- porters and representatives from key stake- holder groups – including the investment com- munity, governments, regulators, members of the supply chain, civil society and academia. The experiences of the past four years have shown that both businesses and stakehold- ers benefi t from strategic and relevant SDG- related information. As we look ahead to the decade of action and the pandemic recovery phase, the case for meaningful corporate re- porting on the SDGs is more compelling than ever before. IRENA’s ‘1.5°C pathway’ sees a trebling of global power dominated by renewables in 2050. P roven technologies for a net-zero en- ergy system already largely exist to- day, fi nds the preview of ‘World En- ergy Transitions Outlook’ by International Renewable Energy Agency (IRENA). Renewable power, green hydrogen and modern bioenergy will dominate the world of energy of the future. Previewed at the Berlin Energy Transition Dialogue, IRENA’s outlook proposes energy transition solutions for the narrow pathway available to contain the rise of temperature to 1.5°C and halt irreversible global warm- ing. Ninety percent of all decarbonisation solutions in 2050 will involve renewable energy through direct supply of low-cost power, effi ciency, and renewable-powered electrifi cation in end-use as well as green hydrogen. Carbon capture and removal technologies in combination with bioenergy will deliver the ‘last mile’ CO2 reductions to- wards a net-zero energy system. With 2030 deadlines around the corner, this outlook comes at a critical time when acting fast and bold on global climate pledg- es is crucial in the decisive year of UN High- Level Dialogue on Energy and Glasgow Cli- mate Conference COP26. Francesco La Camera, director general of IRENA, said: “The window of opportunity to achieve the 1.5°C Paris Agreement goal is closing fast. The recent trends show that the gap between where we are and where we should be is not decreasing but widening. We are heading in the wrong direction. The World Energy Transitions Outlook consid- ers options of the narrow pathway we have to be in line with the 1.5°C goal. We need a drastic acceleration of energy transitions to make a meaningful turnaround. Time will be the most important variable to measure our eff orts.” “While the pathway is daunting, several favourable elements can make it achiev- able,” La Camera added. “Major economies accounting for over half of global CO2 emis- sions are turning carbon neutral. Global capital is moving too. We see fi nancial mar- kets and investors shifting capital into sus- tainable assets. Covid-19 has highlighted the cost of tying economies to fossil fuels and confi rmed the resilience of renewable energy. As governments pump huge sums in bailouts and recovery, investment must sup- port energy transition. It is time to act and countries can lead the way with policies for a climate-safe, prosperous and just energy system fi t for the 21st century.” IRENA’s ‘1.5°C pathway’ sees a trebling of global power dominated by renewables in 2050. It also sees a decline in fossil fuel use by more than 75% over the same time, with oil and coal consumption shrinking fastest. Natural gas should peak around 2025, be- coming the largest remaining fossil fuel by 2050. Financial markets refl ect this shift by al- locating capital away from fossil fuels and into sustainable assets like renewables. The downgrading of fossil fuels continues, with shares of fossil fuel-heavy energy sector in S&P index falling from 13% a decade ago to below three percent today. In contrast, in- vestors are fl ooding money into renewable energy stock with S&P clean energy up by 138% in 2020. However, signifi cant investment will have to be redirected, IRENA’s outlook shows. Major economies have announced economic stimulus packages that will pump approxi- mately $4.6tn directly into carbon-relevant sectors such as agriculture, industry, waste, energy and transport, but less than $1.8tn is green. By contrast, energy transition invest- ment will have to increase by 30% over planned investment to a total of $131tn between now and 2050, corresponding to $4.4tn on average every year. Socioeco- nomic benefi ts will be massive, investing in transition will create close to three times more jobs than fossil fuels, for each million dollars of spending. To address concerns about a fair and just transition, IRENA’s outlook calls for a holistic and consistent overall policy framework. IRENA’s ‘1.5°C pathway’ sees electricity becoming the main energy carrier in 2050 with renewable power capacity expanding more than ten-fold over the same period. Transport will see the highest growth of electrifi cation with a 30-fold increase. Al- most 70% of carbon emission reductions in transport will come from direct and indi- rect electrifi cation. Green hydrogen will emerge as one of the major demand for electricity, repre- senting 30% of total consumption in 2050. Bioenergy combined with carbon removal technologies (BECCS) will increasingly be important for industry to bring ‘negative emissions’ in face of a limited carbon bud- get for 1.5°C. The preview will be followed by the full report, outlining socio-economic footprint for the transition, along with market and fi nance insights. ‘World Energy Transitions Outlook’ outlines global strategies towards carbon neutrality and leads way to a climate-safe 1.5°C pathway by 2050 IRENA: Fast-track energy transitions to win the race to zero 26 Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com AnalysisMotaz Al Mashouk, executive director, Engineer- ing Services, Saudi Aramco. L ong an inspiration for poets and au- thors, explorers and adventurers, the vast Arabian Desert is one of the most awe-inspiring landscapes on the plan- et. It is hard not to be moved by its dramatic ridges, or its seemingly endless sea of sand dunes. However, restricting the physical movement of these natural desert wonders themselves is an almost impossible task. Strong winds that blast through these wide-open spaces scour the surface, whip- ping up sand and depositing it elsewhere, leaving grooves in rock faces and reshaping giant sand dunes at will. In addition, run- ning water from intermittent winter rains carves fresh patterns into the desert fl oor. For Saudi Aramco, this unique geography and the constant ebb and fl ow of sand pres- ents its own set of challenges, particularly since many of our sites are situated in re- mote desert locations. Fortunately, a discipline exists that traces its roots back to some of the earliest known civilisations, and which has helped succes- sive cultures build safe, stable structures that can withstand everything from envi- ronmental factors to expanding urban infra- structure. Known as geotechnical engineer- ing, it involves using geological knowledge to solve engineering problems – and it is helping Saudi Aramco preserve its desert operations through innovations in sand and soil stabilisation, without harming the natu- ral environment. By harnessing this approach, Saudi Ar- amco’s experts have piloted a new method of sand control that involves spraying a poly- mer onto sand around facilities where there is an absence of vegetation, or biodiversity. By binding the sand on the surface, a hard crust is created that prevents the sand par- ticles from moving. This has proven so suc- cessful that it has already been factored into upcoming projects covering a total of 700 square kilometres. The polymer holds sand in place for be- tween three to fi ve years without impacting the environment, at which point another coat can be applied if required. We are now using predictive modelling and satellite imaging to determine the eff ectiveness of the approach in preserving the integrity of berms (artifi cial ridges, or embankments), while trials have been scheduled to assess whether it can be applied to access roads and pipeline routes as well. The process has been found to reduce ero- sion, increase soil shear strength and sup- port soil structure. This helps prevent de- sertifi cation at remote sites and at the same time protect our infrastructure. For Saudi Aramco, operating in one of the planet’s harshest desert environments, the benefi ts are signifi cant. However, the technology could have even wider applications. For example, its use along highways that run through the world’s biggest deserts – from the Gobi in China to the Great Basin in the US – could potentially shield asphalt from encroaching sand, im- proving the safety of motorists. It is an approach already adopted in ag- riculture, with synthetic polymers starting to replace chemical binders for soil stabi- lisation in the late 20th Century. The rise of polymer soil additives owed much to their ability to achieve the same amount of strengthening as chemical binders, but at much lower concentrations. However, they are also a more sustainable alternative to cement – a commonly applied soil treatment, but also a material associ- ated with signifi cant greenhouse gas emis- sions. Conventional grouting with cement also poses environmental risks due its high alkalinity, in addition to its metal and met- alloid content, as contact with water during application can deliver these pollutants into the earth. By contrast, the polymer solution applied by Saudi Aramco has a faster expan- sion and curing time, reducing the risk of ground contamination. Saudi Aramco has established four tracks for using chemical polymers on soil forma- tions. They involve stabilising the soil to reduce erosion in pipeline berms and road- side slopes, soil improvement, mitigation of sand movement, and road construction, using local materials in lieu of asphalt and concrete pavement. Geotechnical engineering has come a long way since humans fi rst constructed dwell- ings made from mud-packed walls. How- ever, by manipulating their surroundings to protect themselves from the elements, they pioneered a concept that remains as valid now as it was thousands of years ago – albeit one that continues to evolve in our rapidly advancing world. Today, by applying the principles of geotechnical engineering to construction and facilities management, we are able to safeguard the structural integrity of our installations. But as technology advances, so too must our approach to urban development. And as the science of materials progresses, we can expect to see more examples of non- metallics changing the way we interact with our surroundings. These highly versatile, oil-based products hold signifi cant prom- ise – particularly in the construction sector, thanks to their resistance to corrosion and attributes that prolong the lifespan of infra- structure and buildings. Saudi Aramco is currently spearheading further research in this quickly developing space, striking new partnerships in the pro- cess, as we expand our capabilities in chem- icals. From oil and gas to packaging, from the automotive sector to construction and renewables, polymers may prove to be one of the 21st Century’s great disruptors. Saudi Aramco has established four tracks for using chemical polymers on soil formations, says Motaz Al Mashouk, executive director, Engineering Services, Saudi Aramco Shifting sands: How polymers are helping Saudi Aramco preserve its desert operations? 27 Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com AnalysisL eaders from AVEVA and the Shell Oil Company joined forces to discuss the future of smart production recently. Brent Kedzierski, head of learning strategy and innovation at Shell and AVEVA’s vice president for process and simulation Ian Willetts explored how more personalised solutions will empower workers to take greater control over their work experiences creating, more adap- tive, on demand experiences, which will increase worker confi dence, resulting in greater workforce creativity, autonomy and performance. Kedzierski said: “Industry 5.0 will be characterised by mass personalisation and greater workforce collaboration.” The discussion highlighted the need to accelerate the movement to better blend Industry 4.0 connected technolo- gies with the humanistic practices and expectations of Industry 5.0 to deliver even more personalised worker experi- ences characteristic of higher concept and touch designs. “Combining the power of Industry 4.0 connected technologies with the human element of Industry 5.0 will pave the way for human intelligence to work in greater harmony with cognitive computing capa- bilities,” added Kedzierski. While Industry 4.0 was about smart production, IoT, sensors and drones, the discussion highlighted that Industry 5.0 will be diff erentiated by mass personalisation and experience design. Kedzierski is hope- ful that Industry 5.0 will be a turning point for the human condition at work as physical and environmental safety competence is mastered and industry can shift to address- ing psychological safety. “Industry 5.0 will off er greater opportu- nity, prosperity and sustainability for our workforce,” commented Kedzierski. AVEVA, SHELL offer perspective on how Industry 5.0 will connect human elements to smart production Shell’s veteran strategist, Brent Kedzierski advocates mass personalisation and greater workforce collaboration as keys to Industry 5.0 “Industry 5.0 will be characterised by mass personalisation and greater workforce collaboration. Combining the power of Industry 4.0 connected technologies with the human element of Industry 5.0 will pave the way for human intelligence to work in greater harmony with cognitive computing capabilities.” Brent Kedzierski, head of learning strategy and innovation, Shell 28 Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com Industry OutlookThe speakers agreed that the need of the hour is to make the operator training environments more mobile, on-demand and collaborative to drive personalised worker experiences. The goal is to have an OTS where operators can come and build their own training exercises and easily share, test, and even gamify those with their colleagues. In this regard, Willetts revealed that AVE- VA has now integrated operator training simulators with a learning management sys- tem (LMS) so that the competency set that must be developed as part of a classroom, lesson, or experiential learning exercise can be managed and tracked by the LMS. “We have also integrated AI-infused micro learning that can build upon that learning profile and identify an indi- vidual’s strengths and weaknesses,” Willetts claimed. “We can also absolutely use the behav- ioural digital twin in experiential learning scenarios. The digital twin is not just a data representation of an asset, it provides insight and knowledge that helps compa- nies better understand the behaviour of the process.” Kedzierski observed: “We have witnessed this evolution refl ected in the design of our operator training simulators (OTS) as well as the industry award winning behavioural based VR learning solution that Shell cre- ated with AVEVA for frontline staff . Kedzierski concluded that delivering more personalised worker experiences as we progress is necessary to serve the new industrial agenda of achieving the goals of both the enterprise as well as the welfare of humans. “Industry 5.0 will be about connecting hu- man cognition, collaboration and creativity to smart production. Progress will be judged on not just the connection of data between the Internet of Things (IoT), but how con- nectivity enhances the human experience. The age of mass personalisation will be about achieving large-scale impact, one individual at a time.” “Working on projects with innovative companies such as Shell is placing AVEVA way ahead of the curve. Our mission is to help the people behind complex industrial processes with information and solutions that combine data, AI and smart analyt- ics to optimise effi ciency and will help to shape a sustainable future,” Willetts also concluded. “Working on projects with innovative companies such as Shell is placing AVEVA way ahead of the curve. Our mission is to help the people behind complex industrial processes with information and solutions that combine data, AI and smart analytics to optimise effi ciency and will help to shape a sustainable future.” Ian Willetts, vice president, process and simulation, AVEVA “Industry 5.0 will be about connecting human cognition, collaboration and creativity to smart production. Progress will be judged on not just the connection of data between the Internet of Things (IoT), but how connectivity enhances the human experience.” Industry 5.0 will offer greater opportunity, prosperity and sustainability for the workforce. 29 Refi ning & Petrochemicals Middle East April 2021www.refi ningandpetrochemicalsme.com Industry OutlookNext >