4 KOC Hosts 2 nd Health and Environment Day

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2 Editor-in-Chief Saad Rashed Al-Azmi Correspondence concerning The Kuwaiti Digest should be addressed to: Editor-in-Chief, Kuwait Oil Company (K.S.C.) Information Team P.O. Box 9758 Ahmadi 61008, Kuwait Telephone: Facsimile: or visit the KOC homepage at The Kuwaiti Digest invites newspaper, magazine and trade journal editors to reprint or otherwise make use of articles or illustrations appearing in this issue. Material should be credited and a copy mailed to the Kuwait Oil Company. kocofficial kocofficial 4 KOC Hosts 2 nd Health and Environment The Kuwaiti Digest is a quarterly magazine published by the Kuwait Oil Company (K.S.C.) since 1973.

3 Contents 8 19 The Kuwait Energy Strategy Forum New Marine Oil Spill Management Team An Introduction to KOC's New CEO KOC Hosts 2 nd Health and Environment Day The Kuwait Energy Strategy Forum Think-K Initiative Hosted by KOC National and Liberation Day Celebrations Kuwait Celebrates H.H. Sheikh Sabah s 10 Years as Amir of Kuwait KOC Hosts 4 th Contractors Safety Day KOC Establishes New Marine Oil Spill Management Team HSEMS Implementation Procedures in Shutdowns & Turnarounds The Well Delivery Project Gate System KOC Unveils New Bicycle Track Coaching: The Most Misunderstood Development Method Value Creation & Cost Optimization in GYRO Survey Services 2 nd Global Forum on Emergency Telecommunication The EPA & Environmental Law in Kuwait Hi-Tech Travel: Visit Madrid Health: Understanding Arthritis Ahmadi Governorate Hosts National Celebrations KOC Decorates Souq Al-Mubarakiya

4 Letter from the Editor Saad Rashed Al-Azmi Deputy CEO (Administration & Finance) By the time this issue of The Kuwaiti Digest reaches your hands, the pleasant weather of a beautiful Kuwaiti spring will be in the midst of passing. As summer approaches, I encourage all KOC employees to recommit themselves to their responsibilities and work toward creating better efficiency and innovation in all areas of the Company s operations. In the wake of falling oil prices, it is the responsibility of every individual at KOC to aid in the conservation and streamlining of the important work we do for the State of Kuwait. While the way forward for the remainder of 2016 and beyond may call for us to tighten our belts, we do not have to forego the celebrations and pride we feel for our country, especially on the occasion of Kuwait s National and Liberation Days. In addition, I believe that I speak on behalf of everyone at KOC when I say that we are proud of the very important achievements we have made over the past quarter. Naturally, the most visible of these achievements occurred in the month of February, when KOC is active in its support of our national holiday. For example, in addition to the decorations around Ahmadi that the Company is responsible for, KOC once again provided a remarkable display of lights and decorations in Souq Mubarakiya. The Company also helped organize a very memorable celebration within Ahmadi that readers can learn about in the pages that follow. In addition to the work that KOC does for the benefit of Kuwaiti society, our Company continues to focus on the various ways we can improve our operations by raising the bar in terms of the standards we set for safety, efficiency, and the protection of the environment. In the pages that follow, I encourage readers to learn about some of the very important work your fellow employees have been conducting toward the causes of safety and sustainability. In this regard, some of our lead stories for this issue include overviews of the 2nd KOC Health and Environment Day and 4th KOC Contractors Safety Day. Other important stories in this issue of The Kuwaiti Digest include coverage of The Kuwait Energy Strategy Forum and a feature that provides information about the formation of KOC s newest team: The Marine Oil Spill Management Team. I encourage all readers to learn more about the very important work this new addition to KOC will be conducting. In addition to the aforementioned stories, this issue also contains a number of interviews and submissions from KOC employees who continue their hard work in the pursuit of perfection. In particular, an interview with Team Leader HSE (WK) Ahmad Qabazard and a separate article that discusses the benefits of coaching should be of interest to all KOC employees. Our commitment to excellence is as strong as ever, and I look forward to witnessing even more accomplishments over the next quarter. May Almighty Allah bless you all as we renew our commitment to KOC and the State of Kuwait while we continue to work toward delivering energy to the world in a safe, efficient, and responsible manner.

5 3 The Kuwaiti Digest An Introduction to KOC s New CEO His name has been associated with Kuwait s oil sector for decades, and he has been the driving force behind many of the country s major achievements in this crucial sector of the national economy. For the past 30 years, his presence has helped serve in supporting the foundation of Kuwait s oil sector, and his legacy is traceable throughout an impressive range of leading roles in various positions and departments that ultimately culminated in his appointment as Chief Executive Officer of Kuwait Oil Company. His name is Jamal Jaffer, and he has served as KOC s CEO since the beginning of the year, when he was selected to lead the efforts of the 9,000 employees who form KOC, one of the largest oil production companies in the world and the major contributor to the State of Kuwait s economy. Since he joined KOC as an Inspection Engineer in the 1980s, Jaffer held several positions in the Company and other K-Companies, such as Kuwait Gulf Oil Company (KGOC) and Al-Khafji Joint Operations, before becoming KOC s CEO 35 years later. Throughout his time in the industry, Jaffer registered numerous successes and inspired those he worked with to better commit themselves to their work. Jaffer originally joined KOC in A mere 10 years later, he was named Corrosion and Inspection General Supervisor. Five years after that, in 1996, he was named as the Inspection Department s General Supervisor. Following his appointment as General Supervisor, Jaffer became Manager of the Engineering Department before moving in 2002 to KGOC as Manager of the Projects and Facilities Department. In 2004, he became Manager of the Khafji Joint Operations Engineering Support Department. In 2012, Jaffer became Chairman of the Board of Khafji Joint Operations before returning to KOC in 2013 as DCEO of the Major Projects Directorate, and later DCEO of the Planning and Commercial Directorate in charge of Operational Planning, Strategic Planning, Performance Management, Budget Control, Contracts Management, Purchases Management and Contractors Relations. In 2016, Jaffer became CEO of KOC. He holds a Bachelor s Degree in Chemical Engineering from Kuwait University (1981). He has served as a board member for several companies and civil authorities, including the Project Management Institute and the Petroleum Engineering Society.

6 KOC Hosts 2 nd Health and Environment Day The 2 nd KOC Health and Environment Day was held recently at the Hilton Mangaf Resort. The event, which took place in the Al-Dorra Ballroom, featured the participation of a wide range of representatives from KOC, its contractors, and various other business partners that are working with the Company toward the improvement of health and environmental initiatives. The event, which took place under the patronage of KOC CEO Jamal Jaffer, featured a number of presentations that touched on the recent work that has been done by KOC and its partners in the fields of health and environmental improvement. In his opening address, KOC CEO Jamal Jaffer welcomed those in attendance and upheld the Company s commitment to improving the health of its employees and contractors, creating safer workplaces, and protecting the natural environment that KOC operates in. Health and the environment are part of the key strategic objectives of our business strategy, because at KOC, we believe that sustainable development is all about people. And by ensuring the safety and well-being of our employees today, we lay the foundations of a stable and secure future for generations to come, the CEO said. KOC CEO Jamal Jaffer In order to create a more stable and secure future, the KOC CEO maintained that the Company was continuing its efforts to raise awareness among employees about issues concerning environmental pollution, industrial hygiene, and occupational health. Jaffer also told the audience that KOC was recently awarded with a number of

7 international certifications, which include ISO-14001:2004 and OHSAS-18001:2007 International Certifications for Environmental Management System and Occupational Health & Safety Management Systems. The CEO also said that the Company s proactive approach to managing health risks and challenges in the workplace was demonstrated through the implementation and enhancement of the HSE Management System, needbased training, and awareness of Industrial Hygiene and Occupational Health issues. In that regard, KOC continues to develop workplace health policies through some of the following initiatives: Hazard-specific Periodical Medical Examination (PME) requirements for employees and contractors. Review of food handling practices at KOC. Identification of biological monitoring requirements for early detection of chemical hazards at the workplace. Moreover, and in line with the KOC 2030 Strategy, Jaffer said that the Company has developed and implemented many processes and procedures that are aimed at environmental protection, which include the following: The Air Compliance Management Program (ACMP). Reduction of Gas Flaring to less than 1%. Programs initiated for the management of effluent water. Reporting of greenhouse gas emissions. Conducting a pilot study for the Energy Management Program. The treatment of some 250,000 square meters of contaminated soil as part of the Company s Soil Remediation Project. Several new projects related to waste management. Before concluding his speech, Jaffer thanked the representatives from 18 government schools that recently took part in the KOC Corporate Social Responsibility Program that was aimed at increasing community-based awareness on health and environmental issues. Jaffer then ended his speech by saying it was his hope that the KOC Health and Environment Day would help serve as a forum where debates and discussions about environmental issues could be held. Following the CEO s address, Ahmed Abbas, Manager of the Health, Safety and Environment (HSE) Group delivered his opening remarks. In his speech, Abbas said that KOC considers Health, Safety and the Environment as key strategic objectives of its business strategy. With the support of KOC s leadership, we have introduced many tools to enhance HSE performance through effective implementation of 5 The Kuwaiti Digest

8 Tokens of appreciation were exchanged during the event. our HSE Management System while striving towards the maintenance of high industrial standards in all operations, he said. The HSE Manager went on to say that a healthy workforce utilizing a safe and healthy work environment was one of the Company s top priorities. In this regard, Abbas said that KOC has established several guidelines and procedures that address industrial hygiene and occupational health issues. As part of our commitment to continual improvement, we have established a model for Health Critical Job Categorization and enhanced the system of Employee Health Surveillance, he said. Abbas also told the audience that KOC has established a system of Periodical Medical Examinations (PME) for contractors, determined Biological Monitoring requirements for chemical hazards, established an Industrial Hygiene/ Occupational Health Monthly KOC CEO Jamal Jaffer tours the exhibition portion of the event. Performance Reporting System, and reviewed food handling practices at KOC. In addition, he said that efforts were in progress to capture incidents of workplace illnesses through MyHSSE. In line with its commitment to the KOC 2030 Strategy, Abbas said that KOC has developed and implemented many processes and procedures that are aimed at the protection of the environment. These encompass the minimization of gas flaring, efforts toward the sustainable disposal of effluent water, the remediation and rehabilitation of various contaminated environmental features and areas, the reporting of greenhouse gas emissions, the development of an Energy Management Program and the implementation of Wildlife Habitat Management.

9 7 The Kuwaiti Digest KOC officials with young students that took part in an environmental awareness campaign. In 2015, the HSE Group developed a project for a longterm Waste Management Strategy. According to the HSE Manager, the strategy includes the management of all Company areas through the Strategic Management Framework. Moreover, Abbas said that HSE training and awareness across the organization has been the cornerstone of success for all HSE initiatives. Numerous HSE topics were covered in the awareness sessions conducted at our HSE Induction Center and special sessions conducted for employees, contractors, the general public and school children on various health and environment issues, he said. Following the HSE Manager s speech, Dr. Intisar Al-Hendal from Ahmadi Hospital delivered a presentation that discussed occupational stress and ways to eliminate stress while at the workplace. Dr. Fahad Al-Ajmi, Biological Researcher from the Kuwait Environment Public Authority, then took the stage to discuss the history of Kuwait s environmental laws and the future of environmental law for Kuwait. A representative from the Kuwait Institute for Scientific Research also delivered a presentation at the event that discussed a number of aspects related to Kuwait s environment. The KOC 2 nd Health and Environment Day featured the participation of several speakers who are experts in their field. Their presentations did much in the way of promoting discussions about Kuwait s environmental efforts and the progress that has been made in that regard. Representatives from the Ministry of Health, EPA, KISR, and participants from a number of KOC Groups took part in the event, as did a host of government school representatives and exhibitors from the fields of health, environmental protection and environmental monitoring. One of the major concerns of the senior management at KOC is Health, Safety and the Environment (HSE). The Company has invested much time and effort in establishing an intensive and ongoing awareness campaign that aims to keep employees knowledgeable of the proper safety measures and precautions that are in place at KOC. In addition, KOC has pledged to provide a safe and healthy work environment by implementing a high quality and cost effective Health, Safety and Environmental Management System. The KOC HSE Group monitors and guides the implementation of many beneficial programs and projects at KOC. Some of those projects include the following: A project aimed at reducing and eliminating air pollutants. Water quality improvement projects. Waste recycling initiatives. Reintroduction of natural flora and fauna to the oil fields. Plans for the reduction of sand encroachment. Plans for the installation of safety monitors in cars.

10 The Kuwait Energy Strategy Forum Senior government officials from Kuwait and Iraq, including His Excellency Anas Al-Saleh, the Kuwaiti Minister of Finance and Acting Minister of Oil, and His Excellency Adel Abdul Mahdi, the Iraqi Minister of Oil, recently met at the Sheraton Hotel in Kuwait City to discuss challenges facing the global energy sector. The Kuwait Energy Strategy Forum, which was also attended by KPC CEO Nizar Al-Adsani, brought together an international audience, attracting more than 300 delegates from 20 different countries, including Japan, Indonesia and the United States. For the global oil and gas industry, 2015 has seen a period of significant volatility in the oil market, with prices falling to 13-year lows in early January. For supplier nations such as those in the GCC, the volatility poses significant challenges to financial planning, while oil and energy companies need to consider significant changes in their business models and strategies for development. One of the key areas of discussion at the event was the role of OPEC and the necessity for oil-producing nations to work together to reduce volatility. In particular, speakers focused on how the market will be able to manage the return of Iranian oil to the market, after the removal of sanctions, as well as the continuing disruptive impact that shale, gas and other renewables have had on the global oil market. KPC CEO Delivers Keynote Speech KPC CEO Nizar Al-Adsani delivered the event s keynote speech. In his opening remarks, the CEO maintained that investment in global exploration and production has dropped some 20 percent in 2015 from $850 billion the previous year. He also said that this figure is projected to drop 18% more in Al-Adsani also said that KPC is expected to invest up to $100 billion over the coming five years to achieve the strategic directions of the oil sector until We anticipate an expenditure of $100 billion over the next five years to achieve this target, half of which is already committed to Anas Al-Saleh, Kuwait s Minister of Finance and Acting Minister of Oil, addresses the audience. specific, identified projects, Al- Adsani told those in attendance. He added, Low oil prices have been a prominent feature of the market since the second half of 2014, and could stay lower for longer, posing challenges to our industry, but providing an opportunity for structural reforms to achieve long-term benefits for countries. It is commonly known that mature, producing fields globally have an average decline rate of around five percent, while world oil demand will continue to expand at a range of million barrels per day annually, which means that the world markets would need

11 some 5-6 million barrels per day of new crude annually, the CEO said. This shows the importance of continuity of investments in upstream businesses globally for the sake of stable markets, and to avoid volatility as well as spikes in oil prices, he said. Producers of crude oil have financial surpluses and tend to redistribute income via investment. The scale of the global effect is significant, Al-Adsani said. That boost is then amplified if it generates a subsequent lift in confidence, encouraging companies to invest and spend. We at Kuwait Petroleum Corporation recognize that it is also a great risk if we do not make investments, he stated. The KPC CEO went on to say that Kuwait oil sector s strategic direction for 2030 covers a spectrum of areas to support the Kuwait Development Plan. The plan itself aims to enhance the role of the oil sector to support the Kuwaiti economy in ways that will create adequate jobs, promote and train Kuwaitis, and diversify the economy away from oil. This diversification, Al-Adsani said, would include a focus on the petrochemical sector as a means to diversify. Al-Adsani concluded his address by saying it was essential for the oil sector to face the challenge of weak prices and Recognize its role within Kuwait to rationalize the overall unit costs in line with the guidelines that were outlined recently by His Highness the Amir of Kuwait, Sheikh Sabah Al-Ahmed Al-Sabah, and address the issues of revisiting structure costs objectively while maintaining profitability and commerciality. Oil Ministers Address the Forum During the Kuwait Energy Strategy Forum, the Kuwaiti and Iraqi oil ministers said that OPEC will not cut production unless producers outside the cartel do the same, despite the plunge in crude prices. OPEC cannot cut its production unless there is a similar reduction by producers outside OPEC, Kuwait s Acting Oil Minister, Anas Al- Saleh, told reporters on the sidelines of the conference. I KPC CEO Nizar Al-Adsani delivering opening remarks at the forum. don t see any logic in OPEC cutting production while non- OPEC countries don t cut, Saleh said. In a statement he made at the conference, Al-Saleh said that OPEC s strategy of allowing low oil prices alone to stabilize the market without cutting supply was working. I do believe that OPEC s strategy is going as planned and we believe that it is so far working well," Al-Saleh told reporters on the sidelines of the Kuwait Energy Strategy Forum. Al Saleh also said that he expected the price of oil for the 2016/17 budget to be set at around $25 a barrel. 9 The Kuwaiti Digest

12 President and CEO of EQUATE Petrochemical Company. The discussion addressed the outlook for the Kuwaiti petrochemical sector locally and internationally, new developments regarding the upcoming Kuwait Petrochemical & Refinery Company (KPRC), feedstock limitations in the petrochemical industry, and the current state of the global economy in light of dropping oil prices. Meanwhile, Iraqi Oil Minister Adel Abdul Mahdi said Baghdad was ready to cooperate on cutting production to raise oil prices, but only if non-opec producers did so as well. The Organization of Petroleum Exporting Countries has not cut production despite a drop in oil prices to 13-year lows. Abdul Mahdi and Saleh said they were willing to back an emergency meeting of OPEC, but only if an agenda were agreed in advance. It is useless to go to a meeting without deciding up front. We said yes if others are willing to go, but we have to decide beforehand. Otherwise, this will backfire on us. We have to go forward I think the market needs that but we also look at our partners outside OPEC to do the same, Abdul Mahdi said. In his address, the Iraqi Minister of Oil also told the audience that at its current price, the majority of producers are selling oil at lower than the cost price. He warned that if the current energy situation continues for Mohammad Husain, President and CEO of EQUATE, during one of the panel discussions. longer, prices could rebound strongly. If the energy situation continues for a long period and investments drop, the price rebound will be sudden and strong, Abdul Mahdi said. The problem will become that of demand rather than oversupply. The Minister said that the price of oil is expected to rise gradually to around $50 a barrel in the second half of this year. Panel Discussions The Kuwait Energy Strategy Forum featured a number of panel discussions that tackled issues related to the oil and gas industry. The first discussion, A New Dynamic of Global Oil Supply and Demand touched on topics related to the state of OPEC, swing producers, gas and renewables, and competiveness. The second panel discussion, Diversifying Revenues through Petrochemicals featured the participation of Assad Al-Saad, former CEO of Petrochemical Industries Company (PIC) and Mohammad Husain, During the discussion, EQUATE President and CEO Mohammad Husain said that 2015 was a challenging year, 2016 would be difficult, but that next year should be better in terms of prices as supply and demand will become more balanced. For Kuwait to maintain its sustainable role in the petrochemical industry, we must seek more integration by devising innovative solutions, such as developing petrochemical value parks for downstream industries," he said. Husain added that feedstock availability was still a matter to be considered when addressing the growth of Kuwait s petrochemical sector. The Kuwait Energy Strategy forum was held under the patronage of Kuwait s Deputy Prime Minister, Minister of Finance and Acting Minister of Oil, His Excellency Anas Al- Saleh. The event was attended by the Iraqi Minister of Oil Adel Abdul Mahdi, Kuwait Petroleum Corporation CEO Nizar Al-Adsani, and other prominent figures from around the world.

13 11 The Kuwaiti Digest Think-K Initiative Hosted by KOC KOC recently hosted a meeting of the Think-K initiative at the Unity Center in Ahmadi. Think-K plays an important role for all K-Companies by bringing together leaders from Kuwait s oil sector to discuss current and future initiatives and projects. Think-K was attended by KPC CEO Nizar Al-Adsani, KOC CEO Jamal Jaffer, and a number of senior officials from various K-Companies. KOC CEO Jamal Jaffer delivered the event s opening remarks, where he discussed KOC achievements and the continuous drive to develop all of the Company s areas of work, which in addition to oil and gas production, also includes human resources and HSE. The event included presentations by a number of KOC DCEOs. Each DCEO discussed the details of various aspects related to Company activities. The first DCEO to deliver his presentation was Abdulla Ali Al-Sumaiti, DCEO (S&EK). Al-Sumaiti delivered a presentation on Production Optimization. Meanwhile DCEO (NK) Emad Sultan spoke about the Early Commissioning of Effluent Water Injection in North Kuwait. DCEO (Exploration & Gas) Menahi Saeed Al-Enezi delivered a presentation that touched on creating added value through the optimization of gas processes and exploration. This was followed by a presentation from DCEO (Drilling & Technology) Ayad Al-Kandari, whose presentation was titled Step Change in Kuwaitization with Fast-Track Development of Drilling Engineers. The last two presentations were delivered by DCEO (Administration & Finance) Saad Al-Azmi, who discussed successful training practices, and DCEO (Corporate Services) Ismail Abdulla, who discussed the rebuilding of Ahmadi. KPC CEO Nizar Al-Adsani delivers the opening statement. The President of BP Middle East, Michael Townsend, was also present at the event. He delivered a presentation titled An Uncertain World that touched on some of the recent events that have been taking place in the international oil and gas industries. Think-K was then concluded with a brief speech by KPC CEO Nizar Al-Adsani, who called on all K-Companies to take serious steps toward innovation and efficiency in the face of declining oil prices.

14 NATIONAL AND LIBERATION DAY CELEBRATIONS A group photo of senior KOC officials and employees. KOC CEO Jamal Jaffer recently attended an event that was organized to launch the display of decorations and lights that were placed around Ahmadi on the occasion of Kuwait s National and Liberation Day holidays. Jaffer was accompanied by DCEO Exploration & Gas Menahi Al-Enezi and a number of other Company officials. During the event, the KOC CEO flipped the switch that turned on the lights and decorations that were set up in the park adjacent to the KOC Tent. This was done after a screening of a documentary outside the tent that touched on the history of Kuwait, its development, and the discovery of oil. After flipping the switch that brought the lights and decorations to life, those in attendance noted the remarkable display that was made possible by the Utilities Team of the Ahmadi Services Group. During the event, Team Leader Utilities Abdulaziz Al-Obaidan accompanied the CEO on a tour of the various parts of the display area and delivered a presentation of the work conducted by his Team, where he explained how they were able to create such a beautiful landscape. Benevolent Kuwait Celebrations In addition to the regular celebrations that take place around Kuwait, a major display of fireworks took place at the recently renovated Kuwait Towers as part of the of the Kuwait Al-Ataa (Benevolent Kuwait) Festival. The celebrations were to commemorate the occasion of the 55 th National Day and 25 th Liberation Day, as well as the 10 th anniversary of His Highness the Amir Sheikh Sabah Al-Ahmad Al-Jaber Al- Sabah s ascension to power. The Kuwait Towers, a national landmark for the country, were the site of the celebrations, which were lit up in a spectacular fashion as fireworks and lasers portrayed images of the country s history. The depiction included some of the major events that took place over the course of Kuwait s history, from the discovery of oil to the invasion of 1990, and a somber remembrance of last year s Imam Al-Sade Mosque terrorist attack. Special focus was given to His Highness the Amir s wise leadership and diplomacy.

15 When Mubarak died in 1915, the population of Kuwait of about 35,000 was heavily dependent on shipbuilding (using wood imported from India) and pearl diving. Kuwait achieved independence from the British under Sheikh Abdullah Al-Salem Al Sabah. By early 1961, the British had already withdrawn their special court system, and the Kuwaiti Government began to exercise legal jurisdiction under new laws. On June 19, 1961, Kuwait became fully independent following an exchange of notes with the United Kingdom. 13 The Kuwaiti Digest During the event, thousands of Kuwaitis and expatriates took to the streets, overwhelmed with pleasure and delight as they enjoyed the event. Excellent organization of the festival was secured through the fruitful cooperation of the Amiri Diwan and other relevant state bodies. Kuwait enjoyed an unprecedented period of prosperity under Sheikh Sabah Al-Salem Al- Sabah, and the country was transformed into a highly developed welfare state with a free market economy. In August 1990, Iraq attacked and invaded Kuwait. Following several weeks of aerial bombardment, a UN-mandated coalition led by the United States began a ground assault that finally liberated Kuwait on February 26, A Brief History of Kuwait Archaeological finds on the Kuwaiti island of Failaka suggest that the island was a trading post at the time of the ancient Sumerians. Failaka continued to serve as a trading post for approximately 2,000 years, and was known to the ancient Greeks. Kuwait's modern history began in the 18 th century with the founding of the area that would later become Kuwait City by the Bani Utba, a federation of Arab clans originating from Najd. In January 1899, H.H. Sheikh Mubarak The Great Al Sabah signed an agreement with the British Government that governed the terms of a protective agreement.

16 KUWAIT CELEBRATES H.H. SHEIKH SABAH S 10 YEARS AS AMIR OF KUWAIT As Kuwait celebrated the recent National and Liberation Days, 2015 also marked another significant milestone for the country - the 10-year anniversary of His Highness the Amir Sheikh Sabah Al-Ahmad Al-Jaber Al-Sabah standing before the National Assembly to take his oath of office as the 15 th ruler of Kuwait. Kuwaiti citizens regard H.H. Sheikh Sabah as a distinguished ruler who receives both executive and legislative backing along with the support of the people as he works toward a better future for Kuwait and its people. A Born Statesman Born on June 16, 1929, the fourth son of Sheikh Ahmad Al-Jaber Al-Sabah, H.H. Sheikh Sabah was handpicked for the potential he displayed as an astute statesman. After studying at the local Mubarakiya School, his father sent him abroad to learn the required diplomatic skills that he would soon be able to master. Upon his return to Kuwait in 1954, H.H. Sheikh Sabah was immediately tasked with the role of forming a committee whose goal was to restructure state bodies. While only 25 years old at the time, H.H. Sheikh Sabah displayed a unique ability to navigate the political sphere and accomplish a wide range of work that needed to be completed for the State of Kuwait. A year later, he was appointed as Head of the State Social Affairs and Labor Unit, a position he would later thrive in. At a time of heavy regional and international labor migration into Kuwait, he was responsible for regulating the relationship between employee and business owner. He was also behind the formation of specialist training centers, sports clubs, welfare centers for women, children, the elderly and special needs individuals. He was also responsible for the creation of a traditional Kuwaiti arts center. In 1957, after being tasked with overseeing the state publishing department, the first edition of cultural magazine Al-Arabi (the Arab world s answer to National Geographic) was published. It would later become a huge hit among Arab readers and helped put Kuwait on the map as a serious advocate of culture and knowledge.

17 15 The Kuwaiti Digest A publications and media law that placed Kuwait as the top Arab country in the World Media Index was another of his contributions. Two years after Kuwait s independence in 1961, he was appointed Minister of Foreign Affairs a position he would continue to hold for more than 40 years. Foreign Minister H.H. Sheikh Sabah s reign as foreign minister was marked by numerous shifts and turbulent circumstances. However, thanks to his wise judgement, H.H. Sheikh Sabah was able to steady the course of the ship that was Kuwait. After raising Kuwait s flag for the first time at the United Nations in 1963, he immediately set out to conduct his role as Foreign Minister where he became instrumental in his policy as a regional leader. His first task was to bring together the conflicting sides in Yemen s civil war ( ), including Saudi Arabia and Egypt who were backing separate sides in the struggle. All the parties were involved in reconciliation talks hosted by Kuwait. As the fighting continued between the north and the south of Yemen, he later paid a visit to both, resulting in the signature of a peace agreement in In 1980, he also mediated reconciliation between Yemen and its eastern neighbor, Oman. H.H. Sheikh Sabah was faced with difficult regional conditions that he managed to sail through smoothly, such as the eight-year Iran-Iraq war of the 1980s and Iraq s occupation of Kuwait in The role of forming a government in the place of Sheikh Saad Al-Abdullah was given to him in 2001, after which he was appointed Prime Minister two years later. This is when his focus on economic affairs began. He launched a local fund for SMEs in order to support the youth of Kuwait. In regard to international affairs, he looked eastward to sign a total of 10 agreements, Memorandums of Understanding, and giant business projects with China, Japan, South Korea and Singapore in In January of 2006, H.H. the Amir Sheikh Jaber Al-Ahmad Al-Jaber Al-Sabah passed away. His successor was H.H. Sheikh Saad; however, extreme illness prevented him from becoming ruler. It is then that the cabinet sat down to agree that H.H. Sheikh Sabah would be the new ruler - a decision that later received the parliament s backing as well. Development Plans His Highness the Amir s development plans for Kuwait are currently in the process of being completed. In fact, some projects have actually been completed while others are in the pipeline, including Jaber Hospital, Mubarak Port, Jaber Bridge, which links the north to Kuwait City, Al- Zour Refinery, the new airport and Jaber Stadium. In September of 2014, and after Kuwait hosted three international conferences that helped raise billions of dollars in a humanitarian effort for the benefit of Syrian refugees, His Highness was presented with the Humanitarian Leader Award by UN Chief Ban Ki-moon. Throughout his 10-year reign, His Highness the Amir has overseen the distribution of relief aid, grants and loans worth tens of millions to nations around the world, particularly to the Palestinians and impoverished countries in Africa and Asia. His love for his people was at its most evident when, moments after terrorists bombed Imam Al-Sadiq Mosque in Kuwait City leaving 26 people dead, he arrived at the scene unguarded and unarmed to oversee rescue efforts. It was then that he issued the now famous quote: Those are my children. Kuwait rejoiced on the day that their ruler celebrated a tenth year in office. A humanitarian, a champion of the weak, a man of compassion and a patriot - may His Highness the Amir Sheikh Sabah Al-Ahmad Al-Jaber Al-Sabah continue to work for the better good of Kuwait and the world at large.

18 KOC Hosts 4 th Contractors Safety Day As part of its effort to interact with and discuss safety issues with stakeholders, business partners, regulators and the community at large, KOC recently hosted the 4 th Contractors Safety Day at the Hilton Resort in Mangaf. The event, organized by the HSE Group s Safety Team, headed by Fahad Al-Qattan, featured the active participation and presence of various Teams, Groups and contractors from throughout the Company, as well as Senior Management from across KPC subsidiaries. During the event, the morning session began with a welcome address by Team Leader (Safety), Fahad Al-Qattan. This was followed by presentations from various Teams and KOC contractors. The morning session concluded with an interactive display of HSE products, services and best practices that was attended by KOC Teams and business partners. Progress related to HSE, business prospects, and expectations from business partners for sustained growth was highlighted at the event. Discussions on a number of issues related to mutually beneficial areas of work and cooperation between KOC and its business partners were also held. In addition, discussions were held about the potential challenges that exist for the Company and the important role that knowledge-sharing plays for the promotion of the safety of the workforce and integrity of assets. The event primarily focused on the sharing of best practices and lessons learned at KOC, which were effectively conveyed through lively presentations, custom-made animations, safety demonstrations and a display of products and services. In addition, the live demonstrations and presentations on a number TL (Safety) Fahad Al-Qattan delivers opening remarks. of safety issues were greatly appreciated by attendees and participants. A number of interviews with some of KOC s business partners were also conducted at the event. Companies such as United Safety and Wild Well Control provided overviews of the type of work they engage in and the current and future projects with KOC they currently have in their pipelines.

19 17 The Kuwaiti Digest The Contract KOC officials tour the exhibition portion of the event. United Safety works with the Drilling & Technology Directorate and provides it with two services, one of which is safety equipment, such as systems that provide clean air, and H 2 S leak detection devices. In this category, it also provides consultancy at work sites to protect workers and ensure the necessary equipment is provided to carry on with tasks safely in case of H 2 S leaks. In such cases, the unique equipment that United Safety has developed, along with on-the-shelf equipment, is necessary to ensure safety and protection. United Safety United Safety, a Canadian safety company, provided The Kuwaiti Digest with an overview of the work that they conduct. Michael Gilbert, United Safety s Vice President (Middle East), stated that the company was established in 1987 due to the absence of quality and safety services in the market, particularly in terms of dealing with H 2 S complications in drilling operations in Calgary, Canada. Gilbert maintained that the company then developed and grew its services to include industrial activities such as petrochemical refining, the construction of gas stations, and other related activities. The company provides a range of innovative HSE solutions for facilities, such as overseeing the shutdown of stations and conversions. It also provides emergency technicians for rescue efforts when needed. In addition, the company also provides special equipment for these applications to assist its clients in reaching the maximum level of safety, such as precautionary measures for H 2 S leaks and industrial safety procedures for the upstream sector. United Safety began operations in the Middle East in 1996 with the Abu Dhabi National Oil Company. In 2000, it joined ventures in Saudi Arabia and became a permanent partner of Saudi Aramco. They then expanded to Qatar, Iraq and throughout the Middle East region. In Kuwait, they won a contract with KOC in 2015 to provide the Company with safety services related to H 2 S. United Safety established five working units in Kuwait with the capacity for operational staff, administration and support to commence the work. The team now consists of 20 employees. United Safety s offices are located in Kuwait City, with warehouses and operational offices located in Ahmadi. In the interview, Gilbert said that he considered this contract to be a solid foundation for United Safety for a new business era in the Middle East. Another service the company provides is a technology that is used to control wells in case of leaks or explosions. This technology allows remote well ignition. After a certain period of time, the system releases a flame remotely to ignite the well at the exact location of the gas leak. The major benefit of this procedure is that it happens without human presence at the well. This device was developed and released in the market as part of United Safety s services. While not new to the market, it is the first time that a safety company has listed this procedure as one of its services. In addition, United Safety has a specialized department for Research and Technology, which is an added benefit in terms of its relationship with KOC. Wild Well Control Ray Lawson, Senior Technical Services Advisor from Wild Well Control, provided The Kuwaiti Digest with an interview that touched on the nature of the company s core business and contract with KOC.

20 Wild Well Control was established 40 years ago with a focus on controlling wells and putting out well fires. However, over the years, Wild Well Control has developed to become more than a company that simply puts out well fires. Today, it thrives as a company that offers a range of services that complement the well control business. For example, the company supplies valves for well gates, equipment for drilling, emergency response equipment, pressure control devices and a wide range of consulting services. The Contract Wild Well works hand in hand with the Deep Drilling Group at KOC to ensure safety during drilling operations where H 2 S is concentrated. Lawson said that the work with KOC started two and a half years ago, when the Deep Drilling Group expanded to include six drilling teams, with two in charge of a number of drilling rigs. In part, Wild Well makes sure to keep wells from exploding, especially when a drilling rig faces a challenge in well pressure. In such cases, a controlling engineer is sent to the site to work hand in hand with the drilling teams and staff to kill the well and control the pressure. In case of an incident where the well catches fire, the company will extinguish it. If it is difficult to reach, then a relief well will be created to reach the burning well. This will limit the fire and put it out from its source. This is conducted with the assistance and expertise of a complete team to accomplish this complicated and hazardous mission. Lawson added that the regional office in Dubai is always on standby to offer support in case of emergencies. Wild Well also offers Rig Auditing services where a team visits the rigs daily to verify the compliance and validity of the safety equipment that ensure the wells are safe. They then prepare a report to the Group Manager to receive his recommendations. Wild Well also conducts awareness sessions to its employees to ensure they understand the functionality of these devices and equipment and how to respond in case of emergencies. Future Projects One of Wild Well s future projects with KOC is an offshore project where Wild Well is going to be involved in building drilling rigs at sea. Lawson mentioned that this operation is going to be more complicated than work in the field. Wild Well is known globally for its expertise in offshore deep drilling and offshore well control, and it should be mentioned that the offshore drilling in Kuwait will not be considered deep. Wild Well will contribute to the offshore well design and will ensure those rigs are built in the most suitable location with well pressure control aspects included.

21 19 The Kuwaiti Digest KOC Establishes New Marine Oil Spill Management Team While Kuwait Oil Company follows a strict set of carefully followed procedures throughout all stages of its operations, the Company recognizes the serious potential threat posed to the environment that handling large quantities of oil and oil products through seaports and offshore oil handling facilities can bring. By remaining conscious of its binding moral responsibility in preserving the community and the environment in general and the marine environment in particular, the Company recently decided to strengthen its capabilities in the area of rapid response in the case of any unfortunate event of spill or loss of containment of oil into the sea. The formation of this new Team, it should be noted, is also in line with the KPC strategy of emergency preparedness and crisis management. The important function of oil spill management was previously overseen by the Port Operations Team of the Marine Operations Group at KOC. Because the Company realized the importance of effective preparation for combating oil spill incidents, a new team of highly trained individuals under the able leadership of Captain Naser Ahmed Ibrahim Al-Najdi was formed within the Marine Operations Group, with Al-Najdi now serving as Team Leader of the Marine Oil Spill Management Team. In the short amount of time that has elapsed since its formation, the Marine Oil Spill Management Team has quickly engaged with regional and international players in the relevant fields associated with oil spill management such as the Regional Clean Seas Organization (RECSO) and the Regional Organization for Protection of Marine Environment (ROPME). The Team has also entered into a consultation contract with independent experts from around the world such as Oil Spill Response Limited (OSRL) to review and upgrade its existing infrastructure in oil spill response procedures and tactics. The Team also organized a joint Pollution Combat Exercise between KOC and KNPC earlier in the year to streamline coordination between the two K-Companies. TL Capt. Ibrahim Al-Najdi In a recent interview with Marine Oil Spill Management Team Leader Capt. Ibrahim Al- Najdi, information about the creation and function of the new Team was shared. In his interview, Al-Najdi maintained that the Team officially formed in September of 2015 and that it was responsible for many tasks related to oil spill management. The Team itself was established at the request of KPC, and it received encouragement and support from senior officials from KOC, especially from former CEO Hashem Hashem and DCEO (WK) Hasan Bunain.

22 TL Capt. Ibrahim Al-Najdi Al-Najdi also commended the Marine Operations Group and its Teams for the cooperation and support his Team has received since beginning operations. Their support, he said, has helped the Team achieve the majority of its requirements. These included defining and completing job specifications for all current and future positions and the allocation of the budget to build new and specialized ships to fight and control pollution. The Team Leader also revealed that his Team has signed a contract with OSRL to conduct a field study about what the Team needs to perform its work and what the required installations and equipment should include, in addition to other requirements. Al- Najdi maintained that he was looking forward to seeing the completion of this study so that the Team may begin working at full capacity to fight spills and pollution when they occur. Al-Najdi also upheld his view that the Team is looking forward to contributing to KOC becoming on par with the best companies in the world in regard to fighting oil spills. He expressed his confidence that with the support received so far, in addition to other work Capt. Ahmad Al-Awadhi, Senior Oil Spill Officer that is being done around the Company that will directly and indirectly support his Team, that the Marine Oil Spill Management Team will be able to be held to international standards in terms of oil spill management. In this context, Al-Najdi pointed out that his Team will be able to achieve this goal when it completes the full procurement of its equipment and fills all the positions with the most qualified specialists in combating marine oil spills. Regarding the relationship with KNPC, which is the most prominent entity that shares this work with KOC, Al-Najdi stressed that it is an excellent relationship and that there is integration in the cooperation between the two companies. This is especially relevant after the establishment of his Team, adding that this relationship is good not only for KNPC, but for all K-Companies and people working in this field. He also maintained that he did not notice any failure from any party, as everyone involved has been working diligently for the safety of Kuwait and its environment and the health of all its inhabitants. Capt. Ahmad Al-Awadhi, Senior Oil Spill Officer In a recent interview, Capt. Ahmad Al-Awadhi, Senior Oil Spill Officer, explained the newly created Team s functions and aspects of daily work the members perform. Al-Awadhi referred to the very challenging work that must be conducted at sea and spoke about the difficult aspects related to work that maritime personnel must face. These include harsh climates, both hot in the summer and near freezing in winter, and the possibility of rough conditions on the water, which adds to the difficulty of working long hours on seafaring vessels.

23 21 The Kuwaiti Digest Al-Awadhi maintained that the new Team s tasks were previously carried out by the Marine Operations Group and its four Teams, which include Port Operations, Fleet Management, Marine Maintenance, and Marine Technical Services, before the introduction of the new Team in September of He added that the new Team now consists of TL Al-Najdi, two Senior Oil Spill Officers, himself and Anupam Rastogi, as well as Oil Spill Officer Alharith Al-Ateeqi. He also explained that additional positions will be filled in the future with engineers for planning, equipment, and more, after additional equipment and vessels have been obtained. Al-Awadhi then mentioned that equipment from other departments is at the disposal of the Team, and that the budget has already been allocated for work, procurement and other related matters. However, the Team cannot currently purchase any equipment because there is no available port or place to store the material, as the site located in Ahmadi Port is relatively small. Therefore, a site is currently being built on the North Pier for KOC to use and it will be managed by the Team. It is likely to take about two years to construct, so the Team must wait before buying any new equipment or ships. In regard to how to perform tasks in the absence of such a site and the lack of equipment, Al-Awadhi pointed out that there is cooperation with the other Teams in the group. He noted, for example, that in the case of someone reporting contamination, a boat from the Fleet Management Team will be used to address the incident before the arrival of a specialized team. Answering a question about the various stages of fieldwork, from notification to actual control, Al-Awadhi said, Any person, such as a boat captain, who notices a pollutant in the sea, calls the Harbor Master, who in turn reaches out to the nearest available relevant individual, sends him to the location, and at the same time he informs the Team. One of the seniors will begin to evaluate the situation, and the process should be very fast, so that the evaluation can be done after all things are ready. Of course, if there is pollution, we begin to act in accordance with what we see in cooperation with marine oil pollution units. Regarding areas of the sea covered by the Team that fall within the responsibility of KOC, Al-Awadhi maintained the area included the B section, which is the middle area that has been allocated for Company use and other purposes. He then explained that contamination is evaluated based on three categories: low, middle, and top, with the first category and the second category being dealt with without any outside help, as in the case of evaluation of the accident, while if there is a third category, then OSRL will be notified in order to be ready when needed. Oil spill management is divided on the basis of the depth, with zero to five meters falling within the responsibility of KNPC, while everything beyond that is within KOC s responsibility and the new Team. However, cooperation between the two sides is imperative, especially in terms of the exchange of information.

24 HSEMS IMPLEMENTATION PROCEDURES IN SHUTDOWNS & TURNAROUNDS AN INTERVIEW WITH AHMAD M. QABAZARD, TL HSE (WK) TL HSE (WK) Ahmad M. Qabazard Ahmad Qabazard, Team Leader Health, Safety & Environment (WK), recently met with The Kuwaiti Digest to discuss the details of a presentation he delivered at the 13 th Annual Shutdowns & Turnarounds Conference in Rotterdam, the Netherlands. The conference focuses on key control measures that contribute to preventing unplanned shutdowns, the successful turnarounds and efficient re-commissioning of facilities. It contained dedicated sessions that focused on turnarounds processes scope of work compliance, preventive maintenance servicecontractors management, planning and scheduling, cost control, as well as on site activities execution and precommissioning strategies. At the conference, Qabazard discussed a range of issues related to the efficient HSE Management System s (HSEMS) implementation procedures of shutdowns and turnarounds at KOC facilities. Some of the primary objectives of this process include proper HSE planning, support and inspection, assurance of zeroincidents during the preventive maintenance activities, and timely HSE support through hands-on awareness to ensure compliance. In addition, postcommissioning lessons learned are then recorded and circulated to the concerned Teams in West Kuwait and other KOC Directorates, accordingly. In addition to the presentation he delivered at the conference, Qabazard also participated

25 in a panel discussion with a Turnaround Manager and a Senior Preventive Maintenance Engineer from Shell Petroleum Company. The panel, which was followed by a question and answer session, touched on topics such as hydrocarbons facilities integrity management practice, service contractors management and competencies, HSE policies compliance benefits, and safe shutdowns, turnarounds and commissioning procedures. In the interview that follows, the HSE (WK) Team Leader guides us through the process and challenges of facility maintenance and how this is done in a carefully executed manner that is both safe for KOC employees and contractors and efficient in terms of minimizing lost production time to cater for the planned maintenance scope of work. TKD: Before we begin, can you please provide us with a basic definition of what shutdowns and turnarounds are for our nontechnical readers? TL Qabazard: In order to talk about shutdowns and turnarounds, we must first understand that the process itself takes place in very complicated facilities where safety must be taken into great consideration. In the oil and gas industry, this can include facilities such as Gathering Centers, gas & condensate management facilities, water-handling facilities, and other supporting facilities that are utilized by KOC to store and transport the produced hydrocarbons safely and efficiently. A basic definition of shutdowns and turnarounds is as follows: Shutdowns are a common requirement for oil and gas facilities that allow for preventive and corrective maintenance activities to take place. These repairs and maintenance procedures cannot be implemented while such facilities are operational, so they must be shut down, depressurized, decommissioned and cleared of any toxic and/or explosive material. Oftentimes, this requires pipes, vessels and tanks to be filled with inert gases like nitrogen to suppress the explosive gases contained within the medium, adequately ventilated and made safe for maintenance by personnel. Of course, this is a long and very complicated activity, with the complexity depending on the size and type of facility under shutdown. For example, if we are talking about one tank being shut down, it is quite different than planning the shutdown of a whole Gathering Center. Preventive maintenance activities at KOC are conducted through systematic and periodical preventive maintenance plans that are managed by the Assets Maintenance Support & Reliability (MS&R) Teams. MS&R Teams play a vital role of managing the maintenance activities via special maintenance service contractors and liaising with the Asset Owners (i.e. Production Operations & Water Handling Teams), Asset Maintenance and HSE Teams, the responsible Inspection & Corrosion Team, and other KOC support teams. Before shutdowns are conducted, a pre-shutdown task force committee is created comprised of members from the asset owners, Maintenance, Inspection & Corrosion, and the assets HSE Teams, and sometimes KOC Fire Team representatives are involved in the planning phase that depends on the activities on-hand and hazardous areas classifications. The pre-shutdown phase must be carefully planned and reviewed. All aspects of the shutdown must be considered so that we work according to a strict timeline that will allow us to minimize production losses during the shutdowns. TKD: Can you speak about your recent participation at the Annual Shutdowns & Turnarounds Conference in Rotterdam? TL Qabazard: The conference I presented at was the 13th Shutdowns & Turnarounds Conference organized by the International Quality and Productivity Center (IQPC- Europe), which has many 23 The Kuwaiti Digest

26 branches globally and is based in London. The conference I attended this year convened in Rotterdam and focused on the best practices shared by major companies around the world. These companies, I might add, were not limited to the onshore/offshore oil and gas industry, as there were a number of companies present at the conference that ranged from plastic manufacturers to providers of multiple power plants. At this year s conference, I delivered a presentation that touched on KOC best practices in the HSE Management System. The full title of my presentation was An Implemented HSE Management System to Reduce Duration, Expenditure & Incidents during Turnaround/Shutdown in Oil and Gas Facilities. In part, my presentation focused on the challenges and management of shutdown and turnaround processes at KOC facilities and how there is a continuous effort to improve our work so that we can attain better safety and efficiency in what is essentially a very complex and potentially dangerous job. Some of the major challenges that we encounter include the following: Simultaneous operations, such as drilling rigs and Gathering Center working in close proximity. Several contractors performing jobs simultaneously and at the same or in adjacent facilities. Ensuring supervision is available while work takes place at multiple locations among a workforce that speaks many different languages. Proper waste segregation of hazardous and nonhazardous materials and how to ensure the safe and proper disposal of those materials. Naturally, one of our primary objectives during the process is to successfully meet our corporate, operational, and HSE targets successfully. I will add that managing and assuring HSE standards and procedures are followed throughout a continuous and progressive journey, and we of course try to learn from our experience and apply the knowledge we have accumulated toward better performance in the future. TKD: Can you elaborate on the role of the HSE Management System? TL Qabazard: We have spoken about the need to ensure safe planned-shutdowns and recommissioning of the facilities, but I think we need to establish just how critical it is for a facility to be properly prepared for maintenance. In the preplanning portion of the preshutdown phase, we conduct regular meetings that focus on how to go forward with the required activities. As mentioned above, MS&R Team manages the major task force team setup for the shutdown activities; however, HSE-WK Team also has a proactive plan of support through a dedicated work force by internal planning to ensure adequate awareness and compliance of related HSEMS implementation procedures and their efficient execution. A major component of this planning phase is the HSEMS control and precautionary measures that are designed for preventive maintenance activities, in accordance with KOC HSE policy. As examples, adequate process of the permit to work system, safe isolation/ de-isolation procedures of enclosed systems, allocation of personal protective equipment (PPE) to the jobs on-hand, safe excavations, safe working at heights, etc. HSEMS implementation procedures are set up to proactively prevent injuries and to efficiently ensure that all planned jobs go according to plan and without any delays. Therefore, HSE awareness for safe implementation ensures that KOC employees and contractors comply with their requirements, and are aware of encountered hazards and job at hand. We also make sure that they are aware of the proper procedures that are required for dealing with hazards in the event that one occurs by adequate and timely emergency responses.

27 We must take these precautions very seriously. After all, some of the chemicals we are dealing with, such as methane, ethane, propane, butane, H2S and more, are all dangerous, and exist in highly pressurized systems/ equipment as well. Therefore, it is imperative that proper technical and HSE procedures are followed and implemented accurately. That is why we have 13 elements under the KOC HSE Management System (HSEMS), which serve to minimize risks and prevent accidents. During shutdowns, our role is to ensure the proper implementation of the HSEMS procedures. This can only be achieved through: Management support and commitment from the Company s senior leadership. Identification of HSE hazards and risks, in addition to control measures application. HSE awareness for employees and contractors via hands-on sessions, presentations, and meeting before and after activities take place. Site visits, audits and inspections to ensure adequate HSE compliance. HSE reinforcement via positive support to ensure compliance with procedures and guidelines; HSE facilitation to site staff. Ensuring compliance with Kuwait EPA regulations and KOC environmental procedures Supporting risky and critical shutdown activities. The preventive maintenance plans are set up periodically every two to four years and are executed in conjunction with specialized contractors that provide maintenance and other services. Some of the vital HSE tasks and activities that ensure successful completion of such programs include the following: Preparation of shutdown plans and organizing preshutdown meetings. Analysis and review of previous shutdown incidents, risks and hazards. Providing and clarifying shutdowns related procedures. Site inspections and audits to ensure HSE compliance. Onsite follow-up and support procedures. Performance review of contractors work practices, in relation to HSE compliance. Prestart-up process safety (PSM) assurance. TKD: In terms of timeframes, how long does it take to complete a shutdown and turnaround? TL Qabazard: The complete execution of a shutdown and turnaround is entirely dependent on the location and availability of the oil and gas facilities. For example, one of the last shutdowns we completed lasted two weeks for a Gathering Center under a specific maintenance scope of work. Another lasted three weeks. Critical jobs are conducted continuously under extended working hours. Of course, this is all planned in the pre-shutdown phase that we mentioned earlier. KOC Teams are effective at staying within the assigned timeframes, and while control measures exist, it is true that you can never have complete control. However, we continue to do everything in our power to ensure that we avoid incidents and/or delays. TKD: Is there anything you would like to add about your recent participation at the 13th Annual Shutdowns & Turnarounds Conference? TL Qabazard: I think the image of the Shutdowns & Turnarounds Conference has improved immensely over the years. Each year the caliber of the participants increases, and we continue to see more and more participants taking part from a variety of fields. This year marks the third time that I have participated at an IQPC-Europe conference, and I definitely noticed an increase in the number of companies that have brought new and important information to the table, with types of work that are extremely complicated and risky, and require the highest levels of safety concerning their processes and procedures. However, what I noticed across the board was a common thread that linked all of these companies together, and that thread is Safety and Proper Planning. Regardless of the industry, when it comes to shutdowns and turnarounds, everyone s interest is the same. How can we minimize shutdown durations and maximize turnaround efficiency so that we can begin operating again? More importantly, how can we do so in a way that is both as efficient and safe as possible? The exchange of experience is absolutely vital when you attend such events, and while I am happy to say that we here at KOC learn quite a lot by attending these conferences, we also are able to share our best practices with the world. 25 The Kuwaiti Digest

28 The Well Delivery Project Gate System AN INTERVIEW WITH NAWAF AL-SHEHAB, TEAM LEADER OPERATIONAL PLANNING TEAM In a recent interview, Operational Planning Team Leader Nawaf Al-Shehab discussed KOC s new Well Delivery Project Gate System, its function, and the various benefits it will provide to the Company. The interview is published in its entirety below. Before we discuss the Well Delivery Project Gate System (Well Delivery PGS), could you please introduce us to the Operational Planning Team and its role and function? As part of the Capital Program Planning Team, the Operational Planning (OP) Team is responsible for some important corporate functions related to capital investment. The OP Team manages capital projects by implementing the Project Gate System (PGS). The OP Team manages, as well, the annual Budget Cycle by preparing all Program and Budget Proposals raised by all Directorates for decisions made by KOC Senior Officials and KPC, ensuring adherence to the Enhanced Capital Allocation Process. In addition, The OP Team is involved in the approval of AFEs, CPPs, and several other processes related to the enhancement of capital expenditure practices. What is Well Delivery PGS? The Well Delivery PGS Process is the governing framework used by KOC for selecting, planning and managing Well Delivery Projects in a consistent and disciplined manner. The Well Delivery PGS Process outlines the approach to be used for developing and progressing new KOC business opportunities from initiation of a proposed Well Delivery PGS Project to the delivery and hookup of wells. It provides guidance for the development and execution of Well Delivery Projects over their lifecycle. It also ensures continuous alignment with the Company s strategic, financial and operating requirements. The Well Delivery PGS framework is comprised of the following: Stages of the Well Delivery Project lifecycle. Key decision points (Stage Gates) and the associated Gate Keepers, whose approvals are required for the Program/Project to proceed. Key deliverables required for each Well Delivery PGS Process Stage, including the Decision Support Package (DSP). High-level activities within each Well Delivery PGS Process Stage.

29 27 The Kuwaiti Digest Integrated Reviews, which facilitate integration across Functions, Directorates and Groups. Technical Peer Reviews that are designed to ensure the quality and consistency of work within Directorates. What Well Delivery Projects is this process applied too? Has it been initiated yet? The Well Delivery PGS covers all Capital Expenditure wells (Exploration, Appraisal, Delineation, and Development), and flowlines connecting wells to the network. In other words, producers, injectors, and water source wells will be subjected to the process, but not workover wells. However, two different workflows have been implemented (For Development wells and Exploration wells). This is because Exploration deals with higher levels of subsurface uncertainties requiring more flexibility. In addition, Well Delivery PGS also includes the flowlines (production and injection) that connect the wells to the extended network to ensure the realization of production benefits associated with drilling activities. The Process was officially launched in January of 2016, mandating that all New Well Delivery Budget Proposals for the 2017/18 Budget Cycle be subjected to the Well Delivery PGS Process. That means closure of Stage Gate 3.1 by the Well Delivery Review Committee must be completed before the end of March So far, the OP Team has received the Decision Support Packages for the closure of Stage Gate 1.0 from all Assets. It seems that they are very well positioned to meet the deadline of end of March. How did you design and implement the Well Delivery PGS? What are the challenges that you had to overcome? The OP Team collaborated with Schlumberger Business Consulting to develop the process. The work started in August 2014 and spanned more than one year to be completed. The scope of work was divided into six phases. In Phase 1, stakeholders were identified, and the current as-is workflow was plotted and recorded. In Phase 2, points of the current process were complied. These two phases were conducted over a series of workshops with Subject Matter Experts SMEs from all concerned Directorates. In Phases 3, 4, and 5 a draft Well Delivery PGS was presented to the users, Team Leaders, and Leadership Committee to collect their feedback. In Phase 6, training sessions were held across the organization for end users. The Well Delivery PGS incorporates industry best practices applied by IOCs, NOCs, unconventionals and independents. Moreover, the Process was customized (fit for purpose) to KOC s needs by leveraging the as-is KOC Well Delivery Process and addressing the points identified in meetings and workshops with SMEs. We have also ensured, among other things, that accountabilities from Stage activities to Decision Gates are well defined, and that the Process is compatible with KOC s existing Business Processes, such as Capital Program Processes and the Asset Action Plan.

30 A group photo of the Operational Planning Team. How difficult is it to apply this new process? The level of activity undertaken at each Stage will depend upon the nature of the business opportunity in terms of the Well Delivery PGS project size (number of wells, production), complexity, cost, delivery timeline and execution risks. Well Delivery PGS Process is an evolution from the KOC current Well Delivery Process. As such, the Well Delivery PGS is not a new process. Firstly, most Directorates and Assets are well conversant with applying the stage gate concept to surface capital projects. Secondly, the process is designed and founded based on the existing and well-established current practices within and among the concerned Well Delivery teams. What are the expected benefits and added value of this Process? The Process will improve KOC Well Delivery performance in the following ways: Stronger Front-End- Loading is achieved by improving Well Delivery Project definition, for the entire Well Delivery Project lifecycle, until availability of a firm scope and executable Project Execution Plan, prior to Budget Proposal submission, and committing the required resources to the Well Delivery Project. Execution is committed to the agreed Project Execution Plan and change requests are assessed against the Well Delivery Project Statement of Requirements, under the Well Delivery PGS Management of Change Process, to balance operational flexibility and Well Delivery Project visibility and control. Integration and communication are strengthened through involvement of stakeholders from the onset of the Well Delivery Project, sharing of key information. Asset Portfolio Management is improved through enhanced Well Delivery Projects monitoring & control Providing logical sequence of activities based on stages, reviews, and decision milestones. Ultimately, the Well Delivery PGS objective is to assist the organization in achieving its strategic production targets safely and efficiently. The need for this process is even more evident as our reservoir conditions and the production environment, in general, is becoming more challenging and technically and financially demanding. Has HSE been incorporated into the design of the Well Delivery PGS? HSE is an inseparable part of our business. As such, a new procedure for HSE Planning of Well Delivery Projects has been developed (KOC.GE.038) by the Safety Team and details the HSE requirements for Well Delivery Projects. HSE plans prepared during the Well Delivery PGS process will cover the entire scope of the Well Delivery Project, i.e. both wells and flowlines, within a single document. The details of specific applicable HSE activities and deliverables are provided in the HSE Planning Procedures KOC. GE.038 for wells, and KOC. GE.048 for flowlines.

31 29 The Kuwaiti Digest KOC Unveils New Bicycle Track As part of its effort to transform Ahmadi into a model city and create higher standards of living for all its residents, KOC recently completed construction of a new bicycle that has been designed to connect all of the city s streets. In addition, the new bicycle track will make it easier for cyclists to access all of Ahmadi s public service facilities and buildings. This, KOC officials said, will help encourage residents to use alternative methods of transportation when possible. Alternative methods of transport, such as cycling, play an important role in reducing automobile traffic. It also has the added benefit of contributing to a healthier lifestyle for those who bike instead of drive. The inauguration ceremony for the new bicycle track was attended by KOC CEO Jamal Jaffer and a number DCEOs. A group of Team Leaders and other Company employees were also present. The Kuwait Cycling Club, in addition to a number of Ahmadi residents, also took part in the inauguration ceremony. In a speech he made on the sidelines of the ceremony, the CEO confirmed that the bicycle track project reflected the Company s interest in promoting an active lifestyle for KOC employees and Ahmadi residents. It was also a reflection of KOC s awareness of the importance of promoting public health. KOC has placed great interest in and works hard to create the appropriate environments for Company employees and Ahmadi residents to lead lives that allow them to work hard and enjoy recreational activities that promote their health and wellbeing, the CEO said. Meanwhile, Esmaeil Ahmad, Ahmadi Projects Group Manager, maintained that the track is part of the ongoing reconstruction efforts to rebuild Ahmadi Township. The track is part of the creative vision that seeks to develop Ahmadi s infrastructure and vital facilities. The Ahmadi Projects Group Manager went on to say that Ahmadi s unique character, in addition to the distinct nature of its environmental and architectural aspects, will do much in the way of turning Ahmadi into a model city. This, he said, will become especially apparent as Ahmadi prepares to initiate the next phase of it reconstruction efforts. Health Benefits of Cycling: Increased cardiovascular fitness. Increased muscle strength and flexibility. Improved joint mobility. Decreased stress levels. Improved posture and coordination. Strengthened bones. Decreased body fat levels. Prevention or management of disease. Reduced anxiety and depression.

32 COACHING THE MOST MISUNDERSTOOD DEVELOPMENT METHOD SUBMITTED BY MOHAMMAD ALI, CHIEF ANALYST (JOB EVALUATION), JOB EVALUATION TEAM Mohammad Ali "Oftentimes, people confuse coaching with other professions that seek to help people, such as counselling and mentoring. Professional coaching is a distinct service that focuses on an individual's life as it relates to goal setting, outcome creation and personal change management." The Misconception Like most people, the only meaning I had related to the term Coach was the person who trains players to win sports competitions, whether individual or team sports. After joining KOC, I realized that the concept of coaching is used in the business world in a similar way to the sports environment. To me, like most employees, coaching in the business world was about teaching employees how to perform certain tasks. Most employees define coaching like that simply because it is a learning tool for some competencies in the employees Personal Development Plans. In addition, I have heard time and time again from Technical and Professional Ladder nominees when asked in the review committee: What have you done in regard to coaching employees? The answer was always the same: I have been assigned some UDs to teach them such and such. The Revelation For more than ten years, those were the definitions of coaching I knew and took for granted until I enrolled in the Training Competency Team s Certified Professional Coach Program as a Fast Tracker. In this International Coach Federation (ICF) approved program, all participants were surprised to be taught that coaching is not training. Instead, a certified professional coach will never tell you what to do or not to do, will never judge you and will never give you the seal of approval/disapproval for whatever you decide to do. The Definition As the ICF defines it, Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Therefore, Coaching is forwardlooking and goal-oriented. It also assumes that the client has all the resources necessary, including the ability to find and use the resources they need. Unique Aspects of Coaching Oftentimes, people confuse coaching with other professions that seek to help people, such as counselling and mentoring. Professional coaching is a distinct service that focuses on an individual's life as it relates to goal setting, outcome creation and personal change management.

33 31 The Kuwaiti Digest Counselling Vs. Coaching Counselling Coaching Broader focus and greater depth. Narrower focus. Helps people understand the root causes of long-standing performance problems/issues at work. Improves individual performance at work. Can be used to address psychosocial as well as performance issues. Assumes a person does not require a psychosocial intervention. Mentoring Vs. Coaching More often than not, people link Mentoring and Coaching as if those tools must be used hand in hand by the same provider. While both Mentoring and Coaching are relationship-based self-development tools, the focus of those tools could not be more different. Mentoring Coaching Ongoing long-term relationship. A relationship with a set duration. Meetings can be unstructured and informal. Generally structured meetings and scheduled on regular basis. Mentor passes knowledge and experience to mentee and opens doors to otherwise out of reach opportunities. Coach does not need to have direct experience of the client s formal occupational goal. Focuses on career and personal development. Focus is generally on development/issues at work. Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles. Agenda is focused on achieving specific, immediate goals. Aims at professional development. Revolves around specific development areas/issues. The Benefits Professional coaching brings many benefits. These can include fresh perspectives on personal challenges, enhanced decision-making skills, greater interpersonal effectiveness and increased confidence. Those who undertake coaching also can expect appreciable improvement in productivity, satisfaction with life and work, and the attainment of relevant goals.

34 The Statistics As per the study conducted by PriceWaterhouseCoopers, which was commissioned by the ICF: Effect of Coaching on Productivity: Effect of Coaching on People: Rate of Satisfaction: The Stories For the period in which I have been coaching employees, here is a sample of the feedback I have received from them: I have realized that I am my only obstacle, and with time-management and well-defined targets, I am able to accomplish more than my expectations. I have gained the fortunate opportunity to have a logical sound interpret my circumstances/situation from an outer (out of the box) perspective. Coaching is about taking the time and simplifying the issues at hand before reacting. I have benefited from our coaching relationship in that I had the chance to analyze my actions and discuss them with someone who listens and provides feedback. This kept me on the track towards development. The Expectation You should expect professionally trained coaches to: Set the foundation through meeting ethical guidelines, professional standards and establishing a coaching agreement. Co-create the relationship by establishing trust/ intimacy with the client and being present. Communicate effectively through active listening and powerful questioning. Facilitate learning and results by creating awareness, designing actions, planning/goal settings and managing progress/accountability. About the Author Mohammad Ali, Chief Analyst (Job Evaluation), joined KOC in He was assigned to the Job Evaluation Team and has been an important component of the Team ever since. Mohammad has nearly 12 years of experience in job analysis, design and evaluation, as well as organization design. He is a Certified Professional in Human Resources and Compensation from ihrme, and has successfully completed the 20 th session of the Program for Leadership Development conducted by Harvard Business School. Mohammad was nominated by his superiors to join the KOC Fast Track Program for Creativity and Innovation for high potential employees that he has completed successfully. He is a Certified Professional Coach by the International Coach Federation. If you are interested in securing a coaching relationship with Mohammad, please contact him on extension no , or him at mhamedali@kockw.com. For personal development tips, you can follow Mohammad on or connect with him on Linkedin: Mohammad Ali, CPHRC. Information from this article was sourced from the International Coach Federation.

35 VALUE CREATION & COST OPTIMIZATION IN GYRO SURVEY SERVICES SUBMITTED BY ABDULLAH B. AL-MUTAIRI, WELL SURVEILLANCE ENGINEER, WELL SERVICES TECHNICAL TEAM (NK) 33 The Kuwaiti Digest The utilization of a memory-based Slick-Line conveyance GYRO Survey Services was proposed. This service is able to record and save the required data using battery power instead of real time readings. This would have the same technical credentials with no operational limitations. It would follow-on with a huge commercial advantage of cost and time. About GYRO Technology & Services GYRO is a wellbore survey service that is used to detect the actual wellbore positioning (Wellbore Geometry includes its Slant & Deviance). It ensures precise wellbore targeting to avoid wellbore collisions in near multi-well configuration. In conventional GYRO operational practice, the wireline conveyance GYRO Sensor Toll is applied in the wellbore through different WL vendors. Data recovered when pulled out of the hole is later interpreted and analyzed to model the wellbore geometry. WS Team s Technical/Commercial Study & Way Forward Considerations The Well Services Technical Team (NK) conducted a thorough study on the GYRO jobs technical needs, commercial constraints, and economic optimization with various alternate options. The study uncovered the following: A significant number of Gyro Survey jobs have been routinely carried out, consuming a substantial amount of the annual budget ($3,000,000 to $4,000,000). Over the fiscal year, approximately 80 Gyro Survey jobs were planned and endorsed in the WS Operational Plan. Accordingly, a pilot job was conducted at RA-0184, which successfully accomplished all our technical and commercial objectives effectively. Since then, more than 10 jobs have been successfully completed in North Kuwait fields. Quality & Commercial Appraisal (Conventional WL vs. SL Conveyance GYRO Survey): Cost Savings: $44,500/Job vs. $13,100/Job = 70% Cost Saving/Job Total annual Cost Savings: $2,500,000 Time Savings: 12 hours/job vs. 5 hours/job = 60% Time Saving/Job Total annual time saved: 23 Days of Production & Man Hours In addition, a pre-job Tubing Check Run was conducted. All interpreted job reports were thoroughly reviewed, analyzed and approved by FD. Conclusion In line with KOC s strategy of Value Creation and Cost Optimization, the Well Services Technical Team (NK) has productively channeled this vision through the GYRO Survey operations, which were conducted with the best interests of the Company in mind. Accordingly, this commercially advantageous operational method has been successfully implemented in all related field tasks very effectively.

36 2 nd Global Forum on Emergency Telecommunication The KOC Communications and Networks Team recently took part in the 2nd Global Forum on Emergency Telecommunication (GET 2016). Held at Kuwait City s Regency Hotel, the GET 2016 forum discussed trends and emerging technological innovations, financing mechanisms, country case studies, challenges in deploying Information and Communications Technologies (ICTs) in disaster zones, and the role of the private sector and other non-state stakeholders. It also featured a series of exhibits featuring solutions for the most effective use of ICTs in emergencies. At the 2 nd Global Forum on Emergency Telecommunication, the KOC Communications and Networks Team was highly appreciated for their participation and efforts. During the event, the Team delivered a presentation on the KOC Incident Management Unit. They also discussed various activities the Company has made great progress with, such as a significant amount of growth and expertise in terms of communication technology. The KOC Communications and Networks Team also discussed ideas for further enhancement and improvement. The Team was also acknowledged by Kuwait s Ministry of Communication Officials, who maintained that KOC has done much in the way of creating reliable methods for handling emergency situations. A number of KOC employees also participated in the conferences and seminars held H.H. Sheikh Mohammad Al-Mubarak Al-Sabah, Minister of State for Cabinet Affairs during the forum, where a great deal of knowledge was acquired that is beneficial for improving KOC s disaster response activities. In addition, emerging technological innovations were discussed in disaster risk reduction and management during the forum. Many local and foreign visitors showed great interest in KOC s stand at the forum during the exhibition portion of the

37 event. Visitors to the stand received excellent explanations and information from KOC employees, who discussed the various communication activities of the Company. In addition, a strategic guidance was adopted at the event for the national and international community, including the International Telecommunication Union (ITU). This resulted in increased knowledge of the role that can be played by giving Telecommunications/ Information and Communication Technology (ICT) a central role in disaster mitigation and management. About the Event First held in 2007 with the title, Global Forum on Effective Use of Telecommunications/ ICT for Disaster Management: Saving Lives, the ITU Global Forum on Emergency Telecommunications has evolved to become the main global event focusing on emergency telecommunications and climate change mitigation and adaptation. The Forum brought together delegates from all over the world, ranging from Government Ministers to Regulators, national disaster management stakeholders, lead academicians, private sector leaders, United Nations entities and non-governmental organizations. The 2 nd Global Forum on Emergency Telecommunications: Saving Lives known as GET-2016, addressed issues of high importance on how information and communication technology can help in implementing the Sendai Declaration adopted by the United Nations Conference on Disaster Risk Reduction held in Sendai, Japan, in March The event provided an opportunity for policy makers and other participants to debate and adopt concrete strategies on how effective disaster risk reduction and management supported by information and communication technology can contribute to the attainment of the Sustainable Development Goals recently adopted by the United Nations General Assembly. The adopted outcomes of GET will provide strategic guidance to the national and international community, including ITU, and will result in an increased knowledge of the role that each of the participating entities could play in giving telecommunications/ ICT a central role in disaster mitigation and management. GET-2016 attracted over 500 participants from around 70 countries worldwide, as well as from regional and national organizations. Panelists and speakers included Ministers, Director-Generals of Regulatory Authorities and of UN organizations, National Heads of Public Protection entities, Chief Executive Officers of private sector companies and experts in the field of ICT for disaster management. Several members of Academia also attended the Forum. 35 The Kuwaiti Digest The KOC booth at GET 2016.

38 The EPA & Environmental Law in Kuwait AN INTERVIEW WITH DR. FAHAD AL-AJMI, BIOLOGICAL RESEARCHER - EPA Dr. Fahad Al-Ajmi "The EPA is the authority that governs everything related to the environment in Kuwait." When did you join the Environment Public Authority (EPA) and where did you study? I graduated from Kuwait University with a bachelor s degree in Zoology and Marine Science, and I joined the EPA in 2008, where I worked in the Marine Life Monitoring Section, which is part of the Biodiversity Conservation Department. I started out in the zooplankton lab, which monitors marine life. This includes monitoring plankton, mammals, birds, and other living organisms associated with the waters of Kuwait. About two years after joining the EPA, I continued my education in Australia at James Cook University, where I received my Ph.D. Is there coordination and cooperation between the EPA and other government bodies, such as the Kuwait Institute for Scientific Research and Public Authority for Agriculture and Fish Resources? Various inter-agency committees exist and these committees are generally linked together. Because we are a scientific community as well, we are all connected in one way or another. These committees allow us to make policies and establish guidelines so that we can work together and talk about what we need to implement. They also allow us to discuss what s missing from laws and how we can improve in a variety of areas. In summary, yes, a very

39 close network exists and we always reach out to one another when the need arises. Can you explain the basic function of the EPA? Recent developments in the EPA have caused it to evolve over time into an entity that is currently preparing to implement a body of clear environmental laws that have been planned, discussed, and drafted over the past five years. The difference between the EPA and other scientific bodies is that it is not entirely a scientific body. Instead, the EPA is the authority that governs everything related to the environment in Kuwait. For example, it enacts procedures and standards for the wellbeing and care of people and all living organisms, and this is translated into policies and laws for Kuwait s environment. We also monitor aspects related to industrial pollution, air quality, biodiversity, marine life, and a host of other matters related to ecology and the environment. In many cases, the EPA works closely within its network of partners, such as KISR, PAAFR, KOC, Kuwait University, and others to ensure that environmental law is being respected by every sector in the country. Ensuring existing laws are enforced and keeping all sectors up to standard is one of the main tasks of the EPA. How challenging is the task? Is it difficult to assemble a team on the ground and enforce environmental laws? It is a very difficult task. The EPA has a total of approximately 500 employees, and their tasks include a wide spectrum of responsibilities. Assembling teams is done through each respective department. For example, every department has a section, and every section focuses on their particular responsibilities and duties. Say, for example, one of the sections looks after the industrial sector of the country. That section will then dispatch a team to different industries to ensure that all regulations are abided by. In short, each team makes sure that EPA standards are being followed. Each section at the EPA is therefore very busy in their pursuit of looking after their designated sector of the country. What happens when environmental violations are discovered? Before the issuance of the new law, what happened in the past was that the EPA would send letters to violators and then try to manage how they can take care of the problems and those issues. Now, however, the violations are different because the laws are different. The EPA provided a lot of time for companies and people to situate themselves and adapt. Today, there is a trend toward better understanding and respect for environmental protection and care. However, when violations occur, the EPA may begin with official warnings or simply take the violators to court based on the new law. Of course, all of this is dependent on the law being broken and the severity of the violation. Can you speak a bit about the history of the EPA? A law was passed in 1995 that officially established the EPA. The reason the EPA was established was because there wasn t an authority focused specifically on environmental law or protection. However, there were departments scattered throughout the government that dealt in some way with the environment, but there was a necessity and vision to have clear environmental laws and an authority to back those laws up. Since then, the EPA has grown from a small state department to the authority that now occupies this building. In addition, the EPA has been restructured many times over, with the end result being an authority that has dedicated teams that are responsible for different sectors of the country. At the beginning, the EPA had standards for air pollution, water pollution, even noise pollution. These initial standards created the basis or structure that the new laws are built on. However, at the time, it was difficult to implement some of those standards. Today, however, the EPA has progressed to the point where the new laws are very clear and we have the authority to implement them effectively. Part of the new law actually states that the Ministry of Interior (MOI) be required 37 The Kuwaiti Digest

40 to develop a new unit that is referred to as the Environment Police. This unit has been created and is currently aiding the EPA in implementing various environmental laws. Recently, the EPA graduated 60 Judicial Officers, and I am actually one of the first to graduate from that program. The task of the Judicial Officers is to implement the law, and we have the legal authority to do so. Despite the fact that we are civilians not even law officers we have the legal means to do so because this power was specifically given to us by the Minister himself. In fact, various ministries have specialized officers with the legal authority to enforce certain laws, and the EPA just recently began this successful initiative. The first 60 graduates of this program have scientific backgrounds and an excellent understanding of the technical aspects behind the EPA s laws. This puts them in a very good position to enforce the law, because at the end of the day, nobody understands the law better than they do, so who better to enforce it? As the work of this team progresses, I believe we will see a big difference for the better as the implementation of environmental laws become more widespread. The authority to write up violations directly is a major step. Surely this must represent good news for environmental protection in Kuwait? This is very good for the enforcement of environmental law in Kuwait. The team has the authority to write up violations they encounter and send those violations directly to the Ministry of Justice. Now, most violations don t have to go through the MOI, they can actually go directly to the Ministry of Justice. This creates better efficiency and ensures violators are dealt with quickly and accordingly. This team is especially effective because its members have the authority to simply go out and take care of business, even when they encounter violations that are not expected. I can give a recent example: Recently I was out and spotted a truck transporting hazardous material, and it was being done in a way that I knew violated the law. I immediately contacted the relevant individuals through the Ministry of Interior Emergency Line (112) and identified myself as an environmental officer and provided them with the relevant information. After they acquired information about the truck and its owners and delivered it to us, we then drafted a report and submitted it back to the Ministry of Justice so that the case could be referred to court. The exceptional quality of this team is that it can identify laws that are being broken that the police can t, which isn t to say that the police don t do a good job at what they do, because they do. However, we cannot expect every police officer to know the details of every environmental law. We, on the other hand, can identify these violations and we have the power to do something about it. That is good for the environment, people, and the State of Kuwait as a whole. How effective is the Ministry of Justice in cooperating? The interesting thing is that through the training we went through, we had a judge and a consultant from the Ministry of Justice come to the EPA. This was very beneficial for both parties because it outlined how we can legally go about issuing violations and how the ministry, in turn, would respond. In the future, the law states that there should be an environmental court, and I believe that will happen soon. Things are progressing for the best, but I do understand that people feel frustrated with the different violations that occur, and this is one of the challenges we have - to tell people about environmental law and how we are working to enforce those laws. In your opinion, what is the most challenging aspect the EPA faces? There are a number of challenges. In the past, when people spoke about the environment, some people had the idea that you

41 39 The Kuwaiti Digest should stop all activity that has a negative impact. However, when we speak about the environment now, we generally speak in terms of how we can develop our society in a way that is sustainable, so that we can both create a future that holds a better life for us all while still protecting the natural environment. For example, the oil sector throughout the world causes pollution. But if we were to stop pumping oil tomorrow, people would die. We need it for energy and a range of products that make our lives better. The challenge, then, is how do we go forward in a way that is sustainable? How do we reduce emissions? How can we create better efficiency? Questions like that are the main challenges we face. Does the EPA actively work to create better environmental awareness among the public? Yes. Every department at the EPA does its part in terms of community outreach and creating awareness. Most visibly, this is done with the Environment Police through outreach and awareness programs that take place at malls and schools. We also have a considerable social media presence and do our best to create awareness through those channels. In addition, the EPA is constantly working with the media to demonstrate to the public that we are here with the purpose of trying to create a better life for everyone. Can you speak about any areas of cooperation that exists between KOC and the EPA? There are many actually. Part of the ongoing work that KOC does is that they give back to us in many ways through various collaborations. Most of the time, this collaboration is instant and done in the spirit of goodwill. For example, and this is just one incident that comes to mind, when the whale shark was trapped at Salmiya Marina a few years ago, KOC came to our assistance with equipment, such as marine vessels, that we do not have. On the whole, KOC has an extensive range of facilities and equipment that can help us in many ways. Of course, there was also the recent air monitoring initiative that was conducted in collaboration with KOC. Can you speak about the EPA s future goals or plans? Right now, the EPA is heading in a direction where all of the information you need will be online. Everything, from air quality stations to sea monitoring stations, will be sharing their information online. This represents a huge step for the EPA, as many decades worth of environmental information will soon be available for all to see. In addition, a huge monitoring program of Kuwait s marine life is being prepared. This extensive program will cover the entirety of Kuwait s coastline, and the sea monitoring stations will also be sharing their information online. In terms of other future goals and plans, I think we can expect the EPA to continue working toward the further development of its various environmental projects, in addition to pursuing its primary goal of ensuring environmental standards are being upheld and respected throughout Kuwait.

42 Travel Hi-Tech SAUDI ARABIA TO BUILD WORLD S LARGEST SOLAR POWERED DESALINATION PLANT The Kingdom of Saudi Arabia has finalized plans to build the world s largest solar-powered desalination plant in the northeastern city of Khafji. According to Saudi officials, the solar-powered desalination plant will treat around 60,000 square meters of seawater daily for local residents in the city. The project, due to be completed in 2017, will supply more than 100,000 residents with clean water every day, leaving no carbon trace. Because of its solarpower, the plant will be able to produce surplus energy during the day. The surplus energy will then be used by the plant at night, enabling the plant to produce zero carbon emissions. With renewable energy to power the plant for the Saudis, the cost of getting fresh water will be significantly reduced. Clean energy activists say renewable energy offers a chance at lowering both costs and emissions. At the 2013 World Future Energy Summit in Abu Dhabi, renewable-powered desalination was a highly contested issue. Since Saudi Arabia announced its desalination project, it is attracting foreign partners. The country s newly formed company, Advanced Water Technology (AWT) which will play a lead role in building the plant is currently making an effort to bring together all foreign companies who have expressed an interest. Abengoa is the latest company to have announced its intention to partner with AWT. According to AWT, the plant will have a 15-megawatt solar array, using polycrystalline solar cells engineered by the research agency. The energy efficient desalination plant will also include energy recovery, energy storage, and other efficiency systems, thus complementing the solar array. STEM CELL TECHNOLOGY USED TO RESTORE VISION IN MICE HUMANS NEXT Biologists from Osaka University in Japan have discovered a new way to grow the tissues that make up the human eyeball. The scientists are able to grow retinas, corneas, the eye s lens, and more using only a small sample of adult skin. The researchers were able to grow sheathes of rabbit cornea that restored sight in blind rabbits born without fully-grown corneas. The research wouldn t be possible without a recent breakthrough in stem cell technology. In 2006, scientists found they could create stem cells from ordinary cells with just a few simple DNA tweaks. The engineered cells are called induced pluripotent stem cells, or ips. The team discovered they could coerce these ips cells into forming a simple proto-eye, from which they could harvest a bounty of different eye tissues. To begin forming this proto-eye, the team grows ips cells in a petri dish lined with the right combination of proteins and other molecules. Essentially, these proto-eyes are composed of four simple rings of different cell types that later transform into different parts of the eye. For this specific study, rabbit skin cells were used to form the proto-eyes. Once eye formation began, they isolated the rings that would form the corneas and the eye s lens. These cells were then grown independently, and formed clear sheets of corneal material. The team could then implant these clear corneal sheets back into the eyes of the blind rabbits. The researchers are now in a position to initiate human clinical trials for eye transplantation to restore visual function.

43 Travel Hi-Tech Researchers from the Albert Einstein College of Medicine in New York City have developed an approach that tricks cancerous tumors into swallowing poison. So far the strategy has only been tested in mice, but the results are promising enough that the researchers are planning to launch clinical trials in cancer patients within a year. The treatment works in three steps to place at conventional chemotherapeutic agent near the nucleus (or nuclei) of a metastatic cancer cell where the drug molecules are most lethal. At the heart of the new therapy is a chemotherapeutic agent called doxorubicin (dox). The drug has been a mainstay of cancer treatment for years, as it jams up RESEARCHERS DEVELOP NEW METHOD FOR TREATING CANCER DNA in the cell nucleus and prevents tumor cells from dividing. However, when it is injected into the bloodstream, the drug can also kill heart muscle cells and cause heart failure, which often forces oncologists to either dial back the dose or discontinue it altogether. Delivering dox only to tumor cells is therefore highly desirable, but it has been a major challenge. Hoping to provide such cell specificity, researchers have spent years developing porous silicon particles as drug carriers. The particles micrometer-scale size and disk like shape allows them to travel unimpeded through normal blood vessels. To get large amounts of dox inside the metastatic tumor cells, the researchers linked numerous dox molecules to string like molecules called polymers. They then infused the dox-carrying polymers into their silicon microparticles and injected them into mice that had been implanted with human metastatic liver and lung tumors. As with the previous studies, the researchers found that the silicon particles congregated in and around tumor sites, and once there the particles slowly degraded over 2 to 4 weeks. 41 The Kuwaiti Digest RESEARCHERS CREATE HIGHLY ADVANCED BIOMIMETIC HAND Researchers from the University of Washington are trying to tackle the complexity of a real hand and have built a robot version that could be the most detailed and kinematically accurate one in existence. This is arguably the most detailed, dexterous, and highly functional artificial hand ever made, and it's a giant leap in the field of prosthetics and limb regeneration. The researchers crafted their hand from scratch, beginning with laser scanning a human skeleton and 3D printing artificial bones that will allow them to copy the unfixed joint axes of human hands, which lend themselves to dexterity. They used Spectra strings to create joint ligaments, which are responsible for stabilizing joints and the hand s range of motion. Also made of Spectra are extensor and flexor tendons, while laser-cut rubber sheets were applied around fingers to support flexibility and torque. To recreate muscles, 10 Dynamixel servos with a cable routing mimicking the carpal tunnel of the human hand were added as a final touch. Typically, robotic hands are able to move because of programming, but because of its construction, the robotic hand actually is able to mimic hand movement in operation. And because of how closely it is able to mimic the movement, function, and dexterity of a human hand, the scientists behind it are suggesting that it could one day be used as a 3D scaffold for limb regeneration. Besides being an extraordinarily beautiful piece of craftsmanship, the hand is able to closely mimic a wide variety of grasps when controlled. Users can also perform complicated in-hand manipulation without force feedback, which the researchers attribute to the kinematics of their hand so closely matching that of a real human hand.

44 Travel VISIT MADRID By the time you read this article, your plan to escape the heat of another Kuwaiti summer may already be in effect. However, for those of you who are still undecided, why not consider Madrid? The beautiful and historically rich capital of Spain has long been a hotspot for travelers wishing to take in all the best things that life has to offer. From great weather to friendly people, excellent food and a culture that prides itself in its long and colorful history, Madrid just may be the place you need to visit this summer. To visit a city as large as Madrid and to see and do all it has to offer is no easy task. From sprawling museums to traditional restaurants and cafés, every corner you turn uncovers a spot that draws in tourists and locals alike. In many ways, Madrid is similar to many other international metropolises it is Spain's largest city, has the largest population, is the capital and is the center for international business. However, if you listen carefully, you can hear the gentle melodies of the Spanish guitar, the swish of a flamenco dancer's skirt, and the happy laughter from a midday meal. Madrid is for travelers interested in famous paintings and stunning architecture, but it's also, and maybe more so, for those looking for an unhurried good time. About Madrileños People from Madrid are called Madrileños, and Madrileños are known for loving to live life to the fullest. Travelers visiting Madrid will find this evident quickly upon arrival. When the weather is right, visitors will see thousands of Spaniards dining along the city's streets for hours on end, and laying out on a blanket with loved ones in Parque Retiro. At night, regardless of the season, the city truly comes alive when its citizens leave work and stay out late into the night. Madrileños are an easygoing people, as evidenced by their unofficial motto, no pasa nada, which translates to "don't worry about it." However, they can be very proud people and don't like to speak English (even though most of them know it). Learning a few Spanish phrases will take you far, but if you're having trouble, it's best to approach the younger crowd for questions and directions, as older Spaniards tend to know less English.

45 43 The Kuwaiti Digest The are many things to see and do in Madrid definitely more than can be listed here. However, consider visiting some of the following places: The Prado Museum features works by some of Spain's most famed artists, including Velazquez and Goya. The Palacio Real (Royal Palace) is open to the public and the El Rastro market or the upscale shops in Salamanca provide hours of shopping. When you re drained from a long day of sightseeing, rest at an open-air café, especially the ones that skirt Plaza Mayor. Dining Traditionally, Madrid's cuisine consists mostly of meat, bread and cheese. Madrid's food is best tasted in tapas, small plates or samples of Spanish dishes. Madrileños usually eat a late, large lunch and then a later, lighter dinner. Spanish specialties include tortilla española (potato omelette), paella (rice with fish), croquetas (fried breadcrumb rolls typically filled with mashed potatoes, cheese and meat), gazpacho (cold soup) and patatas bravas (sautéed potatoes typically served with a spicy aioli). Spaniards take their time eating and engage in sobremesa, or after dinner conversation, which can last for hours. Because of this, checks take much longer to arrive, so don't be afraid to ask more than once to get your bill. A Brief History The site of Madrid has been occupied since prehistoric times. Madrid's population was initially Iberian and later Roman. Madrid, originally called Mayrit, was founded by the Emir Muhammad I of Córdoba at the end of the 9 th century. It was under the Arab occupation of the Iberian Peninsula that the city gained importance, since initially the main city in the Spanish plain had been Toledo. During the Reconquista of Spain by the Christians, Madrid passed from Muslim to Christian hands several times, which was the origin of the mixture of cultures that characterizes the city to this day. The present location of Madrid, in the center of Spain, was established by King Alfonso I in Under Christian control, all symbols of the Muslim world were removed from the city and part of the cultural heritage of Madrid was lost. In the 20 th century after the death of General Franco, the Spanish Constitution of 1978 confirmed Madrid as capital city of Spain. In 1979, the first democratic local elections were held in Madrid to choose the first city mayor; the first governor of the city was Enrique Tierno Galván. By this time Madrid had grown in size and population reaching the figure of 3 million inhabitants in the metropolitan area and nearly 6 million people in the whole province of Madrid.

46 Health UNDERSTANDING ARTHRITIS Arthritis literally means inflammation of a joint. In some forms of arthritis, such as osteoarthritis, the inflammation arises because the smooth covering (articular cartilage) on the ends of bones become damaged or worn. Osteoarthritis is usually found in one, usually weightbearing, joint. In other forms of arthritis, such as rheumatoid arthritis, the joint lining becomes inflamed as part of a disease process that affects the entire body. Some other types of arthritis are: seronegative spondyloarthropathies, crytalline deposition diseases, and septic arthritis. Arthritis is a major cause of lost work time and serious disability for many people. Although arthritis is mainly a disease of adults, children may also have it. Arthritis is a disease of the joint. A joint is where the ends of two or more bones meet. The knee joint, for example, is formed between the bones of the lower leg (the tibia and the fibula) and the thighbone (the femur). The hip joint is where the top of the thighbone (femoral head) meets a concave portion of the pelvis (the acetabulum). A smooth tissue of cartilage covers the ends of bones in a joint. Cartilage cushions the bone and allows the joint to move easily without the friction that would come with bone-on-bone contact. A joint is enclosed by a fibrous envelope, called the synovium, which produces a fluid that also helps to reduce friction and wear in a joint. Ligaments connect the bones and keep the joint stable. Muscles and tendons power the joint and enable it to move. Cause There are two major categories of arthritis. The first type is caused by wear and tear on the articular cartilage (osteoarthritis) through the natural aging process, through constant use, or through trauma (post-traumatic arthritis). The second type is caused by one of a number of inflammatory processes. Regardless of whether the cause is from injury, normal wear and tear, or disease, the joint becomes inflamed, causing swelling, pain and stiffness. This is usually temporary. Inflammation is one of the body's normal reactions to injury or disease. In arthritic joints, however, inflammation may cause long-lasting or permanent disability. Osteoarthritis The most common type of arthritis is osteoarthritis. It results from overuse, trauma, or the degeneration of the joint cartilage that takes place with age. Osteoarthritis is often more painful in joints that bear weight, such as the knee, hip, and spine, rather than in the wrist, elbow, and shoulder joints. However, joints that are used extensively in work or sports or joints that have been damaged from fractures or other injuries may show signs of osteoarthritis. Other disorders that injure or overload the articular cartilage may lead to osteoarthritis. In osteoarthritis, the cartilage covering the bone ends gradually wears away. In many cases, bone

47 Health growths called spurs develop at the edges of osteoarthritic joints. The bone can become hard and firm (sclerosis). The joint becomes inflamed, causing pain and swelling. Continued use of the joint is painful. Rheumatoid Arthritis Rheumatoid arthritis is a long-lasting disease. It is estimated that 1% of the population throughout the world have rheumatoid arthritis. Women are three times more likely than men to have rheumatoid arthritis. The development of rheumatoid arthritis slows with age. Rheumatoid arthritis affects many parts of the body, but mainly the joints. The body's immune system, which normally protects the body, begins to produce substances that attack the body. In rheumatoid arthritis, the joint lining swells, invading surrounding tissues. Chemical substances are produced that attack and destroy the joint surface. Rheumatoid arthritis may affect both large and small joints in the body and also the spine. Swelling, pain, and stiffness usually develop, even when the joint is not used. In some circumstances, juvenile arthritis may cause similar symptoms in children. Limited ability to move the joint. Signs that other joints are painful or swollen (an indication of rheumatoid arthritis) A grating feeling or sound with movement. Pain when pressure is placed on the joint or the joint is moved. Medications & Therapy Over-the-counter medications can be used to control pain and inflammation in the joints. These medications, called anti-inflammatory drugs, include aspirin, ibuprofen, and naproxen. Acetaminophen can be effective in controlling pain. Prescription medications also are available. A physician will choose a medication by taking into account the type of arthritis, its severity, and the patient's general physical health. Patients with ulcers, asthma, kidney, or liver disease, for example, may not be able to safely take antiinflammatory medications. Injections of cortisone into the joint may temporarily help to relieve pain and swelling. It is important to know that repeated, frequent injections into the same joint can damage it, causing undesirable side effects. Viscosupplementation or injection of hyaluronic acid preparations can also be helpful in lubricating the joint. This is typically performed in the knee. 45 The Kuwaiti Digest Canes, crutches, walkers, or splints may help relieve the stress and strain on arthritic joints. Learning methods of performing daily activities that are the less stressful to painful joints also may be helpful. Certain exercises and physical therapy may be used to decrease stiffness and to strengthen the weakened muscles around the joint. Diagnosis Arthritis is diagnosed through a careful evaluation of symptoms and a physical examination. X-rays are important to show the extent of any damage to the joint. Blood tests and other laboratory tests may help to determine the type of arthritis. Some of the findings of arthritis include: Weakness (atrophy) in the muscles. Tenderness to touch. In most cases, persons with arthritis can continue to perform normal activities of daily living. Exercise programs, anti-inflammatory drugs, and weight reduction for obese persons are common measures to reduce pain, stiffness, and improve function. In persons with severe cases of arthritis, orthopaedic surgery can often provide dramatic pain relief and restore lost joint function. Some types of arthritis, such as rheumatoid arthritis, are often treated by a team of health care professionals. These professionals may include rheumatologists, physical and occupational therapists, social workers, rehabilitation specialists, and orthopaedic surgeons. This information was sourced from the American Academy of Orthopaedic Surgeons.

48 Ahmadi Governorate Hosts National Celebrations automobiles to army, police and fire vehicles. In addition, a stage was erected where traditional Kuwaiti dances and music was performed. A display of fireworks was also one of the main features of the event. The festival also included an exhibition where small and family businesses displayed their products. Ahmadi Governor Sheikh Fawaz Al-Khalid Al-Sabah recently inaugurated the Ahmadi Governorate Festival that commemorated the National and Liberation Day holiday. During the event, KOC s November 6 Park hosted a celebratory program that was attended by KOC CEO Jamal Jaffer and KOC DCEO (CSD) Ismail Abdulla. A large number of KOC employees and members of the public were also in attendance. The festival included a range of events and performances, with one of the highlights being a parade of cars that ranged from vintage During the event, Ahmadi Governor Sheikh Fawaz Al-Khaled Al-Sabah expressed his pleasure with the wide participation of Ahmadi families in the festival. He also upheld the efforts displayed by the private and public sectors in contributing to the success of the event, let by KOC, a permanent and vital partner in the Governorate s celebrations and events. Meanwhile, KOC CEO Jamal Jaffer said that KOC contributes to various Ahmadi Governorate celebrations by providing any support required, decorating Ahmadi and organizing a number of cultural and entertainment functions. The second day of the festival featured a musical concert at Ahmadi Stadium that included a diverse program of performances by musical artists such as Nawal Al-Kuwaiti, Sulaiman Al-Qassar and Mutref Al-Mutref.

49 47 The Kuwaiti Digest A Brief History of Kuwait Archaeological finds on the Kuwaiti island of Failaka suggest that the island was a trading post at the time of the ancient Sumerians. Failaka continued to serve as a trading post for approximately 2,000 years, and was known to the ancient Greeks. Kuwait's modern history began in the 18 th century with the founding of the area that would later become Kuwait City by the Bani Utba, a federation of Arab clans originating from Najd. In January 1899, H.H. Sheikh Mubarak The Great Al Sabah signed an agreement with the British Government that governed the terms of a protective agreement. When Mubarak died in 1915, the population of Kuwait of about 35,000 was heavily dependent on shipbuilding (using wood imported from India) and pearl diving. Kuwait achieved independence from the British under Sheikh Abdullah Al-Salem Al Sabah. By early 1961, the British had already withdrawn their special court system, and the Kuwaiti Government began to exercise legal jurisdiction under new laws. On June 19, 1961, Kuwait became fully independent following an exchange of notes with the United Kingdom. Kuwait enjoyed an unprecedented period of prosperity under Sheikh Sabah Al-Salem Al- Sabah, and the country was transformed into a highly developed welfare state with a free market economy. In August 1990, Iraq attacked and invaded Kuwait. Following several weeks of aerial bombardment, a UN-mandated coalition led by the United States began a ground assault that finally liberated Kuwait on February 26, 1991.

50 KOC Decorates Souq Al-Mubarakiya As part of its commitment to social responsibility efforts, and as part of its interest to participate in various social and national events, KOC recently inaugurated its decorative work in Souq Al- Mubarakiya to celebrate Kuwait s National and Liberation Days. The inauguration took place in the presence of KOC DCEO (CSD) Ismail Abdulla, KOC DCEO (WK) Hasan Bunain, Acting Ahmadi Services Group Manager Fayez Al-Mathkour, and Team Leader (Utilities) Abdul Aziz Al-Obaidan. It is an annual KOC tradition to decorate Souq Al-Mubarakiya by putting up lights, flags, and constructing various models that display aspects of the country s history and national industry. Souq Mubarakiya was chosen by the Company for the initiative because of the important role it has played in Kuwait s history as the country s most important commercial and heritage site. The Company's contribution to one of Kuwait s most well known landmarks in Kuwait City is an extension of its usual decoration of Ahmadi s streets. During the National and Liberation Day holiday, visitors throughout Kuwait bring their families to Ahmadi to enjoy the display of lights that Ahmadi has become very well known for. In addition to the celebrations and decorations in Ahmadi, officials maintained that this year s activities would also recognize the 10th anniversary ascension of His Highness the Amir Sheikh Sabah Al-Ahmad Al-Jaber Al-Sabah s ascension to power. KOC officials inaugurated the display of lights in Kuwait City. About Souq Al-Mubarakiya More than 200 years ago, a marketplace was created in the Al-Mubarakiya area that served as a location for Kuwaiti merchants to display their wide range of goods and produce. The souq quickly became a cultural hub that catered to the needs of all its visitors. More importantly, Sheikh Mubarak Al Kabeer s kiosk was at the center of it all, where Kuwaitis were able to openly communicate with their leader. Down the road from the kiosk, a diwaniya was established where the country s elders could meet and discuss any number of issues related to Kuwait s social, political or economic life. Past the diwaniya, one of the oldest post offices in Kuwait can be found, where the original doors have been preserved. Continue on and you will find the Mubarakiya School an education institution that goes back some 100 years. Today, it serves as a museum that welcomes visitors from Monday to Saturday.

51 1957 PARADE 49 The Kuwaiti Digest