Project PartnersVision of growth

Vision of growth

3

Written by: Lucy Dixon Produced by: Heykel OuniVision of growth

4

HALLIBURTON

Halliburton is one of the world’s largest providers of products and services to the global energy industry, with

corporate headquarters in Houston and in Dubai. It employs more than 60,000 people, representing over 140 nationalities working in approximately 80 countries.

Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region, notes that the Middle East is an extremely important region for Halliburton, for both the company’s short-term objectives and its long-term vision.

“Halliburton has had a presence in the Middle East and North Africa region for many years,” he says. “We were logging in Saudi Arabia in the 1940s, more than 65 years ago. We value the stability of the business through global economic

Operating in the Middle East since the 1940s, Halliburton still has big plans for the region, as Business Review Middle East reports

E N E R G Y

www.ha l l ibur ton .com 5

fluctuations, and the significant growth opportunities that the region has to offer. These are two key reasons why Halliburton has a strong interest in growing our footprint and business platform in the ME/NA region.”

Halliburton was founded in 1919 by Erle P. Halliburton as a cementing company, but over the last almost 100 years it has grown tremendously. It now serves

the upstream oil and natural gas industry throughout the life cycle of the reservoir – from locating hydrocarbons and managing geological data, to drilling and formation evaluation, to well construction and completion, to optimising production through the entire life of the field.

It has two divisions: the Drilling and Evaluation Division, and the Completion and Production

8

HALLIBURTON

Division, with 12 product service lines between them. One additional business line, Consulting and Project Management, is the nucleus of Halliburton’s integrated services strategy and works across both divisions.

Halliburton has a clear vision of what it is as a company and what it aspires to be. “The Halliburton vision is to deliver a customer experience second to none, as globally competitive, creative, and ethical thought leaders,” Kenawi says. Halliburton executes through collaboration, innovation, and process excellence to create value for its customers.

Halliburton:• Builds a reputation for distinctive

health, safety, environment and service quality performance by emphasising process assurance and process execution

• Maintains long-term, sustainable customer relationships that help it meet the specific needs of a regional and global client base

• Understands that the reservoir is the source of all value, and has the resources and expertise to provide the right solutions to increase access to hydrocarbons and improve recovery

• Is a credible, reliable service provider that matches actions to words—it gets the job done

• Is an effective innovator, applying pragmatic technology that delivers results

• Is balanced, both geographically and in its product and service portfolio, to serve and support its customers cost-effectively

• Epitomises excellence in integration, using technology to link its global network to maximise results

E N E R G Y

www.ha l l ibur ton .com 9

1 0

HALLIBURTON

To achieve its vision, Halliburton has a firm strategy that represents a long-term plan of action. “Every year, Halliburton executes the strategic-planning process, which is critical to the company’s long-term growth and sustainability,” Kenawi says. “During this process, we map out the three- and five-year strategies, focusing on developing the strategic plan, building a supporting financial plan, and developing a talent-management and succession plan.” Every Halliburton employee must understand and fully commit to the strategy, taking ownership of its execution to meet the company’s strategic objectives. This is one of the reasons for Halliburton’s success, Kenawi believes.

The ultimate goal of the company’s strategy is to secure its position of leadership as an energy service company by leveraging its existing strengths; balancing its global platform of products, services, technology and markets; and establishing a distinctive competitive position that provides sustainable growth over time.

Halliburton focuses on three key market segments—deep water, mature fields and unconventional resources—and this focus has produced superior results in recent years.

It is easy to see the progress made by

“The Halliburton vision is to deliver a customer experience second to none, as globally competitive, creative, and ethical thought leaders”

– Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region

E N E R G Y

www.ha l l ibur ton .com 1 1

Five key areas of strategic focus• Safety and Integrity which commands

our highest focus and attention. We continue to build a reputation for distinctive health, safety, environment and service quality performance through our emphasis on consistent process assurance and process execution wherever we work.

• Strategic Focus Areas, which are the foundation of our superior growth:– Unconventionals– Mature Fields– Deep Water

• Technology and Innovation. We innovate at a faster rate and build a robust technology portfolio collaboratively with customers and suppliers to help our customers meet their technical objectives.

• Employee Investment. We invest in our employees’ competency and development to drive superior performance.

• Integrated Services. We integrate our activities, building cross-functional workflows to achieve efficient delivery of integrated processes and projects that create value for our stakeholders.

1 2

HALLIBURTON

Ahmed KenawiSenior VP, Middle East And North Africa Region

Ahmed Kenawi is responsible for the region’s management and strategic leadership. He is based in Dubai, United Arab Emirates.

Kenawi was appointed as the Middle East Region Vice President in April 2015, and subsequently as Vice President of the Middle East and North Africa Region when the regions were combined in November 2015. Prior to these appointments, he served as Vice President of the Sperry Drilling product service line, a global leader in drilling and formation evaluation services for the oil and gas industry. He also served as Vice President of Halliburton’s Wireline and Perforating PSL, and as Vice President of Applied Technology, where he was responsible for the company’s global technology development structure, technology strategy, and geoscience and reservoir applications.

Prior to these positions, Kenawi was Halliburton’s Country Manager for the Middle East, excluding Kuwait. He joined Halliburton in 1989 as a field engineer and subsequently held various management positions within the Company’s Operations, Business Development and Marketing, and Technology groups.

E N E R G Y

www.ha l l ibur ton .com 1 3

SPIDER Egypt for Petroleum Services, once a small Egyptian start-up that has become one of Halliburton’s strategic partners providing Petroleum Services and quali� ed talented geoscientists across MENA region, was founded and registered with the EGPC (Egyptian General Petroleum Corporation) in 2002. Since then it has experienced a gradual growth rooted in two interrelated activities – our breakthrough pressure measurement technology and supply of manpower. The aim of this article is to acknowledge the role that Halliburton has played in facilitating SPIDER’s growth and to express a thank-you for everything that the partnership with Halliburton means for us.

Originally, SPIDER’s purpose was to introduce and promote the technology of SPIDR (Self-Powered Intelligent Data Retrieval) acquired from our former partner DRC (Data Retrieval Corporation). In fact, the name ‘Spider’ aims to invoke the very idea of how our technology works – a quick little spider climbing up and down the hole to retrieve the pressure data. This busy little spider is of course a metaphor – SPIDR does not send any eight-legged creatures hung on a silk string down the well. In fact there is no need for ANY downhole runs as SPIDR is essentially a non-invasive technology using the power of its internal dual quartz pressure transducer, a shear mode and quartz crystal resonator that changes frequency with pressure.

At the very beginning SPIDER had a hard time persuading the prospective clients about the workings of SPIDR technology. When our consultants � rst presented SPIDR as being able to test almost any gas well for a fraction of the cost of a conventional downhole test, some clients have found it too good to be true. In response to that (after several unsuccessful presentations) we have come up with a bold idea – free trials of SPIDR that would be compared with DHGs (downhole gauges). As expected, SPIDR has produced very comparable measurements on almost all the wells tested (while virtually eliminating risk from hydrogen sul� de leaks or high pressures thanks to being non-invasive). These free-trials have � nally won SPIDER a place with several companies operating in Egypt and over the time established SPIDR as one of the market leaders for non-invasive pressure measurement. Our business has � nally started to feel the growing demand and we have gradually introduced new products such as reservoir engineering consultancy and additional services for measuring the liquid � uid levels across Egypt. Times were really good … but then the � nancial crisis hit the oil industry.

The year 2008 was probably the toughest year for SPIDER, yet luckiest at the same time. Just as the company was expanding, our clients started to limit their spending in response to falling oil prices. Frustrated

from the market development, SPIDER took a leap of faith and begun seeking business opportunities outside Egypt. Thanks to the growing reputation of SPIDR for its cost ef� ciency and precision, a big customer in Algeria has expressed an interest and invited us over to present our technology. The word quickly spread and after a few months of presentations and negotiations with other large companies, we have � nally made a deal with our biggest and best client so far – Halliburton Consulting and Project Management Algeria.

At this point in late 2008 SPIDER proposed a new strategy of combining our technology with consulting business and support Halliburton in their efforts to pursue integrated asset management services. For this reason, we have transferred some of our technical staff from Egypt to Algeria.

Following the early success of this new SPIDER-Halliburton relationship, Halliburton has agreed to partner with SPIDER in creating a strong geoscience foundation. I order to enable it SPIDER has established a local branch (Spider Algeria). Thanks to the Algerian branch SPIDER became an exclusive supplier of talented resources and payrolling services which has helped satisfy the growing demand for Halliburton’s consultancy business and streamline the delivery of Halliburton projects without delay.

In the last three years, we have been expanding our business with Halliburton to Kuwait and Saudi Arabia where we are hoping to replicate the Algerian success – especially in the current times of austerity SPIDR may come handy to many clients looking for a greater cost-ef� ciency.

To conclude, we are proud of being a supplier of Halliburton, its culture and business ethics principles and we are grateful to Halliburton for playing a key role in furthering SPIDER’s business success.

We are looking forward to continue our fruitful partnership for many years to come.

Sayed ShokeirChairman

Spider Egypt For Petroleum Services

Breakthrough Technology & High Quality Consulting Services

SPIDER Egypt for Petroleum Services, once a small Egyptian start-up that has become one of Halliburton’s strategic partners providing Petroleum Services and quali� ed talented geoscientists across MENA region, was founded and registered with the EGPC (Egyptian General Petroleum Corporation) in 2002. Since then it has experienced a gradual growth rooted in two interrelated activities – our breakthrough pressure measurement technology and supply of manpower. The aim of this article is to acknowledge the role that Halliburton has played in facilitating SPIDER’s growth and to express a thank-you for everything that the partnership with Halliburton means for us.

Originally, SPIDER’s purpose was to introduce and promote the technology of SPIDR (Self-Powered Intelligent Data Retrieval) acquired from our former partner DRC (Data Retrieval Corporation). In fact, the name ‘Spider’ aims to invoke the very idea of how our technology works – a quick little spider climbing up and down the hole to retrieve the pressure data. This busy little spider is of course a metaphor – SPIDR does not send any eight-legged creatures hung on a silk string down the well. In fact there is no need for ANY downhole runs as SPIDR is essentially a non-invasive technology using the power of its internal dual quartz pressure transducer, a shear mode and quartz crystal resonator that changes frequency with pressure.

At the very beginning SPIDER had a hard time persuading the prospective clients about the workings of SPIDR technology. When our consultants � rst presented SPIDR as being able to test almost any gas well for a fraction of the cost of a conventional downhole test, some clients have found it too good to be true. In response to that (after several unsuccessful presentations) we have come up with a bold idea – free trials of SPIDR that would be compared with DHGs (downhole gauges). As expected, SPIDR has produced very comparable measurements on almost all the wells tested (while virtually eliminating risk from hydrogen sul� de leaks or high pressures thanks to being non-invasive). These free-trials have � nally won SPIDER a place with several companies operating in Egypt and over the time established SPIDR as one of the market leaders for non-invasive pressure measurement. Our business has � nally started to feel the growing demand and we have gradually introduced new products such as reservoir engineering consultancy and additional services for measuring the liquid � uid levels across Egypt. Times were really good … but then the � nancial crisis hit the oil industry.

The year 2008 was probably the toughest year for SPIDER, yet luckiest at the same time. Just as the company was expanding, our clients started to limit their spending in response to falling oil prices. Frustrated

from the market development, SPIDER took a leap of faith and begun seeking business opportunities outside Egypt. Thanks to the growing reputation of SPIDR for its cost ef� ciency and precision, a big customer in Algeria has expressed an interest and invited us over to present our technology. The word quickly spread and after a few months of presentations and negotiations with other large companies, we have � nally made a deal with our biggest and best client so far – Halliburton Consulting and Project Management Algeria.

At this point in late 2008 SPIDER proposed a new strategy of combining our technology with consulting business and support Halliburton in their efforts to pursue integrated asset management services. For this reason, we have transferred some of our technical staff from Egypt to Algeria.

Following the early success of this new SPIDER-Halliburton relationship, Halliburton has agreed to partner with SPIDER in creating a strong geoscience foundation. I order to enable it SPIDER has established a local branch (Spider Algeria). Thanks to the Algerian branch SPIDER became an exclusive supplier of talented resources and payrolling services which has helped satisfy the growing demand for Halliburton’s consultancy business and streamline the delivery of Halliburton projects without delay.

In the last three years, we have been expanding our business with Halliburton to Kuwait and Saudi Arabia where we are hoping to replicate the Algerian success – especially in the current times of austerity SPIDR may come handy to many clients looking for a greater cost-ef� ciency.

To conclude, we are proud of being a supplier of Halliburton, its culture and business ethics principles and we are grateful to Halliburton for playing a key role in furthering SPIDER’s business success.

We are looking forward to continue our fruitful partnership for many years to come.

Sayed ShokeirChairman

Spider Egypt For Petroleum Services

Breakthrough Technology & High Quality Consulting Services

ALMCO is an international organization headquartered in Baghdad, Iraq and having regional offi ces throughout Europe, the Middle East and Asia.

ALMCO provides a host of services including Construction & Engineering, Catering, Facility Operations and Maintenance Services, Oil & Gas Support Services, Supply & Logistical Operations, vehicle leasing and Security Services. Supporting Iraqi, US, and coalition military forces as well as a wide variety of international corporations ALMCO provides Life Support service for over 17,000 people a day throughout Iraq.

ALMCO’s unique mixture of Iraqi professional personnel and a world-class executive team comprised of professionals recognized across the globe as some of the top people in their fi elds has enabled us to provide best in class services while still offering best value pricing. this unique combination of personnel gives ALMCO a highly professional, versatile, and dedicated team to leverage against any new opportunity.

Since its inception in 2004, our base of core service offerings and industry leading personnel have allowed ALMCO to experience tremendous growth and rapid expansion which is

still ongoing today.

We look forward to making the impossible happen for you.

Apartment 37 B, H. 25, St. 25, Dist. 929, Arasat AI-Hindiya, Baghdad, IraqTel: +964 780 923 7810 | Fax: +971 4 4228057

Email: lifesupport@almcogroup.com | www.almcogroup.com

We Make The Impossible Happen

E N E R G Y

www.ha l l ibur ton .com 1 7

ALMCO is an international organization headquartered in Baghdad, Iraq and having regional offi ces throughout Europe, the Middle East and Asia.

ALMCO provides a host of services including Construction & Engineering, Catering, Facility Operations and Maintenance Services, Oil & Gas Support Services, Supply & Logistical Operations, vehicle leasing and Security Services. Supporting Iraqi, US, and coalition military forces as well as a wide variety of international corporations ALMCO provides Life Support service for over 17,000 people a day throughout Iraq.

ALMCO’s unique mixture of Iraqi professional personnel and a world-class executive team comprised of professionals recognized across the globe as some of the top people in their fi elds has enabled us to provide best in class services while still offering best value pricing. this unique combination of personnel gives ALMCO a highly professional, versatile, and dedicated team to leverage against any new opportunity.

Since its inception in 2004, our base of core service offerings and industry leading personnel have allowed ALMCO to experience tremendous growth and rapid expansion which is

still ongoing today.

We look forward to making the impossible happen for you.

Apartment 37 B, H. 25, St. 25, Dist. 929, Arasat AI-Hindiya, Baghdad, IraqTel: +964 780 923 7810 | Fax: +971 4 4228057

Email: lifesupport@almcogroup.com | www.almcogroup.com

We Make The Impossible Happen

Halliburton in unconventional resources. The company has maintained market leadership in North America, with performance that has exceeded expectations. Before the recent decline in market conditions, growth was twice what had been anticipated, and service intensity has been higher than expected.

“We deliver the lowest cost per barrel of oil equivalent—the result of our surface efficiency combined with our subsurface insight and customised chemistries,” Kenawi says. “Although unconventional resources are still a relatively small part of our business internationally, we are growing this segment of our business. There is a willingness to innovate in these markets, and new technologies are being adopted rapidly. For example, we have successfully introduced our CYPHER Seismic-to-Stimulation Service in the Middle East region, and recently executed the first hydraulic fracturing job with seawater in Saudi Arabia, as well as a second job that used local sand as the proppant.”

The second key area is mature fields, which account for more than 70 percent

of the world’s oil and gas production, with many in the secondary or tertiary production phases. The Halliburton strategy in this segment is focused on integrated solutions that enable customers to realise greater recovery potential by improving performance on existing wells, optimising reservoir management, and identifying new profitable areas in the reservoir. The company’s integrated project management strategy in mature fields is paying off with significant project awards, and with a robust pipeline of integrated project management contracts, it is well-positioned for growth.

The final key area is deep water. In the last decade, 60 percent of global oil discoveries have been in deep water. Although the Middle East and North Africa have few opportunities in this arena, the region still merits attention, Kenawi noted. In this challenging arena, the strategic aim is to grow market share by employing leading-edge capabilities to help eliminate uncertainties and ensure ultra-reliability for customers at every stage of the exploration and development process. There have been headwinds in the deepwater market as a result of higher costs and lower energy

1 8

HALLIBURTON

E N E R G Y

www.ha l l ibur ton .com 1 9

One of the world’s top manufacturer of High Quality Specialized Drilling Chemicals• Clays / weighting materials• Viscosifi ers • Filtration control agents• Lubricants• Surfactants & spotting fl uids• High temp products & dispersants• Lost-circulation materials• Shale inhibitors & fl occulants• Emulsifi ers, Wetting Agents & Thinners

• Rheological modifi ers• Obm fl uid loss controllers• Sbm products• Biocides and scavengers• Defoamers and foamers• Corrosion inhibitors & scale inhibitors• Completion & Drill in Products• Production Chemicals • Brines

Plot No. S 10503 P.O. Box 18159,Jebel Ali Free Zone (South) Dubai, U.A.E.

Phone: +971 4 8860497 | Fax: +971 4 8860498

Locations UAE INDIA SAUDI ARABIA EGYPT

IRAQ OMAN LATIN AMERICA USA

CANADAHOLLANDCHINAMALAYSIA

Oren HydrocarbonsRedefi ning Oil Field Chemistry

www.orenme.com | www.oren.in

“Our integrated service capabilities, infrastructure and technologies mean that we are well-positioned to outgrow the market”

– Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region

E N E R G Y

www.ha l l ibur ton .com 2 1

prices, leading operators to shift investment from deep water to land in search of better returns. However, Halliburton continues to gain share in this slower-growth environment.

“Our integrated service capabilities, infrastructure and technologies mean that we are well-positioned to outgrow the market, as we have over the past three years,” Kenawi says. “We will continue to leverage the investments we have made in these areas to drive growth. Furthermore, we are well-positioned to navigate any market conditions. The experience and commitment of our management team, our highly skilled people, and our innovative technologies will continue to enable us to execute our strategy and deliver value to our stakeholders.”

Since the days of Halliburton logging in Saudi Arabia in the 1940s, there have been massive

2 2

HALLIBURTON

Trusted supplier of high-quality products and services for Oman’s Oil & Gas Industry

Since its inception in 1974, OOISS has become a leader in providing specialised goods and services for Oman’s Oil & Gas industry, serving applications from upstream to downstream. We offer our customers a one-stop shop experience which is supported by OOISS’s 60,000 sqm of facilities in Ghala, a transport fleet, over 150 committed members of staff and operations certified to the most demanding QHSE standards. Annually we stock and deliver on a just in-time basis over 150,000 MT of chemicals which includes the full range of drilling as well as water and process treatment chemicals.

Address: P.O. Box 510 Ruwi. PC 112 | Tel: +968 24117600 | Fax: +968 24590131 | info@ooiss.com | www.ooiss.com

changes in the energy industry globally. One of the biggest has been the increasingly important role played by technology. The exploitation of hydrocarbons is becoming more difficult—well paths are more deviated, wells are deeper and hotter, and have higher pressures. Also, traditionally, hydrocarbons have been found in conventional reservoirs, like carbonates or clastic reservoirs.

But now, attention is being shifted to recovery from the source rocks in unconventional reservoirs. The economics of effectively and efficiently developing an unconventional reservoir are challenging. Technology is helping address all these issues.

New technologies are enabling Halliburton to go to the most hostile environments to record data for full evaluation

E N E R G Y

www.ha l l ibur ton .com 2 3

of a reservoir’s potential. With new drilling technology, Halliburton can now accurately place wells with the high precision required to maximise reservoir connectivity, and with new technology it can now effectively stimulate unconventional wells to make the economics of recovery a viable proposition. Halliburton has a number of world records and market-leading technologies that demonstrate its commitment to working in these extreme environments and new arenas, across the oilfield life cycle.

“Halliburton has a reputation for getting the job done,” Kenawi says, “and that’s what sets us apart from others in the industry. When our customers have a critical objective and they want assurances that their objectives will be met on time and on-budget, they call Halliburton. But we are looking further than that. Especially in today’s environment with low oil prices, we need to understand how the market is developing and how the customer’s business is changing. We have to be aware of evolving geopolitical dynamics and how they affect us. We are constantly trying to understand the future so we can serve our customers better and ultimately drive better performance for our shareholders.”

The current economic environment is also

2 4

HALLIBURTON

making efficiency more critical than ever. It is no longer enough simply to complete the job—it must be executed as effectively and efficiently as possible.

“For Halliburton, one of the key elements in this is customer collaboration and customer intimacy,” Kenawi says. “This is another area where Halliburton excels, and it’s an important differentiator. We build strong customer business relationships, and we believe in working on a collaborative solution rather than forcing an idea on a customer. Having strong, joint ownership builds credibility, and typically results in more effective solutions.”

Another area for growth is the Halliburton Consulting and Project Management business line, which adds significant value to customers’ workflows, and their well construction and completion objectives. Working with both the Drilling and Evaluation and

“We build strong customer business relationships, and we believe in working on a collaborative solution rather than forcing an idea on a customer”– Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region

www.ha l l ibur ton .com 2 5

E N E R G Y

2 6

the Completion and Production divisions, the Consulting and Project Management teams aim to deliver predictable well-construction and intervention projects through collaborative leadership and risk management.

“We had identified the need for a tiered approach to offering our services, to match customers’ needs and enhance value-creation,” Kenawi says. “The Integrated Project Management component has been developed over the last 15 years, and has different levels of

“We had identified the need for a tiered ap-proach to offering our services, to match cus-tomers’ needs and enhance value-creation”

– Ahmed Kenawi, Senior Vice President, Middle East and North Africa Region

E N E R G Y

www.ha l l ibur ton .com 2 7

integration and considerations.”Turnkey drilling—the delivery of

well stages for a fixed, lump-sum price—is becoming widespread in the Middle East. This requires the contractor to accept more risks with drilling the well, while shielding the operator from most operational risks. While a risk-averse nature in both operator and contractor may promote behaviors that lead to poor drilling performance with a turnkey drilling contract, a collaborative and integrated approach between operator and contractor could lead to improved performance. “Today we operate 70 well construction and 44 integrated well intervention rigs worldwide,” Kenawi says, “and our customers continue to appreciate the value of increased collaboration.”

Halliburton invests massively in research and development. The company’s commitment to the Middle East region is highlighted by the inauguration of the new

Unconventional and Reservoir Productivity Technology Center in Saudi Arabia earlier this year, at the King Fahd University of Petroleum and Minerals. The new center enables Halliburton to provide state-of-the-art research and development solutions for conventional and unconventional reservoirs addressing challenges both in the kingdom and across the region. The center provides a base for developing strong relationships with local universities such as KFUPM in developing technology—relationships that are expected to lead to employment and training opportunities for Saudi technicians and university graduates. In addition, Kenawi says, the center is expected to provide technology and solutions to existing and future partners around the globe, contributing to the development of local workforces and national economies.

14th Floor, CitiBank TowerAl-Qutayat Street, Dubai UAEwww.halliburton.com