ALSO IN THIS ISSUE:

Partnerships: QPI join Shell in Brazil offshore oil production

Focus: Shedding light on gender inequality in global energy industry

Qatarization: In conversation with Qatar Shell’s longest serving nationals

SHELL WORLDSUMMER 2014 QATAR

QATAR SHELL SUPPORTS AL ATTIYAH INTERNATIONAL ENERGY AWARDS

Sheikh Thani bin Thamer Al-Thani and Sultan Al-Naimi celebrate 10 years at Qatar Shell

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To contact the magazineIf you have any feedback or would like to suggest content, please contact us.

Nicola JosephManaging EditorNicola.Joseph@shell.com+974 33720986

Maha Al NeamaDeputy Managing EditorMaha.Al-Neama@shell.com+974 44957829

PILLARS OF THE QATAR NATIONAL VISION 2030

Economic DevelopmentDevelopment of a competitive and diversified economy capable of meeting the needs of, and securing a high standard of living for all Qataris both for the present and for the future

Social DevelopmentDevelopment of a just and caring society based on high moral standards, and capable of playing a signifant role in global partnerships for development

Environmental Development Management of the environment such that there is harmony between economic growth, social development and environmental protection

Human Development Development of all Qataris to enable them to sustain a prosperous society

INSIDE THIS ISSUESUMMER 2014

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FROM RAS LAFFAN TO RA JKOT

14COULD LIQUEFIED NATURAL GAS REPLACE DIESEL?

16AL KARAANA PROJECT SET TO ENHANCE QATAR’S PETROCHEMICAL CAPACITY

22REGIONAL PROFESSIONALS GAIN VALUABLE INSIGHT AT 5TH MIDDLE EAST LEADERSHIP ACADEMY

18RECOGNISING EXCELLENCE: PEARL-GTL AWARDED AT IPTC

24IRAQ’S ‘MAJNOON’ FIELD SET FOR FULL FIELD DEVELOPMENT

08QATAR SHELL LEADS THE DEBATE ON WOMEN IN ENERGY

064,000 PARTICIPATE IN KOORA TIME WORLD CUP TOURNAMENT

www.shell.com/swqatar

Unless otherwise specified, copyright in text, images and other information in Shell World magazine belongs to Qatar Shell Service Company W.L.L. or other companies. Permission is given to reproduce, store or transmit any part of this publication provided that the copyright of Shell International B.V. or such other Shell company is acknowledged. This does not include the right to amend or modify text, images and/or other information and it does not extend to any material of which the copyright is identified as belonging to a third party (i.e. other than Shell International B.V. or other companies). Authorisation to reproduce such third-party material must be obtained from the relevant copyright holders.

Wael SawanManaging Director and Chairman of Qatar Shell Companies

Qatar Shell is very fortunate to operate in a country that provides such a supportive environment for business. As a result, we are able to make many meaningful contributions to the economy and society in support of the Qatar National Vision 2030. Qatar Shell began the year with great ambitions and we are excited to see the positive impacts of our focused efforts. Let me share with you just a few highlights so far this year.

In January, our strategic partnership with Qatar Petroleum International (QPI) resulted in an agreement for QPI to acquire a 23% interest from Shell in the Parque das Conchas (BC-10) project offshore Brazil. This transaction, subject to approvals from Brazilian authorities, represents QPI’s first Latin American and first offshore upstream investment, while complementing an already thriving global partnership between QPI and Shell in the downstream sector. Parque das Conchas is a heavy oil development located in ultra-deepwaters already producing 50,000 bbls/day. Several pioneering and technology firsts have helped to bring the development on-stream.

During this year’s International Petroleum Technology Conference (IPTC), held in January, Qatar Petroleum and Shell were honoured with the ‘Excellence in Project Integration’ Award. The award is in recognition of the companies’ achievements in developing Pearl Gas-to-Liquids (GTL). Inspired by the wisdom and vision of H.H. the Father Emir, Sheikh Hamad Bin Khalifa Al Thani, Pearl GTL has firmly established Qatar as the GTL capital of the world.

QP and Shell’s aspirations continue with yet another mega project – the planned Al Karaana Petrochemicals plant. The vision of Al Karaana dates back many years but has recently seen significant progress. The Front-End Engineering Design (FEED) was completed in March. Our attention is now focused on reaching a Final Investment Decision (FID). If approved, we anticipate the construction phase to take place over a period of several years given the scale and complexity of the project.

In February, the Qatar Football Association (QFA) and Qatar Shell celebrated a second season of Koora Time with a National Sports Day tournament. Koora Time is a five-year sustainable initiative created by the QFA and Qatar Shell and is designed to support the Human Development Pillar of the Qatar National Vision by improving the health and wellbeing of Qatar’s youth through football. This year’s tournament and surrounding activities attracted more than four thousand participants. This year’s event also marked the one year anniversary of the launch of the Koora Time initiative when we broke the Guinness World Record for the ‘largest 5-a-side football match’ - a truly amazing achievement!

Also in February, I was honoured to help celebrate the achievements of our Qatari employees during our annual Qatarization Excellence Awards Ceremony. Awards were bestowed on numerous Qatari employees who have demonstrated outstanding performance and commitment to professional growth. Leaders were also recognized for their dedication to the professional development of their Qatari staff. Today, Qatar Shell employs over 300 Qatari professionals at all levels of the company. On page 03, you can read the personal reflections and experiences of two of our most senior Qataris as they celebrate 10 years of working for Qatar Shell.

In all of these endeavours, we have enjoyed working closely with many prominent Qatari institutions. It is gratifying to see the spirit of partnership continue to develop deep roots. Working together, our efforts and joint investments will help further propel Qatar to a very promising future.

02CELEBRATING QATARIZATIONAT QATAR SHELL

10COVER STORY ENERGY LEADERS HONOURED AT AL ATTIYAH ENERGY AWARDS

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‘More than 300 ambitious nationals form key component of our staff population’

Human Development Pillar

Qatar Shell recently hosted a ‘Qatarization Excellence Awards’ ceremony to celebrate the achievements of its national employees who have demonstrated outstanding performance and a commitment to professional growth.

Leaders who continue to support the growth of local talent across the company were also recognised for their dedication to the development of their Qatari collegues and for their efforts in helping Shell realise its aspiration to become the employer of choice for Qataris.

“Qatar Shell has come a long way in less than a decade. When it first started its operation in Qatar, there were but a handful of national employees. Today, we have more than 300 ambitious Qatari professionals who make up a key part of our staff population,” said Sheikh Thani bin Thamer Al-Thani, Deputy General Manager of Qatar Shell. “Qatarization is an issue that is close to my heart, and I am proud to say that Shell is a company committed to this endeavour through leadership that recognises the importance and value of its national employees.”

During the ‘Qatarization Excellence Awards’ ceremony, 12 national employees were honoured with various awards having been nominated by their peers and superiors for their outstanding dedication to Qatarization in 2013. The winners subsequently shared their international assignment experiences and spoke of the skills they had developed while working on assignment at various international Shell locations.

With on-going efforts to distinguish itself as the employer of choice for nationals, Qatar Shell has based this intention on the premise that its domestic operations are to be essentially led by nationals in the future. Through the employment and development of Qatari staff at all levels and functions, Qatar Shell’s approach is fully aligned with one of the fundamental pillars of the Qatar National Vision 2030 – developing human capital. This is achieved through a multi-pronged approach that includes internal and external learning and development, practical coaching, mentoring, online training and short-term international assignments.

Furthermore, in the last five years, Qatar Shell has been honoured with the ‘Supporting Qatarization Award’ four times. Presented by His Excellency Dr Mohammed Bin Saleh Al Sada, Minister of Energy & Industry, this award recognises the organisation’s sustained nationalisation efforts.

Sheikh Thani bin Thamer Al-Thani, Deputy General Manager and Sultan Al Naimi, Government Relations Manager, have worked for Qatar Shell from the very beginning of the extraordinary Pearl GTL journey. As Qatar Shell’s longest serving nationals, they have both been instrumental in making Shell’s aspirations in Qatar a reality. Shell World Qatar sits down with the leaders to hear how they turned dreams into reality.

growth of Pearl GTL and Qatargas4 projects in just eight years, Sheikh Thani has played a pivotal role in the burgeoning of what began as mere concepts to become significant revenue earners for the State of Qatar.

Q: Having recently celebrated a decade of service at Qatar Shell, what would you say has been the highlight of your tenure?A: Shell’s innovation and technology are synonymous with global excellence in the energy sector; however, I must say that it is the people who have kept me here for so long. Shell has become a second family to me that remains extremely close to my heart. Mindful of the importance Shell places on the well-being of its people, this ethos continues to permeate the entire organisation, as every individual makes it their mission to not only consistently deliver excellence, but to do so safely and with zero harm to people. Also, it’s good to see Qataris employed by Qatar Shell strongly supporting their nation both in terms of building world-class experience as well as delivering production from Qatar Shell’s major assets which are also key value generators for the State of Qatar.

Q: What has been your biggest challenge over the last 10 years?A: The biggest challenge was and still is, the responsibility I feel for everyone involved in making and maintaining Qatar Shell’s success. I feel a huge sense of duty to ensure everyone goes home safe every day.

Q: What is your message to the young nationals at Qatar Shell just embarking on their career?A: To my fellow Qataris who, God willing, have a long and prosperous career ahead of them at Qatar Shell and in their country’s energy sector, I say: invest in your foundation. Strong foundations will allow you to soar to great heights as you grow both personally and professionally.

Having spent a decade in various offshore and onshore roles in the upstream and downstream operations at Qatar Petroleum, Sheikh Thani moved to Shell in 2004 and brought with him a wealth of experience and a deep understanding of the Qatari business landscape. He is a fundamental part of the founding team at Qatar Shell that has grown from just a handful of people to a 1,500-strong workforce today. Having witnessed the exponential

CELEBRATING QATARIZATIONAT QATAR SHELL

Conversations with Qatar Shell’s longest serving nationals

In his role as Government Relations Manager at Qatar Shell, Sultan Al-Naimi is the gate-keeper of Shell’s strategic relationships with key stakeholders and government institutions within Qatar. As one of the pioneers and key senior national staff members within the organisation, Sultan played a significant role in establishing Shell in Qatar in 2004 and subsequently nurturing it to become the State’s largest foreign investor.

Q: What would you say has been your biggest achievement during your 10 years at Shell?A: Ten years is a long time, so I cannot really identify just one thing. However, to have seen and been a part of Qatar Shell’s exponential growth over the past decade fills me with great pride, as it now continues to be a wonderful success for which I am an ambassador.

Q: As the number of Qatari employees at Shell continues to grow, what advice can you offer nationals just joining the ranks?A: Shell is a great organisation in which to gain valuable knowledge and experience, both globally and locally. Due to Shell’s top-class technology and innovation, and as a significant leader in the global energy industry, our experts have much to pass onto young engineers and professionals who are eager to learn. Therefore, an opportunity to work for a company such as Shell should be grabbed with both hands and not squandered.

Q: For you, what is the best part about working for Shell?A: The highlight of any organisation is its people. At Shell, we are all treated as equal team members, working collectively towards achieving the overarching vision of the company’s leadership - who remain transparent, trustworthy and supportive. n

QATAR SHELL’S NATIONAL EMPLOYEES RECEIVED ACCOLADES IN THE FOLLOWING 12 CATEGORIES AT THE ‘QATARIZATION EXCELLENCE AWARDS’:

QATARI TECHNICIAN/OPERATORBEST TPP OPERATOR/TECHNICIANBEST QATARI EMPLOYEEBEST LEADER SUPPORTING QATARIZATIONBEST ENGINEERING SUPERVISOR/QATARI SUPPORTERBEST ENGINEERING COACHBEST PROCESS SUPERVISOR/QATARI SUPPORTERBEST TPP PROCESS COACHBEST DEPARTMENT SUPPORTING QATARIZATIONBEST QATARI LEADERS SUPPORTING QATARIZATIONEMPOWERING THE FUTURE LEADERS AWARDEXCELLENCE AWARD FOR SPONSORED STUDENTS

Sheikh Thani bin Thamer Al-Thani

Sultan Al-Naimi

Winners at Shell’s ‘Qatarization Excellence Awards’ 2013

Wael Sawan, Managing Director and Chairman of Qatar Shell Companies celebrates the achievements of Qatari staff and their leaders

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“STRONG FOUNDATIONS WILL ALLOW YOU TO SOAR TO GREAT HEIGHTS AS YOU GROW BOTH PERSONALLY AND PROFESSIONALLY.” SHEIKH THANI BIN THAMER AL-THANI, DEPUTY GENERAL MANAGER OF QATAR SHELL

SHELL WORLD QATAR SHELL WORLD QATAR04 05

QATAR ENERGY INDUSTRY UNITES ON SAFETY PROCEDURES

Key stakeholders agree to adopt Shell philosophy at Qatar Wells Process Safety Forum

Key players in Qatar’s energy industry recently agreed to standardise operational security procedures during participation at the second annual Qatar Wells Process Safety Forum, hosted by Qatar Shell, Maesrk Oil and Gulf Drilling International Ltd (Q.S.C).

Often, people confuse personal and process safety. The fundamental difference between personal safety and process safety is that personal safety deals with low severity, high frequency risks, where as process safety deals with high severity, low frequency risks.

Nearly 100 industry leaders came together to share best practices regarding wells process safety and unanimously agreed that Qatar’s oil and gas sector would now adopt a set of well-defined safety procedures in accordance with the Shell philosophy. Shell’s system separates process safety events based on risk and potential risk into two main categories: Wells Process Safety Incidents and Barrier Events.

“Safety is our number one priority at Shell,” said Wael Sawan, Managing Director and Chairman of Qatar Shell Companies. “Our aim is to consistently record zero harm to our people and no leaks to the environment, and forums like this are crucial to achieving this goal. We, along with our partners, work tirelessly to ensure Goal Zero - no harm and no leaks.”

Inaugurated in 2012, the Qatar Wells Process Safety Forum showcases to the industry how process safety incidents are defined, measured and tracked. Prior to the recent agreement, practices varied between organisations. The recent accord however, is set to help industry leaders eliminate any ambiguity around wells process safety definitions during projects comprising multiple corporate partnerships.

“At Gulf Drilling International Ltd. (Q.S.C) safety is first and foremost in everything we do, and we are therefore honoured to have partnered with one of our valued clients Qatar Shell during this forum,” said Chief Executive Officer, Ibrahim Al Othman. “Through the dedication and support of various industry stakeholders including operators, contractors and service providers, Qatar’s energy industry has now adopted a standardised safety approach to ensure that individual expectations are fully comprehended.”

During the forum, representatives of Qatar Petroleum’s Health, Safety, Security and Environment (HSSE) Department agreed to trial the chosen wells process safety descriptions at the bi-annual Doha Offshore Incident Review Committee meetings. Throughout 2014, feedback will be gathered from reporting cycles to allow for further clarifications regarding the reporting standards.

Forum delegates also engaged in discussions regarding safety leadership and the role a manager plays in empowering staff members to oversee the permeation of a safety ethos across an organisation. n

Qatar Shell is proud to announce that its strategic partnership with Qatar Petroleum International (QPI) has resulted in a new agreement whereby QPI will acquire a 23 per cent ownership in an oil production project, called Parque das Conchas (BC-10), located offshore Brazil.

The agreement, currently awaiting final approval from the Brazilian authorities, stipulates that Shell will continue to operate BC-10 with a 50 per cent working interest. However, the agreement will secure QPI as a partner alongside Shell’s existing partner, the Oil and Natural Gas Corporation Limited (ONGC) of India.

This agreement complements an already thriving partnership that dates back to 2007, the year in which Shell and QPI signed a Memorandum of Understanding to identify and develop international projects of mutual interest throughout the energy chain.

Subsequently, in 2009, QPI became a shareholder in two Shell chemical joint ventures in Singapore. Three years later, Shell and QPI signed an agreement to develop a major refining complex in China. This latest deal represents QPI’s first foray into the international upstream sector.

Currently, BC-10 produces approximately 50,000 barrels of oil equivalent per day (BOE/D) and, since coming on-stream in 2009, has produced more than 80 million barrels of oil equivalent (BOE).

Phase 2 of the project, which came online towards the end of 2013, ties into the Argonauta O-North field with an expected peak production of 35,000 BOE/D. A final investment decision for a Phase 3 of the BC-10 project was also made in 2013 and, once online, is expected to reach a peak production of 28,000 BOE/D.

This latest agreement between Shell and QPI represents a major achievement and an important milestone in our partnership. n

Environmental and Human Development Pillars

Ibrahim Al Othman, Chief Executive Officer, Gulf Drilling International

Dorcas Odeinde, HSE Manager at Qatar Shell presenting to the attendees

Blake Stephenson, General Manager, Well Operations, Qatar

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QATAR PETROLEUM INTERNATIONAL JOINS SHELL AS PARTNER IN BRAZILIAN OFFSHORE PROJECT

Parque das Conchas (BC-10), located offshore Brazil

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GLOBAL NEWS

SHELL WORLD QATAR SHELL WORLD QATAR06 07

4,000 PARTICIPATE IN KOORA TIME WORLD CUP TOURNAMENT

“This year, as the Koora Time initiative continues to strive towards improving the health and wellbeing of the nation’s youth through football, we decided to honour the most important football event of this year – the World Cup Brazil.”

“The players and their fans immersed themselves in the World Cup spirit throughout the tournament, which was a great way to celebrate one year since the kick-off of this exciting initiative that continues to prove a success,” said Saud Al Mohannadi, Vice President of QFA. “The Koora Time World Cup 2014 is a clear demonstration of our ongoing efforts, in partnership with Qatar Shell, to help Qatar’s community engage in, and uphold, healthy living.”

Koora Time is a five-year sustainable initiative designed to improve the wellbeing of Qatar’s youth through football. In supporting the Social and Human Development pillar of the Qatar National Vision 2030, Koora Time engages the nation’s youth through football-themed programmes, and caters to age groups from three to 24-years-old.

Meanwhile, this year’s Koora Time National Sport Day activities at Aspire Zone featured an mPowering Action booth, showcasing an energy-harnessing football that generates light after 30 minutes of play.

The Qatar Football Association (QFA), Al Dawri & Al Kass Sport Channels and Qatar Shell celebrated a Koora Time milestone on National Sport Day with a World Cup style football tournament at Aspire Zone. The event was inaugurated by His Excellency Dr. Mohammed Bin Saleh Al Sada, Minister of Energy and Industry, who took to the main pitch to officially kick-off the tournament.

Inspired by, and in advance of, the 2014 FIFA World Cup Brazil, the Koora Time World Cup 2014 attracted more than 4,000 participants. Forty-eight teams, representing different countries, battled it out across eight pitches in a day-long football tournament that was eventually won by a team playing as Bosnia and Herzegovina.

On a day when the nation’s entire population is encouraged to engage in sporting activity, Qatar National Football team players, Khalfan Ibrahim and Bilal Mohammed, acted as honorary coaches and referees for the competition, and also led football clinics in the dedicated Fan Zone.

“Last year, the QFA and Qatar Shell launched the Koora Time initiative on National Sport Day in dramatic style by breaking the Guinness World Record for the longest ever 5-a-side football match,” said Wael Sawan, Managing Director and Chairman of Qatar Shell. “This exciting game ran for 11 hours, 58 minutes and 12 seconds as 523 people from around Qatar took part.”

QFA, Al Kass and Qatar Shell celebrate initiative’s first anniversary on National Sport Day

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Members of the public were given the opportunity to test the ball and compete in a freestyle juggling competition that sparked engaging conversations around access to energy. The two winners of the competition, Khalid Hamooshi and Abdulsalam Saleh, each took home one of the light-emitting footballs, having impressed the judges with their bold moves and tricks.

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HE Mohammed bin Saleh Al-Sada, Minister of Energy and Industry, Rob Sherwin, Deputy Country Chair and Sheikih Thani, Deputy General Manager, Qatar Shell try out the mPowering Action SOCCKET soccer ball

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The winning team ‘Bosnia and Herzegovina’ celebrating

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Children participating in the football activities

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HE Minister Al Sada with Shell leadership and QFA representatives

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A game in action with Rob Sherwin, Deputy Country Chair Qatar Shell, in goal

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In 2012, Shell became the founding corporate partner of mPowering Action, which is a unique worldwide movement and mobile platform designed to inspire, empower and motivate the millennial generation. As a public-private partnership, mPowering Action unites goodwill organisations, corporate partners, the entertainment industry and the UN community in an effort to positively impact humanity. n

Social and Human Development Pillars

1. Bosnia and Herzegovina2. Italy3. Afghanistan

TOP 3 COUNTRY TEAMS THAT TOOK PART IN THE KOORA TIME WORLD CUP 2014.

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QATAR SHELL LEADS THE DEBATE ON WOMEN IN ENERGY

The energy industry remains a male dominated sector, despite increasing efforts over the last decade to attract more women. While recent progress is encouraging, there remains a broad consensus that sustained efforts are necessary for the creation of gender equality within the industry.

Accordingly, Qatar Shell led the debate on Women in Energy during a ‘Qatar Shell Dialogues’ series at the recent International Petroleum Technology Conference (IPTC) in Doha.

Today, women comprise a bigger proportion of the industry’s global workforce than ever before, as an increasing number of women enter science and engineering programmes, once regarded as strictly male disciplines. However, Wael Sawan, Managing Director and Chairman of Qatar Shell, believes that more needs to be done with regards to gender inclusion. “In the energy industry, we do not fully utilise the available tools to attract women into a company like Shell and the rest of the energy sector,” he said.

The energy industry’s gender imbalance has prevailed for decades, but with a whole generation of experienced engineers set to retire with insufficient replacements, building a diverse workforce that includes more women is not simply a choice – it is crucial to the future of the industry.

However, while the numbers vary from country to country, the overall trend does appear to be gradually changing as the number of women entering the industry is on the rise.

Moreover, there are increasing opportunities for women in Qatar’s thriving oil and gas industry, and given the limited size of its population, the Gulf state – like many of its neighbours – needs to tap into both its male and female talent pools.

Doing so would allow the energy industry to source and develop the workforce required to fuel Qatar’s expanding industrial base, as well as its energy

The energy industry is not yet fully utilising the available tools to attract women

Human Development Pillar

research and development (R&D) efforts; both of which are objectives in Qatar’s quest towards establishing itself as a knowledge economy.

However, attracting women to the local energy industry still remains a challenge. In a survey conducted by Qatar Shell during its Dialogue at IPTC, 46% of industry representatives and senior academics agreed upon a need to change the energy industry’s macho image.

Furthermore, 58% believed that for more women to take up roles in the field, on offshore drilling rigs for example, energy companies need to implement strict rules against harassment and discrimination in the workplace.

Additionally, 63% said mentorship programmes led by young women in the energy industry would greatly impact the attraction of female engineering graduates.

Despite a dearth of female professionals in Qatar’s energy sector, the number of female graduates has risen significantly over the past decade. As has the number of women reading science and

engineering related degrees confirmed Dr Todd Kent, Assistant Dean of Academic Affairs at Texas A&M University Qatar (TAMUQ).

“At TAMUQ, 38% of our current students are women, while in the United States, women make up around 18% of those studying engineering. So, here in Qatar, we are currently producing a lot of female engineers,” he said.

Nevertheless, there remains an apparent divide between Qatar’s female graduates and their subsequent entry into the workforce. According to the United Nations Statistics Division, at 63%, Qatar has the region’s second-highest percentage of women in higher education. However, according to World Bank data, the labour force participation rate fell for Qatari women at a moderate 51% in 2012 compared to a 96% rate for Qatari men aged 15 and above, in the same year.

Still, if these numbers are set to rise in the future, energy companies, in collaboration with universities will need to outline clear career paths and objectives

“WOMEN BRING SOMETHING NEW TO THE TABLE. WE THINK IN A DIFFERENT WAY. OIL & GAS DESPERATELY NEEDS THIS RIGHT NOW.” MARYAM AL-BISHRI, RESERVOIR ENGINEER AT QATAR PETROLEUM

for today’s generation of young and ambitious Qatari females.

Shell’s efforts aim to contribute to the solutions for this challenge through the continued development of its female employees and initiatives such as the Qatar Shell Women’s Association Network (QSWAN), a voluntary network of staff seeking to promote gender equality across the organisation.

Recently, QSWAN and Qatar University hosted a joint panel discussion to highlight the important role women can play in shaping Qatar’s future energy sector. During the discussion, professional engineers including Maryam Al Bishri, Reservoir Engineer at Qatar Petroleum; Maryam Manojahri, Technologist at Qatar Shell; Kaltham Al Kaabi, Corrosion Engineer at RasGas; and Maha Kafood, Process Engineer at Maersk Oil, shared their personal experiences and subsequent challenges in the field.

Furthermore, Qatar Shell also recently hosted its annual International Women’s Day event.

Organised by QSWAN, issues relating to equal opportunities for females across the organisation were addressed.

Acknowledging such efforts, Wael Sawan said, “Within Qatar Shell, we are proactively addressing the gender gap in our organisation, and while much is being done to bridge it, we can always do more.”

Enhancing the role of women as part of a broader effort to achieve diversity and inclusion is now increasingly recognised within the energy industry, government and academia. Yet, to some extent, it remains apparent that the future of the industry hinges on harnessing the untapped potential of women in energy. n

Maryam Al-Bishri, Reservoir Engineer at Qatar Petroleum speaks to Cindy Babski, Internal Communications Manager at Qatar Shell

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Participants at the ‘Women in Energy Debate’ at Qatar University

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higher education enrolment rate for women in Qatar – United Nations Statistics Division

63%

51% of women vs. 96% of men in Qatar entered the workforce in 2012 – The World Bank

vs.

WOMEN MEN

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YES NO

54%46%

In a number of MENA countries, women made up well over half the science graduates in 2011, reaching 72% in Saudi Arabia when only 1% Saudi science researchers are women. Can the regional energy industry attract and develop the National talent required to manage the industry if women increasingly lead in science education but don’t enter the sector?

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ENERGY LEADERS HONOURED AT AL ATTIYAH ENERGY AWARDSThe event, in its 2nd year, was supported by Qatar Shell and Qatar Petroleum

Human Development Pillar

Top energy officials were recognised at the second ‘Abdullah Bin Hamad Al Attiyah International Energy Awards’ in Doha recently for their distinct personal accomplishments within the industry throughout their careers.

This year, the event was attended by HE Sheikha Al-Mayassa bint Hamad bin Khalifa Al-Thani, Chairperson of Qatar Museums Authority as well as HE Mohammed bin Saleh Al Sada, Minister of Energy and Industry and other distinguished guests. Six individuals including His Excellency Dr Ibrahim Ibrahim, Economic Advisor to His Highness the Emir of Qatar, and five others were honoured for their lifetime achievements and contributions to the global energy industry.

Addressing local and international energy leaders who descended on Doha’s Museum of Islamic Art for the annual award ceremony, HE Al Attiyah, who is now Chairman of the Qatar Administrative Control and Transparency Authority, said: “I am proud that this event is now a fixture in the annual energy calendar as it allows for a unique opportunity to celebrate outstanding achievements.” As a Gold Partner of the ‘Abudllah Bin Hamad Al Attiyah International Energy Awards’, Qatar Shell was proud to endorse such a prestigious event. Managing Director and Chairman of Qatar Shell Wael Sawan said: “It is an honour for Qatar Shell to support an occasion that offers the industry a fantastic opportunity to celebrate outstanding individuals for their impact on the energy sector. Qatar Shell’s longstanding relationship with HE Al Attiyah was cemented over a decade ago when Qatar Petroleum and Shell signed a Heads of Agreement to commence development of the Pearl Gas-to-Liquids (GTL) plant. As a world-class facility spearheaded by HE Al Attiyah, Pearl GTL now supplies its five products to markets globally” said the Chairman.

In addition, it was a fantastic opportunity for Qatar to welcome Andy Brown back after medical leave. As former Chairman of Qatar Shell, and current

Upstream International Director, Shell, Andy presented HE Al Attiyah with a gift commemorating over a decade of achievements for Pearl GTL since the Heads Of Agreement (HOA) was signed in 2003.

Meanwhile, OPEC’s current Secretary General HE Abdallah Salem El Badri delivered the 2014 Abdullah Bin Hamad Al-Attiyah International Energy Awards Lecture, which focused on the outlook for global energy markets in light of recent geopolitical developments. Alongside the lecture, HE Abdullah Salem El Badri also participated as a member of the independent awards selection committee, comprising seven volunteer experts.

Award contenders were evaluated on four key principles including impact, leadership and partnership, innovative and creative thinking, and long-term vision.

The Al Attiyah Energy Awards were established to celebrate the legacy of Qatar’s former Minister of Energy and recognise distinguished individuals for their achievements in the global energy industry. n

2014 WINNERS OF THE ABDULLAH BIN HAMAD AL ATTIYAH INTERNATIONAL ENERGY AWARDS:

Lifetime Achievement Award for the Advancement of the Qatar Energy Industry: HE Dr Ibrahim Ibrahim, Economic Advisor to HH the Emir of Qatar

Lifetime Achievement Award for the Advancement of OPEC:Dr Adnan Shihab-Eldin, Director General of Kuwait Foundation for the Advancement of Sciences, Advisor to and Member of Kuwait National Nuclear Energy Committee and former Acting Secretary General and Director of Research of OPEC

Lifetime Achievement Award for the Advancement of Producer-Consumer Dialogue:Nobuo Tanaka, Global Associate for Energy Security and Sustainability at the Institute of Energy Economics, Professor of the University of Tokyo and former Executive Director of the International Energy Agency

Lifetime Achievement Award for the Advancement of Education for Future Energy Leaders:Professor Tan Chorh Chuan, President of National University of Singapore

Lifetime Achievement Award for the Advancement of International Energy Journalism Walid Khadduri, former Editor-in-Chief of the Middle East Economic Survey

Lifetime Achievement Honorary Award for the Advancement of International Energy Policy:Dr Rilwanu Lukman, Honorary Advisor on Energy and Strategic Matters to the President of Nigeria and former OPEC Secretary-General and Nigerian Minister of Petroleum

2014 Winners of the Awards3

HE Dr Ibrahim Ibrahim, Economic Advisor to the HH the Emir of Qatar with Wael Sawan, Chairman and MD of Qatar Shell

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The Museum of Islamic Art beautifully lit1

HE Al Attiyah with Wael Sawan and distinguished guests at the event

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Wael Sawan with HE Al Sada, HE Sheikha Mayassa Al Thani, HE Al Attiyah and Andy Brown on the top table

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FROM RAS LAFFAN TO RAJKOT

Asad’s journey showcases Shell’s leadership across the LNG value chain

Economic Development Pillar

Article contributed by Rahul Deep Singh

As dawn breaks over the town of Rajkot in the State of Gujarat on the Indian west coast, Hitesh, a cook in a small restaurant, lights up the stove to boil the kettle so he can serve endless cups of tea throughout the day. Little does he know that the gas molecules boiling his tea originate from Ras Laffan, Qatar. For Hitesh, it is equally incomprehensible that an International Oil Company (IOC), such as Shell, facilitated the materialisation of these gas molecules in his little kitchen. So let’s trace back the journey of these molecules from Ras Laffan to Hitesh’s kitchen in Rajkot to explore Shell’s role in this process. To keep things simple, we will name the first gas molecule to spurt out of the stove, ‘Asad’ – the Arabic word for lion – given his Arabian descent.

Asad reached Rajkot through the local gas pipeline grid originating from the port town of Hazira, where in 2001, Shell decided to develop a Liquefied Natural Gas (LNG) import terminal with an initial LNG regasification capacity of two million tonnes per annum (mtpa). Shell’s Hazira terminal was a bold new concept back then, confident of the Indian gas market’s growth potential, Shell decided to build the Hazira project as a ‘merchant terminal’ without any long-term suppliers or customers. The model proved to be immensely successful and in 2004 Shell was able to attract another IOC as a JV partner into the project. Quickly achieving full capacity utilisation,

the terminal was later expanded to 3.6 mtpa and is currently undergoing further expansion to 5 mtpa of regasification capacity.

Using Asad’s journey, let’s explore the workings of an LNG regasification terminal. He reached Hazira in liquid form at cryogenic temperatures of -160oC, significantly cooler than the coldest temperature ever recorded on earth at -91oC in Vostok, Russia, in 1997.

A regasification terminal simply converts LNG in cryogenic liquid form to natural gas at ambient temperatures by slowly warming up the LNG. To help make this process energy efficient, the endless supply of relatively warmer sea water next to the terminal is used to heat the pipes containing LNG. And as the water cools, the LNG warms up commensurately. Repeated in cycles, this process results in the conversion of -160oC LNG into +15oC natural gas.

During this transformation, the volume of the LNG increases 600 fold, whereby one cubic metre of cryogenic liquid LNG eventually transforms into 600 cubic metres of natural gas. Asad underwent a similar transformation before being injected into the local gas grid from the Hazira terminal and eventually ending up in Hitesh’s kitchen in Rajkot.

Let’s trace Asad’s journey further upstream, he arrived on Indian shores aboard the mammoth LNG carrier Al Nuaman, following a relatively short three day journey from Ras Laffan to Hazira. Al Nuaman is designated as a Q-Flex ship with a capacity to carry about 210,000 m3 of LNG in cryogenic liquid form. Asad came on board Al Nuaman as a shipment from the Qatargas 4 (QG4) project, a 70/30 joint venture between Qatar Petroleum (QP) and Shell established in Ras Laffan to liquefy natural gas into LNG.

While Al Nuaman is owned by Qatargas Transport Company Ltd (Nakilat), it is contracted under a long term charter to the QG4 project. It’s worth highlighting that Al Nuaman and the majority of the Nakilat fleet are operated by more than 1,000 crew members from the Shell Trading & Shipping Company (STASCO). In fact, Shell and its JV partners are together involved in managing about 30% of the global LNG fleet.

The QG4 project is a living testimony to IOC/NOC (National Oil Company) partnerships. The QG4 project came on stream in 2011 and is today considered to be one of the pace setting LNG projects in the industry.

Using QG4 as an example, let’s explore how a typical LNG liquefaction plant works. Despite Asad’s short lifespan as an LNG molecule, he was actually born millions of years ago in Qatar’s gigantic North Field, caged in the depths of a reservoir under immense pressure. For Asad, time practically stood still until the day when he was sucked up into one of the 33 wells of the QG3/4 project, and rushed onshore for further processing. North Field gas is classified as ‘wet gas’ as it is rich in valuable liquids content. It also has significant concentrations of the deadly Hydrogen Sulphide (H2S) gas, so it is also called sour gas on account of the H2S content. Initial onshore processing concentrates first on stripping out the liquids, including a light crude oil-like substance called condensates, LPG (Liquefied Petroleum Gas) fractions, and H2S. The resultant dry gas is subsequently converted into LNG by running the gas through multiple refrigeration loops. If we look back at the 600 fold expansion at Hazira, Asad underwent a similar transformation here as well, with the only difference being that he was compressed 600 fold from gaseous form to a cryogenic liquid state and eventually shipped on-board the Al Nuaman.

When QP and Shell took Final Investment Decision on QG4, Asad’s passport was effectively stamped with an entry visa to the United States, as the majority of LNG production from the project was earmarked for sale to the Elba Island LNG terminal in the US. However, in recent years, the US has witnessed a revolution of sorts in shale gas production, affecting global LNG market dynamics. Asad’s destiny was ultimately changed to head eastwards rather than westwards, when SILS (Shell International LNG Supply, Shell’s LNG trading arm) concluded a mid-term deal with Qatargas in 2011 to divert some of QG4’s Elba bound volumes to the Hazira terminal in India. In addition to such mid-term deals, SILS has also executed long-term deals that divert QG4 LNG to China and Dubai, in the process creating significant value for both QP and Shell as shareholders in the project.

Asad’s journey from Ras Laffan to Rajkot really showcases Shell’s integration capabilities across the whole LNG value chain – he originated from a Shell equity project in Qatar; got diverted to India as a result of trading deal done by Shell; reached the Indian shores on a Shell operated LNG carrier and finally arrived at Hitesh’s kitchen by undergoing regassification at a terminal with Shell as the lead shareholder. Shell essentially doing what it is best at, integrating across the whole LNG value chain, connecting major resource holders with customers. n

Ras Laffan, Qatar

Hazira, India

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The journey of a gas molecule from Qatar to India

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Rahul Deep Singh, QG4 Governance & Commercial Advisor, is part of the Shell shareholder team managing Shell’s interest in the Qatargas 4 LNG project.

ALTERNATIVE INSIGHT

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COULD LIQUEFIED NATURAL GAS REPLACE DIESEL?Shell investments help ensure LNG as a viable transportation alternative

As the number of people on our planet continues to increase and cities become more densely populated, our roads, ports and airports remain busier than ever. Therefore, the growing need for a wide range of vehicles and fuels has become crucial for meeting transportation demands.

Accordingly, Shell’s leadership believes that liquefied natural gas (LNG) could form a bigger part of the transport-energy relationship, alongside the development of greater vehicle efficiency, biofuels, hydrogen and electric mobility.

Natural gas can be a major source of energy, however many cities and industrial zones in need of it are located far from the gas fields. Transporting gas through pipelines can sometimes be costly and impractical. To make it easier to transport and store the gas it is cooled to a liquid state, rendering it LNG.

LNG is a clear, colourless, non-toxic liquid that forms when natural gas is cooled to around -162ºC (-260ºF). This process shrinks the volume of the gas 600 times, making it easier to store and transport to markets around the world. Subsequently, when LNG reaches its destination, it is returned to its original form at regasification facilities to then be piped to homes, businesses and industries.

Yet, Shell experts are continuously exploring ways to broaden the use of LNG from the traditional power generation sector, to the marine sector, to fuelling trucks and powering more of the world’s growing commercial transport fleets and vessels.

Viewed as a holistic transport fuel rather than simply an on-road one, LNG is now preferred over compressed natural gas as a replacement for diesel across a wider variety of transportation sectors including marine, mining, on-road trucking and drilling. n

WHY USE LIQUEFIED NATURAL GAS (LNG) ON LAND?LNG offers potential fuel cost savings versus conventional diesel

LNG-fuelled engines can help improve air quality by reducing well-to-wheel greenhouse gas emissions by up to 25% compared to regular diesel

LNG-fuelled spark-ignition engines can help reduce engine noise by up to 50% compared to heavy duty diesel engines

LNG does not compromise on performance as LNG-fuelled vehicles provide similar driving range, engine power and performance to that of an equivalent conventional heavy duty diesel vehicle

LNG is a sufficient diesel substitute and a good alternative fuel option for fleets operating Class 8 trucks in long-haul dedicated route environments

WHY USE LNG ON SEA?As demand for ultra low sulphur fuel increases and emissions regulations tighten in the shipping industry, LNG could become an increasingly attractive fuel for marine vessel owners

Shell LNG fuel can help reduce well-to-wheel GHG emissions by up to 20%, compared to conventional marine diesel fuel

“SHELL HAS ALWAYS SOUGHT TO INNOVATE NEW MARKETS FOR LNG, WHETHER IN NEW COUNTRIES SUCH AS INDIA THROUGH THE HAZIRA TERMINAL, OR NEW USES FOR LNG IN EXISTING MARKETS.“ MOON HUSSAIN, GENERAL MANAGER OF QATARGAS4

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In Europe, Shell has chartered the first inland barges to run purely on LNG, which sail on the Rhine

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Truck filling at LNG station in the USA3

LNG IN SHELL OPERATIONS Greenstream is Shell’s first 100% liquefied natural gas (LNG)-powered tank barge. The 110 metre-long vessel carries diesel, heating oil and unleaded gasoline to the Netherlands, Germany and Switzerland. As the first of two new LNG-powered carriers chartered by Shell, Greenstream operates at a lower frequency than traditional barges, reducing vibration and noise.

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AL KARAANA PROJECT SET TO ENHANCE QATAR’S PETROCHEMICAL CAPACITY

The world-class plant will be a stand-alone Qatar Petroleum and Qatar Shell joint venture

Economic Development Pillar

The Al Karaana Petrochemicals project, a joint venture between Qatar Petroleum (QP) and Qatar Shell, recently completed its front-end engineering and design phase (FEED), and will now focus on reaching a Final Investment Decision (FID).

Upon FID, construction will begin on Al Karaana, a world-scale petrochemicals complex at Ras Laffan Industrial City. The stand-alone plant will be operated by the QP-Shell (80/20) joint venture.

“As engineers, we tend to have a habit of ‘following’ the hydrocarbons from upstream to downstream,” said Stijn van Els, Chief Executive Officer (CEO) designate of Al Karaana. “However, petrochemicals are valuable to the various products that we now could not imagine living without including high tech polyester-based football shirts, PET plastic bottles and the fine coating films that cover screens all around us, from televisions to solar panels.”

Polyester is produced from Monoethylene glycol, (MEG) and through the Al Karaana project, two world-class Shell-technology MEG production facilities are to be built. The plant will also produce two other compounds: Linear alpha olefins (LAO), used to make detergents, and Oxo-alcohols (OXO), which are used in the plastics industry. Subsequently, these liquid products will be shipped to markets worldwide.

However, Al Karaana will be different from other existing petrochemical plants in Qatar explained Abdulhameed Al Jabir, Commercial Manager of Al Karaana. “Al Karaana will have a mixed feed cracker, (ethane and propane) making it more flexible as additional ethane can be cracked by backing out propane for mainly liquid production,” he said.

He added that the scope under consideration includes a world-scale steam cracker with feedstock coming from natural gas projects in Qatar. “Al Karaana will comprise a mono-ethylene glycol plant of up to 1.5 million tonnes per annum using Shell’s proprietary Only MEG Advantaged (OMEGA) technology,” he said. “As well as 300 kilotonnes per annum of LAO using Shell’s proprietary Shell Higher Olefin Process (SHOP), and a 250 kilotonnes per annum OXO unit using Mitsubishi’s OXO Process Technology.”

Al Karaana originated in December 2010 when QP and Shell signed a Memorandum of Understanding to jointly study the feasibility of developing a world-class petrochemicals complex based in Ras Laffan. The agreement was signed in Doha by His Excellency Abdulla bin Hamad Al Attiyah, Qatar’s former Minister of Energy now Chairman of the Administrative

Control and Transparency Authority, and former Royal Dutch Shell CEO Peter Voser.

The following year, a Heads of Agreement was reached by His Excellency Dr Mohammed bin Saleh Al Sada, Qatar’s Minister of Energy and Industry, and Voser. The agreement set the scope and commercial principles for the project’s development.

“When complete, Al Karaana will contribute approximately 25 per cent of the additional petrochemicals capacity needed to realise Qatar’s vision of 20 million tons of petrochemicals by 2020,” said Al Jabir. “Therefore, as part of a new chapter in Qatar’s history, it is important for us that Al Karaana is solidly rooted in the rich traditions and culture of Qatar - which is why it is named after a small, but historic, village located in southern Qatar, known for being a rare source of water in an arid land.”

The Al Karaana project aims to be fully integrated with other facilities in Ras Laffan, taking its ethane feed stocks from Pearl GTL and Barzan, and propane from RasGas. It will therefore add value to the North Field by upgrading the ethane and propane to MEG, LAO and OXO.

Meanwhile, with the construction workforce required to build Al Karaana currently estimated at 35,000, at peak, the welfare of workers remains a top priority for Shell.

“The welfare of workers is a topic that receives considerable attention both nationally and internationally, and rightfully so,” added Al Jabir. “Therefore, we have developed a ‘Care for People Strategy’ for Worker Welfare to demonstrate our fundamental values, beliefs and innate respect for human rights.”

He added that contractors are expected to develop ‘Worker Welfare Plans’ and ‘Employment Practices Standards’ that set out how they intend to align to and implement the requirements of the strategy. In this regard, Al Karaana will ensure the welfare of workers is upheld by setting standards for village facilities, as well as infrastructure to provide a support network that caters to the multinational workforce. n

“THE AL KARAANA PROJECT WILL CONTRIBUTE APPROXIMATELY 25 PER CENT OF THE ADDITIONAL PETROCHEMICALS CAPACITY NEEDED TO REALISE QATAR’S VISION OF 20 MILLION TONS OF PETROCHEMICALS BY 2020.” ABDULHAMEED AL JABIR, COMMERCIAL MANAGER AT AL KARAANA

Abdulhameed Al-Jaber, Commercial Manager at Al Karaana

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Unveiling of Al Karaana logo in 2013 by HE Dr Mohammed bin Saleh Al Sada and Mohammed Nasser Al-Hajri, Chairman of Al-Karaana Petrochemicals Complex Executive Committee

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Qatar Shell and Qatar Petroleum (QP) were honoured with the ‘Excellence in Project Integration’ Award for the Pearl Gas-to-Liquids (GTL) plant during the recent 7th International Petroleum Technology Conference (IPTC).

The award is bestowed on projects that have demonstrated distinction throughout the entire value chain to exemplify strong teamwork, solid geoscientific knowledge, reservoir and production engineering acumen, prudent construction, and outstanding facilities engineering practice.

Also, the ‘Excellence in Project Integration’ Award is granted to initiatives that add value to a company, whether a National Oil Company (NOC) or an International Oil Company (IOC). Royal Dutch Shell was shortlisted for two projects: Perdido – one of the company’s most challenging deep-water programmes in the Gulf of Mexico – and Pearl GTL.

Matthias Bichsel, Shell’s Director of Projects & Technology, and Saad Sherida Al Kaabi, QP’s Director of Oil & Gas Ventures, accepted the award on behalf of the two partners.

“I am extremely proud and honoured to receive this award with our distinguished partner, QP, and on behalf of the many talented and dedicated individuals in QP, Shell and our contractor partners who’ve made Pearl GTL a reality,” said Bichsel. “Inspired by the wisdom and vision of H.H. the Father Emir, Sheikh Hamad Bin Khalifa Al Thani, Pearl GTL has established Qatar as the GTL capital of the world.”

Pearl GTL, a fully integrated upstream-midstream-downstream development, is the world’s largest GTL plant and one of the most complex and challenging energy projects ever commissioned. The delivery of GTL on such a vast scale at the plant is an example of uniquely integrated development.

“Pearl GTL is a reflection of the commitment and calibre of some of the industry’s brightest minds, and it not only incorporates some truly innovative technologies but also serves as an example of excellence in project integration and successful partnership,” said Al Kaabi. “This award is another affirmation of the overarching strategy that QP has adopted in the development of world-class projects for the continued growth of Qatar’s oil and gas industry.”

RECOGNISING EXCELLENCE: PEARL GTL AWARDED AT IPTC

Qatar Shell and QP honoured for Project Integration

The Pearl GTL project, established under a Development and Production Sharing Agreement with the Government of the State of Qatar, was launched in 2006 and officially inaugurated in 2011 by His Highness the Father Emir, Sheikh Hamad Bin Khalifa Al Thani.

It converts up to 1.6 billion cubic feet of wellhead gas per day from 22 offshore wells in Qatar’s North Field using the proprietary Shell Middle Distillate Synthesis (SMDS) process. SMDS is built on 40 years of development and involves approximately 3,500 patents.

From the plant, a range of high-performing GTL products are created, including gasoil, to be used as diesel fuel, kerosene to be used as jet fuel, base oil to be used for high quality lubricants, as well as naphtha and normal paraffin for use in the petrochemicals industry.

During IPTC, Qatar Shell hosted three panel discussions on its exhibition stand as part of the Qatar Shell Dialogues series launched last May. The dialogues aim to allow participants to tackle critical issues of direct relevance to the energy industry. They are part of a broader Shell initiative designed to provide a platform for business, government and academia to facilitate the exchange of ideas and knowledge in Qatar’s energy sector.

The first debate at IPTC addressed the issue of ‘Women in Energy’, assessing current progressions towards gender equality in the oil and gas industry. Subsequent Qatar Shell Dialogues included ‘Water and Energy Solutions’ and ‘Building National Capacity’.

During the first session a series of surveys conducted among panellists and the audience provoked valuable insights into potential industry initiatives to enhance female representation within the global energy sector.

This is of particular importance at a time when the industry is stepping up its search for talent amid a looming shortage of engineers, while at the same time being confronted with the challenge of meeting increased global energy demands, by tapping into ever-more complex and remote hydrocarbon reservoirs.

The IPTC programme addresses technology and relevant industry issues that challenge energy professionals and management around the world. An annual event that rotates between Asia Pacific and the Middle East, the IPTC is a collaborative effort among the American Association of Petroleum Geologists (AAPG), the European Association of Geoscientists and Engineers (EAGE), the Society of Exploration Geophysicists (SEG) and the Society of Petroleum Engineers (SPE). n

Mais Taha, Reservoir Engineer, one of the panelists in the ‘Women in Energy’ Debate

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Participants engage in the ‘Women in Energy’ Debate at IPTC

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Matthias Bichsel, Director Projects and Technology, Shell collecting award at IPTC

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HE Sheikh Abdullah bin Nasser bin Khalifa Al Thani greeted by Shell executives at IPTC

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“PEARL GTL IS A REFLECTION OF THE COMMITMENT AND CALIBRE OF SOME OF THE INDUSTRY’S BRIGHTEST MINDS, AND IT NOT ONLY INCORPORATES SOME TRULY INNOVATIVE TECHNOLOGIES BUT ALSO SERVES AS AN EXAMPLE OF EXCELLENCE IN PROJECT INTEGRATION AND SUCCESSFUL PARTNERSHIP.” SAAD SHERIDA AL KAABI, DIRECTOR OIL AND GAS VENTURES AT QP

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RAISING AWARENESS ON ROAD SAFETY

Qatar Shell remains committed to road safety in Qatar as sponsor of 30th GCC Traffic Week

Organised by the Ministry of Interior (MOI) and inaugurated by Staff Major General Saad Bin Jassim Al Khulaifi, Director General of Public Security, the recent 30th GCC Traffic Week was sponsored by Qatar Shell. The event allowed Shell to raise road safety awareness as part of the company’s social investment in Qatar.

“Qatar Shell is a proud sponsor and participant of the GCC Traffic Week, and has been for four consecutive years,” said Sheikh Thani bin Thamer Al-Thani, Deputy General Manager of Qatar Shell. “Road Safety is an integral part of Shell’s global social investment programme and our rigorous road safety efforts in Qatar are designed to support the Qatar National Vision 2030, and help protect the nation’s most valuable resource – its people.”

During the 30th GCC Traffic Week, Qatar Shell hosted a custom-made interactive exhibition stand, which was visited by thousands of children who, together with their families, participated in a quiz about road safety behaviours. The quiz was created to raise awareness while disseminating compelling statistics including the fact that 3,400 people worldwide die due to traffic incidents every day – the equivalent of four daily Airbus A380 airplane crashes carrying 850 passengers.

Qatar Petroleum and Shell share strict road safety standards that have produced outstanding results at the Pearl GTL plant, their flagship joint venture operation. These strict standards have ensured that road journeys totalling more than 300 million kilometres have successfully been made without a significant incident.

Families also learned about the importance of buckling up, as one quiz fact revealed that injuries sustained while not wearing a seatbelt during a collision at 50km/h can have the same impact as falling from a three-storey building.

The Qatar Shell stand also featured an interactive magnetic wall, where young children learned how to identify 10 safe road behaviours including holding hands with an adult while crossing the road; how to ‘Stop, Look, Listen and Think’ before crossing the road; as well as the importance of playing in cordoned-off areas at a safe distance from roads.

Meanwhile, during the 30th GCC Traffic Week, Qatar’s Supreme Education Council and the Ministry of Interior, in cooperation with Qatar Shell, also launched the Road Safety Educational Framework at the Al Rashad School. The new programme will now be incorporated into Qatar’s national school curriculum, giving students the opportunity to learn about road safety behaviours in schools. n

“ROAD SAFETY IS AN INTEGRAL PART OF SHELL’S GLOBAL SOCIAL INVESTMENT PROGRAMME.” SHEIKH THANI BIN THAMER AL-THANI, DEPUTY GENERAL MANAGER OF QATAR SHELL

Children learning about road safety on Shell’s exhibition stand at GCC Traffic Week

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Sheikh Thani, Deputy General Manager, Qatar Shell and team on Shell exhibition stand

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3400people worldwide die on the road due to traffic incidents every day

Operational journeys totalling over

–– The World Health Organization

–– Qatar Shell

300 MILLION KILOMETRES at the Pearl GTL plant have been INCIDENT -FREE

DRIVING QATAR’S RESEARCH AND DEVELOPMENT EFFORTS

Qatar Shell was the premier sponsor of the recent Gulf Intelligence Qatar Energy Research and Development Forum in Doha, where stakeholders explored ways to bolster Qatar’s position as a global R&D centre.

Key members from the research community, energy industry and academia convened in Doha to gauge ways to support Qatar’s ambition of establishing itself as a hub for global innovation.

Highlighting the crucial role Qatari universities play in the development of a flourishing local research ecosystem, Youssif Saleh, General Manager of the Qatar Shell Research and Technology Centre (QSRTC), said: “We are honoured to support Qatar’s overall R&D strategy through our state-of-the art facility at QSRTC, and we continue to work closely with academia for the development of a top-class national research skill pool.”

Having been a panellist during the forum’s ‘Aligning Mandates of National and International Energy and R&D Stakeholders’ discussion, he added: “Technology and innovation are at the heart of Shell, which is why we have committed to an R&D investment of USD100 million in Qatar over the course of a decade.”

As the first anchor tenant at the Qatar Science and Technology Park (QSTP) in 2008, QSRTC’s work is aligned with the Qatar National Research Strategy. It explores cutting-edge solutions in the key areas of energy and environment under three themes: ‘Water Solutions’, ‘Breakthrough Products’ and ‘Unlocking the Subsurface’. Commenting on work underway at the centre, Maha Al Mannai, University Collaboration Manager, said: “QSRTC is a vibrant learning centre that works closely with universities and schools to develop Qatari research talent. Our efforts exist to enhance the country’s pool of skilled scientists, as it journeys towards a knowledge-based economy.”

As premier sponsor of a distinguished forum, Shell takes centre stage in Qatar R&D debate

Furthermore, an interactive exhibit at the forum enabled delegates to explore QSRTC’s initiatives that are contributing to solutions to Qatar’s energy and environment challenges for the overall benefit of society.

Reinforcing the importance of supporting the nation’s R&D talent, four Qatari PhD scholars from Imperial College London were presented with Awards for the ‘Advancement of Education’ during the recent forum. Dr Ahmad Sami Abushaikha, Dr Nayef Mehsin Al Ansi and Dr Ali Al Menhali were honoured for their research contribution at the Qatar Carbonates

“WE ARE HONOURED TO SUPPORT QATAR IN ITS OVERALL R&D STRATEGY… AS WE CONTINUE TO WORK CLOSELY WITH ACADEMIA FOR THE DEVELOPMENT OF A TOP-CLASS NATIONAL RESEARCH SKILL POOL.” YOUSSIF SALEH, GENERAL MANAGER OF QSRTC

Youssif Saleh, General Manager, QSRTC was a panellist at the forum

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Dr Ahmad Abushaikha, PhD scholar receives one of the ‘Advancement in Education’ Awards from Dr Wyatt Hume, Director, Education, Training and Development, Research, Qatar Foundation and Youssif Saleh, General Manager, QSRTC

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Environmental, Human and Economic Development Pillars

and Carbon Storage Research Centre (QCCSRC). The project is a USD70 million, 10-year research collaboration project involving expertise from Qatar Petroleum, QSTP, Qatar Shell and Imperial College London, which is investigating key challenges in the long-term management of carbonate reserves. “Just over five years ago, we embarked on this ambitious programme with our Qatari partners,” said Professor Geoffrey Maitland, Director of the QCCSRC. “Now, the recent acknowledgement of PhD scholars, studying within our dedicated carbon dioxide related research programme, is a testimony to the success of a steadfast partnership.” n

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Social Development Pillar

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REGIONAL PROFESSIONALS GAIN VALUABLE INSIGHT AT 5TH MIDDLE EAST LEADERSHIP ACADEMY

Leadership skills, whether innate or acquired, are essential to the professional development that ultimately ensures the continued success of a business, or a country. Accordingly, the Qatar Leadership Center (QLC) and Qatar Shell partnered to host the 5th Middle East Leadership Academy (MELA) in Doha recently.

As a multinational initiative aimed at nurturing the passions of rising leaders in the Arab world, MELA aims to develop the capabilities of the next generation of leaders during its annual ten-day experiential learning event.

This year’s forum saw 40 accomplished executives from around the Arab world immerse themselves in a programme designed to enhance their decision-making abilities. Top leadership experts delivered valuable advice on effective leadership strategies to produce successful outcomes.

MELA 2014 commenced with a seminar titled ‘Leaders Developing Leaders,’ which was chaired by His Excellency Sheikh Dr Abdulla Bin Ali Al Thani, Board Member and Managing Director of QLC, and Wael Sawan, the Managing Director and Chairman of Qatar Shell. During the session, senior government and corporate officials engaged in stimulating discussions on how to engage and develop the next generation of regional business leaders in order to drive performance.

Commenting on the importance of such an initiative, H.E. Dr Al Thani said, “Encouraging dialogue, debate and knowledge transfer among the best minds in Qatar and the region is vital for the Arab world’s development.”

He added, “Our combined expertise will no doubt benefit our collective societies and economies as MELA remains a testament to what can be achieved when organisations collaborate to provide opportunities for young and talented professionals.”

Underscoring the positive impact of ideas exchanged at the MELA conference, speaker Michael Kouly, President of the Cambridge Institute for Global Leadership, said, “An initiative such as MELA is crucial to the development of promising leaders within the Middle East’s private and public sectors, which will ultimately help elevate the quality of living for everyone in the region.”

Meanwhile, Wael Sawan took the opportunity to share his own personal experiences with conference participants. “My overriding priority as the leader of Qatar Shell is to ensure that our people, both Shell employees and all our contractor partners, are kept safe, every single day. That requires us as an organization to make safety not just a priority but also a core value. My second priority is to ensure that we deliver our promises with excellence at the heart of all what we do, whether that is in operating assets, developing people, or aligning all our activities with the Qatar National Vision 2030,” said the Chairman.

However, given the many challenges and responsibilities leaders face, Sawan believes it is essential to maintain a healthy balance in all aspects of leadership and decision-making. “Looking back on my career, an important lesson I’ve learned is to remain true to yourself as a leader, and manage the role with your own personal style,” he explained. “Each leader has strengths and weaknesses, but it is ultimately their strengths that carry them to where they want to be.”

This sentiment was echoed by Hassan Al Thawadi, Secretary General of the Supreme Committee for Delivery and Legacy, during another MELA session. Al Thawadi, having played a leading role in Qatar’s successful bid to host the FIFA World Cup 2022, said, “Experience has taught me that an important challenge of leadership is decision-making, as sometimes you may be required to make a decision with only 80 per cent of the whole picture. However, if you are self-aware and remain self-confident then you will manage to calculate the unknown risks by stepping back with a clear mind, before taking the decision.”

Social and Human Development Pillars

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Building high performance teams 1

Leadership interview with Secretary General of the Supreme Committee for Delivery & Legacy, Hassan Al Thawadi

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Audience participation at “Leaders developing leaders” session

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Roundtable discussion with H.E. Sheikh Dr Abdulla bin Ali Al Thani, and Wael Sawan

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Furthermore, Sawan believes that a healthy work-life balance is imperative for a leader to remain focused and rational when faced with stressful situations. “Maintaining balance professionally is obviously important as it helps you uphold a long-term perspective during challenging phases,” he said. “However, maintaining a personal balance through a hobby, for example, to take the mind away from the day-to-day work issues is also absolutely essential.”

“We spend so much of our time at work fixated on issues that we sometimes take them home, which not only has a psychological and physical impact on us as individuals, but also negatively impacts our personal relationships with spouses, parents and children,” he added. “Therefore, finding a vent is absolutely critical for leaders otherwise the pressure will simply continue to mount.” n

Encouraging dialogue and knowledge transfer between minds is vital for regional development

“LOOKING BACK ON MY CAREER, AN IMPORTANT LESSON I’VE LEARNED IS TO REMAIN TRUE TO YOURSELF AS A LEADER, AND MANAGE THE ROLE WITH YOUR OWN PERSONAL STYLE.” WAEL SAWAN, MANAGING DIRECTOR AND CHAIRMAN OF QATAR SHELL

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The 20th of September 2013 is a date that Simon Daman Willems, Managing Director at Shell Iraq Petroleum Development (SIPD) will remember for a very long time. It was on that day that the Majnoon Oil Field in Iraq produced its first oil and SIPD took a giant step towards reaching its First Commercial Production (FCP) milestone.

Within one month of the start-up, the field has consistently produced well in excess of the 175,000 barrels of oil per day (bpd) SIPD was required to produce, by the contract with permit holder the South Oil Company (SOC). “To put this into context, the first phase produces substantially more oil per day than Shell’s output in some European countries. This is a truly world-class producing asset for Iraq and it’s our job to help it reach its full potential,” says Daman Willems. “There was a huge feeling of relief and triumph to get this far and to reach our First Commercial Production goal safely and responsibly.”

“This achievement will help increase Iraq’s oil production and generally establish a better economic prospect for the Iraqi people,” says Dheyaa Jaafar Hajam, Director General, South Oil Company.

The successful completion of the 90-day period of continuous oil production signifies the completion of the First Commercial Production phase and importantly, has confirmed Shell’s capabilities to the permit holder SOC. Davesh Patel, Asset Manager for Majnoon Oil Field stated, “In order for SIPD to take steps towards Full Field Development (FFD) it first had to demonstrate its capability to develop a field the size of Majnoon through First Commercial Production.”

With the project successfully up and running, SIPD is now discussing Phase Two - Full Field Development (FFD), which could see a substantial increase of oil production in the coming years.

In order for Shell to progress the project to the second phase, subsurface data acquisition and infrastructure planning are key. To realise the full potential of Majnoon’s deposits, Shell plans to first conduct a 3D seismic survey of the entire field. It will be the largest 3D seismic survey ever undertaken in Iraq and is expected to take around two years to complete. The survey will give the geologists a better understanding of the oil reservoirs and help to plan future infrastructure developments more effectively. “Majnoon is one of the largest oil fields in the world and as of yet we don’t have an awful lot of information about the reservoirs. Conducting a 3D seismic survey allows us to build a state of the art computer model of what the field looks like,”

Daman Willems says. “This would be essential to our ability to plan and effectively execute Phase Two.”

Without the survey, it is likely a large volume of oil may not be optimally recovered from the reservoirs. The survey is also expected to create jobs for the local workforce. “Seismic surveying is man-power intensive, which means that this part of the project is expected to translate to approximately 600 local jobs for the neighbouring Basrah and Missan provinces. It also gives us an opportunity to build local capabilities around this technology,” Daman Willems explains. It is predicted that in a next phase of the project 15,000-20,000 additional workers could be required to complete the major expansion and reach the Full Field Production volume.

Whilst infrastructure is not part of SIPD’s original contract, the need for such developments has become increasingly apparent for the success of the project. Water is just one requirement that Shell has identified as increasingly critical to the expanding operations. To combat this issue, SIPD is developing the first of many water treatment facilities. Using Shell’s water treatment technology, the facility will turn waste water, a by-product of oil production, into water that can be used for other purposes on site.

There is a sense of shared pride about what is being achieved in Majnoon amongst everyone involved. “People here are proud of what they do every day and what they’ve achieved,” says Daman Willems. With the First Commercial Production achieved and the project team moving forward, they do so with an air of excitement, determination and confidence.”

“The First Commercial Production from the Majnoon field is a significant achievement as it comes from a battlefield once covered almost entirely with ordnance and mines which had to be removed using innovative means prior to being able to work on the site,” says Dheyaa Jaafar Hajam. “As Director General of the South Oil Company, I am proud that this field has been developed in cooperation with Shell and our national staff from the South Oil Company.”

Majnoon is the largest development of its kind in the oil and gas sector of Iraq, explains Davesh Patel. “In due course our expectation is that our Iraqi colleagues and partners will be managing the operations. We want to transfer our skills, technology, safety standards and best practices to make Majnoon the success this country deserves – now and for many years to come.” n

IRAQ’S ‘MAJNOON’ FIELD SET FOR FULL FIELD DEVELOPMENTShell achieves first commercial production

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Scan the code to view the film: Majnoon: ‘From Battlefield to Oilfield’

“MAJNOON IS ONE OF THE LARGEST OIL FIELDS IN THE WORLD AND AS OF YET WE DON’T HAVE AN AWFUL LOT OF INFORMATION ABOUT THE RESERVOIRS. CONDUCTING A 3D SEISMIC SURVEY ALLOWS US TO BUILD A STATE OF THE ART COMPUTER MODEL OF WHAT THE FIELD LOOKS LIKE. THIS WOULD BE ESSENTIAL TO OUR ABILITY TO PLAN AND EFFECTIVELY EXECUTE PHASE TWO.”

SIMON DAMAN WILLEMS, MANAGING DIRECTOR AT SHELL IRAQ PETROLEUM DEVELOPMENT

Impressive structure onsite at Majnoon Oil Field

Dheyaa Jaafar Hajam and Simon Daman Willems commemorating the start-up of Majnoon Oil Field in September 2013

Majnoon Central Processing Facility will play a key role in future development phases

In focus; safety has been a key driver in the responsible development of Majnoon Oil Field

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