7 KOC Attends Global Petroleum Show

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2 Editor-in-Chief DCEO (Administration & Finance) 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 7 KOC Attends Global Petroleum The Kuwaiti Digest is a quarterly magazine published by the Kuwait Oil Company (K.S.C.) since 1973.

3 Contents The Company Man An Interview with Yahya Al-Sumait H.H. Sheikh Sabah Presides over e-content Award Ceremony Turning Waste into Value KOC Attends Global Petroleum Show The Company Man An Interview with Yahya Al-Sumait KOC Delivers Milestone Presentation at 2016 ATD Conference Understanding Finding & Development Costs The Go Green Initiative The Voluntary Safety Committee (Safety Q8) Ensuring HSE Surveillance Creating New Business in the Oil Industry Petroleum Engineering: The Way Forward for Kuwaiti Students Management Support: To Do or Not to Do Health: The Importance of Limiting Screen Time Travel: Visit Santorini Kuwait Brings Home Olympic Gold

4 Letter from the Editor Deputy CEO (Administration & Finance) The quarter of the year between October and January is significant for a number of reasons. Firstly, and perhaps most importantly, the month of October begins to usher in milder weather for Kuwait. I believe I speak for all when I say that this is a most welcome change, especially when considering that Kuwait made history this year by recording what many have regarded as the world s hottest accurately registered temperature of 54. Despite the record-breaking heat, it gives me great pleasure to say that KOC employees remained committed to their work and our collective pursuit of the Company s 2030 Strategy. From the staff at KOC Hospital to rig operators in the field, I would like to extend my utmost thanks and appreciation to every employee at KOC who makes the work we do possible. While on the subject of KOC employees particularly Rig Operation Engineers I would like to encourage our readers to spend some time with a feature story in this issue that highlights the important role Kuwaiti engineers are playing in North Kuwait. The work these employees are conducting at rig sites in North Kuwait is nothing short of impressive, and their dedication to their jobs is definitely deserving of our commendation and praise. Also in the pages that follow is a feature interview with Yahya Al-Sumait, who was formerly Kuwait s Minister of Housing. In addition to his role in public office, the former Minister was also an important figure at KOC during the beginning stages of his long and illustrious career as one of Kuwait s most important public servants. I encourage all KOC employees to learn more about the important work this man has done for his country by reading the interview that follows. In particular, the role he played for Kuwait during the period of the 1990/91 invasion was instrumental in securing our nation s liberation, and for that we thank him dearly. As we change gears and focus on KOC operations and the Company s 2030 Strategy, I am proud to report that we have made excellent progress in regard to meeting production goals and completing major projects. Some of the technical submissions in this issue of The Kuwaiti Digest detail those efforts. For example, this issue contains submissions ranging from how waste at KOC can be turned into value to stories that detail new ways of creating business in Kuwait s oil and gas industry. As always, this issue also contains coverage of some of the important events KOC has attended over the past quarter, including the Company s participation at the recent Global Petroleum Show in Canada. While the Company as a whole works hard to turn the goals of our 2030 Strategy into reality, we continue to uphold the importance of remaining committed to the protection of the health and safety of KOC employees and contractors. At the same time, our environmental conservation and remediation efforts remain a priority, which two very important articles in the pages that follow can confirm. In closing, I would like to say that our promise of exploring for and producing oil in the State of Kuwait remains strong, and that we are more committed than ever to our goal of delivering energy to the world in a more sustainable and environmentally-friendly manner.

5 3 The Kuwaiti Digest H.H. Sheikh Sabah Presides over e-content Award Ceremony H.H. Sheikh Sabah presided over the awards ceremony. KOC recently won five of the Kuwait e-content Awards for the years 2015 and 2016 at an event organized by the Kuwait Foundation for the Advancement of Sciences. The awards were delivered to winners in a special ceremony held at Bayan Palace under the patronage and presence of His Highness the Amir Sheikh Sabah Al-Ahmad Al-Jaber Al- Sabah. A number of prominent figures from Kuwait s public and private sectors were also in attendance. KOC s Well Surveillance Group was awarded with three of the five awards. Former Group Manager Saeed Al-Shaheen was present at the ceremony to accept the awards on behalf of the Well Surveillance Group. A project titled Well Surveillance Management System won the first place award in the e-government category for The Well Surveillance Management System is a complete administrative and technical system that uses integrated devices and smartphones for various purposes that assist a number of crucial operations for the Company. Another project, the Steam Injection Tracking System was awarded the second place prize in the e-science category for The system helps meets the strategic objectives of the Company in its pursuit of producing 60,000 barrels of heavy oil per day by 2018/2019. The third award was presented to the Bidder Assessment Model which won third place in the e-government category for It devises a unique model that assesses and analyzes the prices of tenders in a scientific and fair manner. Meanwhile, the Research and Technology Group won

6 Former Well-Surveillance Manager Saeed Al-Shaheen with KPC CEO Nizar Al-Adsani. two awards, the first for the Automated Drilling HSE Notification System which won first place in the e-health category for High Resolution Historical Well Log Digitization won second place in the e-science category for Both projects were prepared by a team presided over by Team Leader Exploration & Production Information Management Hussain Al-Ajmi under the supervision of Manager Jamal Al-Humoud. KPC Honors e-content Award Winners KPC CEO Nizar Al-Adsani recently honored the winners of the 2015/2016 Kuwait e-content Awards from the Well Surveillance Group during a meeting held at his office at KPC. Al-Adsani greeted the members of the winning teams who won three awards at the competition organized by the Kuwait Foundation for the Advancement of Sciences, which was held under the patronage of His Highness the Amir Sheikh Sabah Al-Ahmad Al-Jaber Al-Sabah. The awards are the most prestigious awards of their kind in Kuwait. During the reception, which included the presence of Former Manager Well Surveillance Saeed Al-Shaheen and Manager Public Relations & Information Mohammad Al-Basry, Al-Adsani expressed his pride in the achievements of the honored employees. He praised KOC for its interest in developing its work procedures, as well as adhering to the use of modern technology in the performance of its business and the implementation of various projects. The delegation included the winners of the three awards: Saeed Al-Shaheen, Abdulaziz Najaf, Bakr Al-Mushaileh, Noor Al-Zaatari, Yousef Al- Khaldi, Khaled Al-Ali, Zahrah Al-Sarraf, and Abdullah Taha, who won awards for three innovative projects, including Well Surveillance Management System, Bidder Assessment Model, and Steam Injection Tracking System. A group photo of the winners.

7 Turning Waste into Value: How the OBM Cuttings Treatment Plant contributes to environmentally friendly drilling operations 5 The Kuwaiti Digest SUBMITTED BY THE HSE D&T TEAM, TECHNICAL SUPPORT GROUP, D&T DIRECTORATE In order to move towards sustainable drilling operations, and as part of KOC s strategic objective of Realizing Value from Technology, the Drilling & Technology (D&T) Directorate recently implemented this state-of-art technology for the first time in the State of Kuwait and across GCC countries with the following features: The TCC (Thermo-mechanical Cutting Cleaner Technology) technology was specifically adopted to detoxify oil-based mud (OBM) drill cuttings from drilling operations. Diesel recovered from this plant meets the high-grade quality (ASTM-D975), which has been tested by an authorized third party laboratory. The treatment plant s operations & associated facilities are 100% sustainable through the use of this recovered diesel oil. The fresh OBM (Oil-Based Mud) drill cuttings from the operating rigs are collected by synchronizing the drilling well program/ operations in specially designed skips for treatment in the plant. In effect, this eliminates the need for OBM cutting pits in KOC oil fields, which contributes to environmentally friendly drilling operations and a reduction of the overall drilling footprint. The plant features an in-built Air Pollution Control system that helps avoid any air pollution from plant operations (monthly monitoring is conducted). The recovered water from the plant is fully utilized internally, which helps to achieve zero discharge concept. As part of sharing best practices, Mike Belcher, President of the American Society of Safety Engineers, USA and Ms Yassie Dunn, Sr Manager, Global Growth Manager visited the plant and commended its performance as one of the most excellent projects in the upstream oil and gas industry in the region.

8 efficiency is related to the volatility of the contaminant. Thus, thermal desorption easily removes light hydrocarbons, aromatics, and other volatile organics, but heavier compounds such as polycyclic aromatic hydrocarbons are less easily removed. Low-temperature thermal desorption systems typically operate at 250 to 350 degrees Celsius and may be sufficient to treat wastes with light hydrocarbons, aromatics (e.g., benzene, toluene, ethyl benzene, and xylenes), and other volatile organics, which are easily removed. The project was recognized under Kuwait Sustaniable Energy Award 2015 and also the winner under the Environment category at KOC CEO HSSE Award Ceremony Technical Features KPC CEO Nizar Al-Adsani with HSE Team Leader Fahad Al-Dhamen. In line with the Company s strategic objectives, KOC recently deployed a Rig Fleet of more than 100 Drilling & Work-Over Rigs for on-shore operations. The Company has established the HSE Management System with procedures based on international standards and regulations in order to focus on the health and safety of workers while also focusing on environmental protection. The company uses oil-based mud in drilling operations and generates large quantities oilbased mud drill cuttings. A Technology Review Committee was established to identify the state-of-the-art technology used to treat OBM drill cuttings. The indirect treatment technology was used at KOC to treat the OBM drill cuttings. The technology of indirect thermal desorption provides indirect and controlled heating to remove hydrocarbons undestroyed. Thermal desorption uses a non-oxidizing process to vaporize volatile and semi-volatile materials through the application of heat. Because thermal desorption depends on volatilization, treatment The OBM drilling cuttings are toxic, mainly due to the PAH (Poly Aromatic Hydrocarbon) content of diesel, the base fluid of oil-based mud. PAH consists of toxic priority pollutants. Diesel typically contains 5 to 10% PAH and falls under the hazardous waste category. In line with the Company strategies towards zero discharge and environmentally friendly drilling operations, the Company established an HSE project (OBM Cuttings Treatment Plant) at its oil fields in North Kuwait and West Kuwait. The latest state-ofart technology (Indirect Thermal Treatment Technology) was adopted in establishing these treatment plants with a capacity of 26,000 MT/ year. The treatment plant has been commissioned and being operated successfully. The TPH (Total Petroleum Hydrocarbons) concentration of treated solids is much lower than prescribed limits of 1.0%. The recovered oil is to be re-used for kick-off well fluids, stimulation and cleaning of wells and for fresh oil-based mud preparation. The plant benefits KOC financially as well by enhancing the corporate image by turning waste into value. Recovered hydrocarbons are reusable as base fluids for making fresh OBM, and the recovered water is reused to moisturize treated drilling cuttings and hydrate treated soils. Indirect heating is safer and minimizes the pollution compared to direct heating. A photograph of a pit by the rig before treatment.

9 7 The Kuwaiti Digest KOC Attends Global Petroleum Show The Global Petroleum Show (GPS), one of the world's largest energy events, recently hosted more than 50,000 attendees from 90 different countries across the globe during a three-day trade show and conference that was held in Calgary, Canada. As a leading global energy congregation, GPS provided a platform for local and international delegates, exhibitors and industry professionals to connect and discuss the future of the energy industry. Through an expansive indoor and outdoor exhibition space and a dynamic range of brandnew features, the world's top decision makers were treated to more than 170 unique presentations and discussions with industry leaders and 17 exclusive networking events. The Global Petroleum Show provided an opportunity for oil companies, industry leaders and governmental representatives to discuss and exchange views on current issues and trends in the oil and gas industry. It also served as a forum where experiences and the latest technological innovations were shared in order to promote technical and business research at the industry level. The conference is one of the industry s most important events of the year, which is why senior officials from KOC consider the event to be an ideal location to share views on the current and future issues that the oil and gas sector may face. In addition to the exchange of knowledge and experiences from oil and gas companies, the Global Petroleum Show also provides an excellent networking opportunity for industry professionals from around the world. KOC Participation The delegation from KOC at the Global Petroleum Show was led by the following senior Company officials: Badria Abdul Raheem, DCEO North Kuwait, Abdullah Al-Harbi, Manager Operations Support

10 Group (North Kuwait), Mohammed Al-Barazi, Team Leader Production Operations (Heavy Oil), and Waleed Al- Khamees, Team Leader Field Development Heavy Oil (NK). The delegation also consisted of a team of KOC employees who were instrumental in not only manning the Company booth at the event, but delivering a number of presentations on a wide variety of topics that were well-received by audience members at the Global Petroleum Show. KOC s participation at the Global Petroleum Show aimed to accomplish a number of critical goals. Firstly, KOC was able to share the Company s experiences and best practices in the oil and gas industry through a number of presentations that were delivered by KOC employees. Secondly, KOC was able to acquire a wealth of new information and learn from the experiences of other companies around the world. The information that was shared with the Company dealt with a number of topics, with the primary ones aiming to further the advancement of scientific and technological knowledge related to the exploration, development, production, transportation and processing of oil and natural gas. In addition to the aforementioned topics, the conference also did much in the way of focusing on the challenges associated with technology and industrial issues that face industry professionals from around the world. KOC Presentations The KOC delegation was responsible for delivering a number of well-received presentations at the Global Petroleum Show. Topics of presentation ranged from heavy oil development, the establishment of new Gathering Centers, water management, and many more. One of the highlights from the presentation portion of the event was a presentation delivered by Mohammed Al-Barazi, Team Leader Production Operations (Heavy Oil). His topic, which focused on Field Development in North Kuwait, touched on a number of issues, including the fact that 25% of Kuwait s oil production is derived from North Kuwait fields. In his presentation, Al-Barazi maintained that one of North Kuwait s strategic targets is to achieve and sustain an oil production capacity of 1 MMBOPD by 2020 and sustain that production figure for at least seven years. Other strategic goals, he said, include maximizing oil reserves and recovery efficiency, exercise Best Practice reservoir management, achieve operational excellence, and empower employees by facilitating knowledge management and technology transfer. Visitors to the KOC booth listen to a presentation.

11 9 The Kuwaiti Digest A group photo of the KOC delegation and guests at the Company s booth. Other presentations that were delivered at the Global Petroleum Show included the follwing: Intelligent Solution Center Energizing Smart Field Solutions, Zero Shutdown PM Philosophy, New Gathering Centers and Water Management in NK, and Heavy Oil Development in North Kuwait. Global Petroleum Show Highlights Clean technology was a focus for many exhibitors and emerged as a key interest area for discussions across the show floor. The Low Carbon Innovation Forum captured the attention of attendees with each of the two available seminars at capacity. The GPS16 Free Educational Series delivered 170 presentations in eight theaters ranging in topics from Renewable Energy, Digital Oilfield, Heavy Oil, Hydraulic Fracturing and Career Development. The Educational Series added an additional element of networking and presentations as businesses found ways to improve operational efficiencies and review new industry innovations. Taking place on opening day, the GPS Awards served to recognize and celebrate the leaders who drive impactful change and evolution in the energy industry through technology, corporate social responsibility and industry innovation. Despite the economic climate, close to 50,000 attendees registered for GPS 2016 and were able to experience the wide variety of networking events, presentations and industry-leading exhibitions. Delegates from around the world left GPS having had the opportunity to build connections and share ideas on the importance of remaining competitive and how to build a sustainable industry for the long-term. Closing Remarks In a statement she made to KOC employees who participated at the Global Petroleum Show, DCEO (NK) Badria Abdul Raheem said that the Company s participation had resulted in a resounding success for KOC. Their participation, she said, had raised the Company s image through the excellent interaction and sharing of KOC values with audience members. I am sure we will keep working with enthusiasm for many more goals and successes in the future, for the benefit of our Company and country, DCEO (NK) Badria Abdul Raheem said.

12 THE COMPANY MAN THE STORY OF KOC S KUWAITI RIG OPERATION ENGINEERS IN NORTH KUWAIT We reached North Kuwait by mid-morning, and despite high noon being more than an hour away, the temperature outside was quickly approaching 50 C. Our destination, KOC Rig Site SP-283, was many kilometers away from the nearest city. While the rig was quite literally in the middle of nowhere, the area was somehow still bustling with activity. Outside, a man in a yellow bulldozer moved sand across the site methodically while engineers on the rig directed a crane operator carrying material to the platform. Nearby, engineers on the ground surveyed and checked various pieces of equipment, all under the blazing sun of a Kuwaiti summer. At the site, we were greeted by a man in blue coveralls, KOC Drilling Engineer Majed Al- Gharib, who would be our guide for the day as we learned more about the ground-breaking work Kuwaiti employees from KOC are conducting in the field. The story that follows is, in their own words, an account of the daily life of Kuwaiti Rig Operation Engineers also known as Company Men in North Kuwait. TKD: Before we begin, what kind of introductory information should our readers know about Rig Operation Engineers? Majed Al-Gharib, Drilling Engineer: The position of Rig Operation Engineer is not a common one at KOC. This job, which was initiated about four years ago, has a different type of contract that requires you to work here at the rig site. Many Kuwaitis prefer not to work in the field, so KOC implemented a Kuwaitization model for this designation. When the Company floated this position, we had around 120

13 Yaqoub Al-Ali, Rig Operation Engineer: I joined KOC in August of 2013 after graduating from the University of Arizona in 2011, where I studied civil engineering. When I first joined, the first program I was enrolled in here at KOC was a safety program. This was followed by visits to the rig before I became an Assistant Company Man, a position I held for a year. During that time, I learned quite a bit from my mentors. This was a very valuable learning experience for me, and after the training period was completed, we were assigned to the rigs by ourselves. 11 The Kuwaiti Digest Majed Al-Gharib, Engineer Drilling & Workover, Development Drilling & Workover Team VIII applicants, and from this number, a portion of them were considered able to truly handle working on the rig. In our team (Development Drilling & Workover Team VIII), we have two rigs that are handled 100% by this program, and a third rig is on the way. An important thing to understand is that this job requires proficiency in a number of fields. For example, candidates should have some background in logging, they should understand differences in the various rig components, they should understand how systems work at the rig, and this includes the different mechanical systems and generators. On top of all of this, they must also understand how all these systems work together in harmony, because if we have failure in one system, we have to stop everything. Sometimes this is critical, and failures have a very real possibility of leading to serious injury or death. Our Rig Operation Engineers need to know when to stop operations, continue operations, or pull out entirely as a safety precaution. Engineers face many obstacles at the rig site, and these include everything from dealing with heavy equipment to the very real danger that H 2 S gas can pose to human life. We have given our young engineers the responsibility of handling these rig sites, and they have risen to the challenge and accomplished our goals, which is a major achievement that we want to focus on. TKD: Thank you, Majed. Yaqoub Al-Ali, you are the Rig Operation Engineer here at Rig SP-283. Can you tell us a bit about your background and your work here at the rig? The way work is divided here at the rig follows a four days on, four days off schedule. We work in shifts, from 6 AM to 6 PM or vice versa. We hand off our work to our teammate here at the rig, as there are two of us here, and this goes on for four days before we hand our work off to our other Kuwaiti colleagues. TKD: Can you tell us more about the training process? Majed Al-Gharib, Drilling Engineer: The Development Drilling & Workover Team ensures young engineers attend critical training courses. However, simply having the knowledge is not good enough, because it cannot be applied without practical experience. Earlier, Yaqoub said that he trained with someone for a year in order to learn how to run the business. However, the challenge is how can we choose the right person who is willing to acquire this knowledge in a very short time and then apply it? To overcome this issue, we give new Rig Operation Engineers one to two years to learn from an expert Company Man, and they also receive support from the office. This is very important our engineers in the field have 24 hour support from the office in case they need any information or require assistance. TKD: Can you give us a recent example of something that the office was contacted for? Yaqoub Al-Ali, Rig Operation Engineer: On the last well we were working on, we had a flow where formation fluids were coming into the hole and coming out. This is a very risky, dangerous situation. Because this scenario was a very critical one, we needed to shut the well in order to make sure no dangerous gases or fluids got out. Then, in our communications with the office, we discovered there were some things we could do with the drilling fluid. For example, we raised the mud weight to kill the well, which basically

14 means we controlled the well. We raised the mud weight so that it was heavier than the fluids coming up out of the formation. Majed Al-Gharib, Drilling Engineer: The situation Yaqoub just described is one of the more common and risky situations that can be faced on the rig. Basically, while drilling, we are not drilling into an ideal formation. This formation may contain gases, and once you penetrate through these pockets, the gas can migrate through this hole. We are talking about pockets that were made three million years ago, so we don t know exactly what is down there. Say you have an apartment complex. You re on the roof, and you want to drill down to a certain apartment. The situation is similar out here in the field we are drilling thousands of feet down and trying to hit a target that falls within a range of a few feet, and if you don t penetrate within a layer, depending on your luck, your investment is gone. This rig, 282, and the other we are visiting, 283, are classified as super rigs that can drill complicated wells. The operations here are difficult and complicated, and we specifically chose these wells for our KOC engineers because we wanted to challenge them so they could learn how to do this type of work. We didn t want to assign our employees to easy wells. TKD: What makes a drilling operation difficult? Majed Al-Gharib, Drilling Engineer: The uncertainty. In most cases, what you plan for and what you actually face are totally different. You may not have an even formation and you may only have minimal knowledge of offset wells nearby, and this can affect your approach. Perhaps we reach a certain depth and encounter a problem maybe we can predict these problems based on past information from nearby wells, but this is not always the case. Sometimes we can face a problem in one location, but 50 feet away, there is no problem. In some cases, we have abnormal solutions, but in every case, we always make sure that we never cross our HSE boundaries. The last thing we want to do is endanger the lives of our employees at the rig site. TKD: What is the most dangerous thing that could happen at the rig site? Yaqoub Al-Ali, Rig Operation Engineer: In my experience, the most dangerous thing that we can face here at the rig site is H 2 S. If we encounter H 2 S, we have to stop operations and inform the office, and then we have to determine if the H 2 S Yaqoub Al-Ali, Engineer (Rig Operation), Development Drilling & Workover Team VIII content is high or low. Do we continue drilling? Do we stop? Do we kill the well? These are the questions we have to answer. Encountering H 2 S has been the most dangerous scenario in my time at the rig; however, we are adequately equipped with H 2 S sensors, of which we have seven on the rig. H 2 S detection usually happens at least once at every rig, so it is something we are constantly watching out for. Majed Al-Gharib, Drilling Engineer: H 2 S is one of the many problems we can face. Depending on the severity of the situation, there are a number of ways for us to deal with H 2 S. For example, sometimes we can flare it, other times we can divert the flow and continue drilling. There are also many other problems that can occur at the rig site. For example, formation backup is one by drilling through rock and sand we cannot be sure that the hole will be intact when drilling, meaning the hole can collapse. We have to be aware, to the best of our ability, of what is going on down there so we know how to approach a problem if one occurs. Hole stability and H 2 S are our main challenges. A drill pipe becoming stuck is another. In a case like that, we have fishing tools that can help extract the pipe, but if you drop something at 9,000 feet and want to extract it, you have to grasp it blindly. By reading information coming from the well such as weight, torque, and a host of other factors, the Company Man can gain knowledge and learn how to see in the hole without actually being there. These are some of the challenges we face, and to be honest, there are no smooth operations. Challenge is part of the job and part of the Company Man s life.

15 13 The Kuwaiti Digest Abdullah Al-Quood and Abdullah Mohammed, Rig Operation Engineers, conduct an inspection at the rig site. TKD: All of this sounds very difficult. What part is easy? Majed Al-Gharib, Drilling Engineer: To be honest, nothing is easy. We have to be fully aware of what is going on. There is so much work that must be done and followed up on, the machines need maintenance, and we have to choose the ideal times to render that maintenance, and we haven t even discussed the 40 lives at the rig that we are responsible for. We have to make sure they are safe, and we have to make sure our decisions do not affect them. One of the jobs of the Company Man is to make sure no dangerous shortcuts are being made, so he has to be constantly aware of everything that is happening at the rig site. If you drill a well from A to Z and produce, this is a big achievement. Perhaps employees from other departments do not feel that success or believe we are dealing with something easy, but once you look at the obstacles we face, our accomplishments are a big achievement. This is especially true when considering we have done this with young engineers who have worked very hard to rise to the challenge. TKD: After a long shift, how do you spend your time here in the field? Yaqoub Al-Ali, Rig Operation Engineer: To be honest, when you finish your shift, you are usually just so tired that all you want to do is sleep. However, we have many facilities at our disposal here to keep ourselves busy. We have an excellent selection of food, we have a gym with all the required equipment, we have satellite TV, and of course we have our laptops as well. However, the most important thing for us to remember is that we get eight or nine hours of good sleep so that we can be ready to handle the rig from 6 AM to 6 PM. KOC Rig SP-283 TKD: Thank you for welcoming us here to the rig. What can you tell us about this particular rig site? Abdullah Al-Quood (Rig Operation Engineer): First, I should note that this particular well is an injector well, not a production well. What that means is that its purpose is to optimize the field by raising pressure. The difference between the rigs in North Kuwait are dependent on the objectives. For example, the operations for a particular rig site may call for production, horizontal drilling, or injection. Abdulaziz Al-Rushoud (Senior Drilling Engineer): Some of the most advanced rigs are used here in North Kuwait, and it is true that the job is very challenging. However, I am very confident that our engineers are up to the challenge. In fact, they are achieving their benchmarks, which is proof that the work they are conducting has been at the level of our expectations, and in many cases, they have exceeded our expectations.

16 TKD: What can you tell us about this job and daily life at the rig? Abdulaziz Al-Rushoud (Senior Drilling Engineer): Once we agree to do this job, we accept the challenge that comes along with it. This is a tough job, and it is not an easy one. However, once we have completed a shift or difficult task, we get the sense that we have achieved something big and that is what keeps us going. Here at the rig site, engineers are dealing with heavy equipment, and people s lives are at stake. At its essence, this job truly is the core of Kuwait s economy. When we accomplish something, we feel proud that we have not only registered a success for the Company, but we feel that we have done something good for our country. In terms of daily life, it is true that we are dealing with critical issues on a daily basis, and this can take its toll on engineers in the field. That is why a lot of effort has been put into making the rig site as comfortable as possible. The reasoning behind this is that engineers who have good facilities and who are well-rested will perform better during their shifts. This is why you can see we have good accommodations here with new furniture, up-todate appliances, TVs, a gym, and so on. TKD: How do you keep track of the work that has been conducted at the rig site? Abdullah Al-Quood (Rig Operation Engineer): We have a system in place that keeps track of the daily drilling reports. These are transmitted to the office and include a report of everything that has happened in the past 24 hours. This data should be close to 100% accurate so that we can make informed decisions about what kind of work needs to be conducted next at the rig site. These reports include the mud data, all the numbers, costs, and other relevant information that is useful for us. The daily reports are useful for us because we can then create benchmarks that will allow us to challenge ourselves. At the end of the day, this is a difficult job. Not only is the actual work in the field very demanding, but the hours we work naturally make it difficult to find an ideal life/work balance. But there is something that keeps us going, and this is very important. Our job is unique in the sense that when we are done with our shift, we don t feel like all we ve done is sent a paper or a fax somewhere no, we ve done something huge. We drilled a well. We have contributed something to our Company and our country. That is what keeps us going, and that s what makes this job so rewarding. This is a challenging job, but once you start doing it, it s hard to imagine doing anything else. While the work is difficult, we have the full support of KOC s senior officials, which we of course are thankful for. TKD: What is the most difficult aspect of this job during the summer months? How does this job affect your social life? Abdulla Mohammed (Rig Operation Engineer): Personally, the dust is the biggest challenge for me. I can deal with the heat, but the dust is the biggest challenge, especially if it is coupled with high wind speeds. For example, if there are high wind speeds and lots of dust, this can affect visibility, and it may become unsafe for engineers to work on the rig. In cases like that, we have to halt operations, because we sometimes have engineers working at heights of more than 30 meters. Safety is a major priority at the rig site, and we make sure HSE guidelines are followed. In terms of my social life and work/life balance, a job like this will definitely affect how you can spend your time. As a result, you have to understand and define what your priorities are. For me, my family comes first. If I have free time, I have a small group of friends that I spend time with, but we have to be conscious of how we are spending our time and utilize that time in the best way possible. TKD: Any closing thoughts? What would you like other KOC employees to know about the work you do here in the field? Abdulaziz Al-Rushoud (Senior Drilling Engineer): I would like to add that some people in the Office Complex do not know there are KOC employees working in the field for four days straight away from home. Perhaps some of them think we work 12 hour shifts before going home, but of course that is not the case. A lot of our fellow employees may think this is an easy job, but they don t know that we spend four continuous days in the desert. I would like them to know there are KOC employees in the field who are working round the clock, making important decisions, monitoring operations, and ensuring KOC s production is on target. It s a difficult job, but knowing we are contributing to KOC and Kuwait makes it worth it.

17 An Interview with Yahya Al-Sumait 15 The Kuwaiti Digest FORMER KOC EMPLOYEE & MINISTER OF HOUSING SHARES HIGHLIGHTS FROM HIS CAREER IN SERVICE TO KUWAIT TKD: You have had a very distinguished career in service to KOC and Kuwait - first through your expertise in the field of oil and gas, and then in the political realm. As a young man, what did you study and why did you want to join KOC? Al-Sumait: There was no choice for me for KOC to begin with it was destined to happen. I started school in an area called Qibla, where I attended Muthana Elementary School. I then went to Shamiya Intermediate School before attending Shuwaikh High School, where I graduated in 1964/65. I then had the opportunity to study in the United States on scholarship. At the time, we didn t have the advisory systems that are in place today that can help Kuwaiti students studying abroad, so there was a steep learning curve. In the beginning, the most important thing for me was to gain control of the English language. In all, I spent five years at university until I graduated in 1971 with a B.S. degree in Geological Engineering. I wanted to continue studying so that I could receive my Master s Degree, and I arranged to do so and took the required classes. However, I was soon called back to Kuwait, which was around I joined the Ministry of Finance when I returned to Kuwait, which was being run by Abdulrahman Al-Ateeqi, who was a friend of the family. I stayed there for two years, and part of my responsibilities included conducting oil inspections in Ahmadi, where I also lived. It was around that time that I was approached by an American oil company, AMINOIL, who asked me if I would be interested in working in America. They had a program set up for me, and when I accepted their offer, they took me to their New York offices where I worked in their international oil marketing division. Initially,

18 they had me working on the telex machine. They would go out for lunch and I would continue working, learning as I went along. Within a month I was part of the group, but it wasn t an easy task. I quickly learned that the most important thing was to always use your head, and to never make a commitment to a job or task unless I was absolutely sure about the accuracy of my findings or answer. After another month or so of work, my colleagues were happy with my work and I was taken to Houston, Texas. When I arrived, I was given about 15 books and was told that I had two weeks to finish reading them. The material covered topics related to the geology of the area and the oil industry, and I had nothing to do but read those books and take good notes. Within two weeks, we sat down again together and went over the material. They thought I understood everything I needed to know, so our group then began preparations for a presentation we needed to deliver at the company s main office. I began working on economic planning studies for areas that were going to be drilled, which involved selecting the appropriate blocks for exploration. Within three months, I learned how to do the calculations, which involved using an early computer the type that used a punch card and so forth that took a lot of time to do basic processes. We went over our studies and after three more months we selected the three blocks we had analyzed before agreeing it was time to deliver our presentation to the management. On the day of the presentation, I walked into a room where three or four men from the board of directors were present. It was a nerve-wracking experience, especially when my colleagues told me that I would be delivering the presentation s opening remarks. This, of course, was a shock to me. I had never delivered a presentation like that before, I didn t have full command of the language, and I wasn t sure if I would be able to do it. But, one of my colleagues took me aside and walked me through what needed to be said, so I felt better after that. When my turn came to speak, I faced the board of directors, took a deep breath, and did what had to be done. The reason why I am telling you this story is because that event represented a pivotal moment in my career. It was a very important learning experience for me, and one which I will never forget. At any rate, I continued to work at AMINOIL for two years before the Minister of Finance spoke to my father and asked why I was working in the United States when my services could be utilized Yahya Al-Sumait in the field during his time as a KOC employee. here. Kuwait needs him, was what he told my father. Soon after, my father gave me a call and I returned home to Kuwait in 1977, where I immediately joined KOC and was appointed as Superintendent of Local Relations. I asked the head of KOC at the time why I had been appointed to Local Relations after all, my degree was in Geological Engineering, and I thought I could be used for better purposes elsewhere. He made the case that someone with my expertise was needed at the team, so I stayed on for two years before I became General Superintendent for Production. In my time in that position, I brought up the very important point that KOC was in need of a gas division. I made the case that this was a significant part of the future of petrochemicals, and that KOC s gas section should be expanded, which of course it eventually was. Eventually I was transferred to Wafra where I spent a year and a half representing KOC, where we did a very good job in our work with Saudi Arabia on a number of projects, and I also became close friends with the Governor of Khafji. At some point in my career in Wafra, I received a call saying that the Prime Minister, His Highness Sheikha Saad, may Allah rest his soul, wanted to meet with me. I met with the Prime Minister, and our first discussion touched on oil - how we explored for it, how we drilled for it, and how it was produced. To me, the logical correlation was that the Prime Minister

19 17 The Kuwaiti Digest Yahya Al-Sumait provides details of a project to a foreign delegation. was considering me for the role of Minister of Oil; however, just before the announcement of the Cabinet, I received a call informing me that I would be the Minister of Public Works. Naturally, this surprised me, and I let them know that I was not a civil engineer and that I could not help the government in this way. I told them that I had been trained for the oil industry and that this was where my experience was. The message was passed along to H.H. Sheikh Saad, and later on that night, I turned on the radio and learned that I had been appointed as Minister of Housing. After learning about the appointment, I requested a meeting with H.H. Sheikh Saad. When I met with him, he said to me, Sumait, sit down. His method, of course, was nice and courteous, but also a bit scary. In our discussion, I asked him what the logic was behind appointing me as Minister of Housing. I let him know that my entire career had been devoted to the oil and gas world and that I had experience in this field in Kuwait, working with the Saudis, in Europe, and in the United States. I told him that my experience working in the United States could lend itself greatly to my work in Kuwait, where I could apply the system I had learned there to here. He smiled and said, That s what s bothering you? I said, Yes. And then he asked me, Didn t you run for election in 1980 and lose? Why did you lose? You lost because nobody knew who you were. Take this position, be the Minister of Housing, work with Kuwaitis, and everyone will know you. Then, run for election, and you will see the positive outcome. Besides, don t worry, I will make sure you are on the Supreme Petroleum Council. I began my work in the government shortly after that, but as you know, the time of the invasion came. In the early days of the invasion, we had no tools to communicate with Kuwaitis inside Kuwait at first we didn t have access to TV, radio, nothing. Within the Cabinet, we had one minister that spoke French, one that spoke English, and I also was able to conduct our communications in English. We had to think of something fast. In Saudi Arabia, we managed to organize our efforts through a small station in Khafji and send a short message to Kuwait. I was the first one to say Hello, Kuwait. We broadcasted our message inside Kuwait and let everyone know that H.H. the Amir was safe, that the Cabinet was still intact, and that we were doing everything in our power to begin making things right. Sheikh Sabah Al-Khalid would come to us with a tape recorder so that we could read our messages to the Kuwaiti people inside occupied Kuwait. As you can imagine, in those first days it was not easy to control our emotions when we spoke as we repeated our message that H.H. the Amir and H.H. the Prime Minister were safe. We would issue patriotic messages to those inside Kuwait and we let them know that we were doing everything we could. However, this of course was not easy for us it was very difficult to imagine that we were without a country. This idea that we had lost something as dear to us as Kuwait really hurt our souls. But we had to press on, so we assumed the formation of our information battle. We had to project a public image for the Kuwaiti government, and we worked tirelessly in this regard. In Saudi Arabia, I met with journalists from newspapers and magazines around the world, and I also represented H.H. the Amir in Asia and Africa. I would travel to various countries and present the foreign dignitaries with letters from H.H. the Amir. I then would go to the various newspapers or TV stations to discuss the situation in Kuwait and make the case for my country. We realized very quickly that we had to intensify our efforts, because in the beginning, the Iraqi media control was very strong. We really worked tirelessly to make the case for Kuwait, and I believe our efforts truly made a difference in creating a good public appearance for the government. At the time, H.H. the Amir was pleased with my work, and one day he told me that he was going to send me to Africa to meet with leaders there, such as Mugabe, because a number of those countries were on the General Council of the United Nations. It must be said that the Egyptian ambassadors I met along the way were very

20 helpful and showed us great support in this cause. In terms of the interviews and statements we made during the invasion, we were of course angry, but it was very important to not show that anger. It was very important that we remained levelheaded, calm, and collected. With time, and after conducting many interviews one after the other, it became easier for us to discuss our case with the newspaper, magazine, and TV reporters. After the liberation of Kuwait, the national sentiment and political situation was a bit fragile. The Kuwaitis who remained inside the country during the invasion, those who were scared, tortured, lost their loved ones, some of them could not understand why we had left Kuwait at the beginning of the invasion, and they wanted to change the Cabinet and make political changes. To alleviate these feelings, the other Ministers and I approached H.H. Sheikh Saad and told him that we would all resign from our positions and form a new committee to alleviate the political discord that existed. This idea was very much appreciated by H.H. the Amir and H.H. the Prime Minsiter, and I then was appointed to the Board of the Housing Committee, then I became Member of the Board of KPC, then I became a Member of the Board for the Supreme Council of Planning, a position I held until last year. In brief, this has been a summary of my progress in life, and I believe we covered quite a few of the highlights despite that being your first question! TKD: What were your feelings at the time of the invasion? Everyone fought in their own way, but was there ever a time where you felt there was no hope? What kept you going? Al-Sumait: That s a very good and important question. My kids were young, very young at the time. The night before the invasion, we had gone downstairs to eat dinner, and I told everyone that I had to go to sleep early because H.H. Sheikh Saad had returned from Saudi Arabia and we had a very important meeting early in the morning to decide what to do with the developing situation. When the invasion happened, I received a call, but it went unanswered. It was then that H.H. the Amir and H.H. the Prime Minister were taken to Wafra or Saudi Arabia. When I woke up in the morning, I heard jet planes roaring. I got a call from a friend in the United States, and he asked, What s going on? I ve heard the Iraqis are inside Kuwait. And then I opened my windows and I saw there were helicopters and soldiers outside. Then the Minister of Oil called me. He was worried because at the previous meeting of OPEC, he had a conflict with the Iraqi Minister of Oil. He said, If they catch me, I m finished. I tried making calls to various government offices, but there was no answer. I called an official in Ahmadi, and when he answered, he wasn t as lively and social as he usually is. I told him who I was and he answered with short, one word answers. I asked him, Are they standing next to you? He said, Yes. At this point our concern gravitated around the safety of our children and family, so we gathered everyone together and drove to our chalet in Zour. I then called the Minister of Health, who was in the hospital. I asked him if the Iraqis were there, and he told me they were. I asked him what he was waiting for, and that he should escape in an ambulance. There was a car waiting for him somewhere, and when he arrived to our location we all had a meal together and found out the government was in Khafji, so we went to Khafji. The feeling that we were without a country was a very difficult one to process. I remember when we were in Saudi Arabia, I was with some of Kuwait s senior officials and we saw a street sweeper cleaning the street. One of us said, You know what the difference between us and that man is? He has a country. We don t. We all felt our hearts drop. It was a very scary thing to think about. In the days that followed, there was no clear answer at the beginning we didn t know what the future held. After a couple months, the UN released the fund for Kuwait, and I was part of the committee that overlooked caring for the Kuwaitis in exile. We made a tour of the Arab countries and England, places where Kuwaitis were staying. Of course, everyone wanted answers, but all we could do was offer the financial assistance and ask them to pray while we all worked on liberating Kuwait. One of the first encouraging signs I saw at that time was when I spoke to the US Ambassador in Saudi Arabia. He asked me, If you return to Kuwait, will you make a dinner for me in your diwaniya? I told him I d make a dinner for him every week if that were the case! He said, OK, inshallah everything will be alright. That was the first encouraging sign, and gradually we began to discover what was going on. Two weeks before the liberation, the other Ministers and I were taken to a very secret meeting with a high-ranking US military officer. H.H. Sheikh Saad was also present. The officer had a map of Kuwait and Iraq, and he began detailing the preparations that were being made. He told us they were expecting the Iraqis to do such and such, so the US would do this or

21 19 The Kuwaiti Digest As Kuwait s Minister of Housing, Yahya Al-Sumait frequently addressed through speeches and statements in the press. that, he told us the US forces would arrive on the beach through the sea and so forth. Of course, these details were not true, as a sea invasion never occurred, but I believe this was all done by design, which was a brilliant strategy executed by the Americans, because two hours later, when I arrived home, my wife s sister was talking to me excitedly about how the Americans were preparing to liberate Kuwait she knew the details of the meeting! I asked her how she knew this information; obviously someone at the meeting disclosed the details to his wife. But I believe the plan worked, and I understand why the Americans did this. They assumed someone would leak the secret plan and that it would reach the Iraqis, and it did. The Iraqis were thrown off, because of course the war started very differently. To answer your initial question: Yes, there was a time when you just sat by the radio to listen to Voice of America or the BBC to hear the commentaries and learn about what was going on and what the expectations were. What did Saddam say, what did Baker say, and of course we had CNN coming to Saudi Arabia, and that was a very good opportunity for us. I was one of three ministers willing to speak on camera, and we had a very good interview. Luckily things went OK. But, to answer your question, there was a time when we thought we were without a country, yes. TKD: What should Kuwait take away from the whole experience of the invasion? Al-Sumait: To be a small nation with abundant natural resources and high levels of education is a great thing. We are truly blessed. But the government system has spoiled many Kuwaitis. We have been babied to the point where we don t use our heads, to the point where we are not independent. When we returned to Kuwait after the invasion, we said we had to do something about this situation, but the government, out of concern for the citizens, did not want to cause any further friction. Despite that, we produced a very good plan for Kuwait s future, but unfortunately, when the new Cabinet came in, issues of politics began to arise, with parliamentary roadblocks, disagreements, and conflicts springing up that prevented important progress from happening. When I interact with some members of the public, I find it very discouraging to discover the mentality that exists with some citizens. I m speaking now of individuals that demand more salary, but who may only go to the office once or twice a week. Unfortunately, very few people teach their children about important issues like the merit of hard work and the value of money and saving.

22 TKD: If you could offer a solution for the country, what would it be? Al-Sumait: There is no simple answer for this question. In Kuwait, we have issues of tribalism and division among the population that must be overcome. The issue is that even today, in our modern world, many continue to fall into this trap. At the heart of it, we are all Kuwaiti, and we need people who can think outside of this box, and we need a system that cuts off the energy supply for this type of mentality that unfortunately exists. The other issue is that the government is not in a position to create disorder in Kuwait. The simple issue of raising the price of electricity caused an intense public debate. But go to Doha and see the 18 inch crude pipeline that is the fuel for our energy and water plants. The amount of oil, our natural resource which should be exported, that is required for domestic energy and water production is staggering. But the citizens don t know the true cost. Instead, they wash their cars and driveways with water every day and leave the lights on at all hours. If we only knew the true cost of these wasteful activities, perhaps we would be less wasteful, but this is how Kuwaitis are raised. As an example, look at what happened when the price of oil fell. No wealth lasts forever, and it is wrong to think you can live like a king for the rest of your life. Even kings don t live like kings all their lives. This is what intellectuals and young people in Kuwait should be discussing. However, in regard to your question, no single answer exists. TKD: How hopeful are you for Kuwait s future and what is your advice to young Kuwaitis? Al-Sumait: There is always hope. There is always hope when you make the proper plans for something and take the time to cultivate that which you wish to see grow. For example, we must provide our children with proper education and we must teach them ethics so that they can be productive members of society. Something which I feel is important is that we should also teach our children to manage their finances properly we see too many individuals today spending money they do not have and taking loans for things they do not need. When my children started their careers, I always taught them to divide their salary in three parts, a third of which is for them to spend as they please, a third of which is to be saved for contingency expenses, and a third that must be saved. They quickly found out they could afford the things they needed and save money for their future. It all depends on what we teach our children. With education and proper guidance, we can hope for the best in most cases. TKD: Would you say the highlight of your career was serving your country during the invasion? Al-Sumait: I think that would be a fair assessment. Personally, I feel the work I did after the invasion was also very important for the country. I would receive calls from H.H. the Amir and H.H. the Crown Prince, and they would tell me that they did not forget what I did for the country, and that they appreciated the work I did in service to Kuwait. To me, that was a rewarding experience. My time in the United States also played an important part in my career. I learned a lot by working there, and not only in the educational sense. I learned to be pragmatic and practical, and appreciate the value of hard work. When I became Minister, I showed up at my job at 7 AM sharp, but I was surprised that nobody was there. This has always troubled me. If I have a job, I aim to do the job to the best of my ability. Work, and work with a purpose, helps provide meaning to the individual, and it is especially important when done in service to your country. At KOC, I learned the importance of structure, organization, and punctuality, and I tried to apply these principles to the government departments I presided over. I ve lived my life working, and when I worked in Wafra, showing up at my office at 6:45 AM, I was happy. Some of the systems and positions we have in Kuwait are obsolete, which is why it is hard to accomplish important goals, unfortunately. However, I am not disappointed, because I believe things will change. We may need an awakening, however. We have to realize this is not a dream, it s real life, and life is tough and nothing will last forever. Look at history: kingdoms rise and fall. TKD: What is your advice to the younger generation? Al-Sumait: After more than 50 years since the production of oil in Kuwait, we unfortunately still do not have the Kuwaiti expertise that should exist technically or economically. My advice is that we have to take the name of Kuwait and KOC, the company that introduced Kuwait to the world, and we have to work loyally for the benefit of our country. To this day, I am loyal more than anything to KOC, and I believe we have to dedicate our lives to our work. If you are loyal to your job, and if you are loyal to your company, then I believe you are loyal to Kuwait.

23 KOC Delivers Milestone Presentation at 2016 ATD Conference 21 The Kuwaiti Digest AN INTERVIEW WITH THE TRAINING AND CAREER DEVELOPMENT GROUP Over the years, KOC has worked hard to present the best possible image of itself on the regional and international arena. In addition, the Company continues to work toward representing the State of Kuwait in the best possible way. This pillar has always accompanied KOC throughout its rich history, and its presence in events abroad reinforce the Company s drive to distinguish itself as a leader in the oil and gas industry. KOC, represented by the Training & Career Development Group, recently took part in the Association for Talent Development Conference (ATD), an annual conference and exhibition that aims to support those who develop the knowledge and skills of employees in organizations around the world. KOC s participation at the event was unique in the sense that it was the first time that the Company presented a notable working paper that provided an overview of KOC s successful Learning and Talent Development Strategy experience in a vital field related to the oil and gas industry. In the past, KOC participation at ATD was limited to attendance only or taking part in meetings on the sidelines of the conference. Because KOC s participation at this year s ATD conference represented a significant

24 Qusai Al-Amer, Training & Career Development Group Manager milestone, and because the Company was represented by one of KOC s most active Groups, the Training and Career Development Group, The Kuwaiti Digest sat down with Training & Career Development Group Manager Qusai Al-Amer and Dr. Olimpia Salas Guzman, T&CD Specialist, to better understand the role KOC played at the conference. Talent Management In a statement he made to The Kuwaiti Digest, Training & Career Development Group Manager Qusai Al-Amer said that he developed and presented the KOC casepaper in cooperation with the Group s Training and Career Development Specialist, Dr. Olimpia Salas Guzman, which was titled: Pumping up a Talent Management Strategy: A Case Study. He indicated that the primary goal of the paper was to focus on the decline of oil prices in the global markets and its impact on learning and training within companies. Most international companies have reduced their training initiatives after the most recent decrease in oil prices, which is similar to what occurred in the Dr. Olimpia Salas Guzman, T&CD Specialist follow-up to the 2008 financial crisis. As a result, many companies have either stopped or scaled back their educational programs. Al-Amer added that KOC has never halted or decreased its training programs. Rather, the Company has increased its number of trainees and has adopted some costoptimization strategies by doing more with less that allow the Company to achieve its corporate strategy to keep training and developing the talent pipeline as a priority for the future success of the Company. International Participation Al-Amer also revealed that the ATD conference witnessed the participation of figures and institutions from more than 120 counties and that until this most recent conference, Kuwait had never presented a working paper there before. The conference, he added, specializes in training, learning and talent development management. Therefore, the working paper put forth by KOC introduced a historical brief about Kuwait to teach those present more about the country and how it previously Bashar Al-Khashti, Training Competency Team Leader depended on the sea and trading before oil exploration and the oil boom. It also discussed population increase in Kuwait and the importance of the oil and gas industry for the country. Al-Amer added that this comprehensive presentation, which took place over the course of 70 minutes, was distinctive because it featured an excellent discourse and positive interaction with the audience. In this regard, the presentation could also be regarded as an interactive event where the audience s participation was crucial in their understanding of KOC and Kuwait s position today. The presentation also included screening several documentaries to better inform those present of Kuwait s past. The documentaries also focused on oil discovery and the invasion period, as well as how the oil sector in general and KOC in particular succeeded in rebuilding establishments and developing fields not only to recover previous oil production levels, but to surpass them, and boost Kuwait's sustainability operations in the country.

25 Nawaf Al-Qassar, Senior Training Officer, HR Team (S&EK) Positive Reactions In regard to the reaction of the audience, Al-Amer affirmed it had been very positive. Many participating parties asked to correspond with him in order to learn more and understand how KOC was able to continue the Learning and Talent Development Strategy by following a new scheme and approach, especially in terms of how it receives unconditional support from the Senior Management. Al-Amer also added that during the session, it was described how the primary goal of training at the Company is to build experience and knowledge via the employee personal development plan, and the Management did not alter this plan so that its employees remain competent and competitive. This was accomplished last year with a lower budget by applying some optimization guidelines as well as reducing some courses, whereas other ones have had a price reduction due to very comprehensive service agreements. Moreover, the employees took similar courses in Kuwait instead of traveling abroad. Ahmad Al-Najjar, Senior Training Officer, HR Team (NK) He also said that expectations were fulfilled because it was perceived that attendees were impressed by KOC s revenue downturns strategy and some successful enablers, such as a corporate learning vision and the Management s support and endorsement, especially because theirs was directed to reduce training first to decrease spending on ads and support operations as well as others to focus on production, whereas KOC s Management was receptive and committed to working on the Talent Development strategy with the same quality and quantity with the do more with less approach. As for the importance of participation in such a conference and its benefits, Al-Amer believed that one of the most important issues on hand was to promote the Kuwaiti presence at global conferences. The second, he said, since KOC is recognized as an international Delegation was that the KOC logo was shown on the big screen before more than 10,000 participants during the General Sessions at the conference, which was held in Denver, Colorado in the USA. Furthermore, the Company s name was present in the conference booklet and during discussions. He also added that it was also very encouraging that some Kuwaiti organizations had positive reactions as well, including the Public Authority for Applied Education and Training, which had signed a Memorandum of Understanding (MoU) with the conference s organizing committee. They upheld their belief that KOC has made them proud because this was the first time a Kuwaiti delegation had participated with such a high degree of professionalism at the conference. High Standards In regard to how to apply for participation and agreements, Al-Amer said it was a long process that took about a year to complete because the required standards are very high in this distinguished training and Talent Development conference. He indicated that at the beginning, when they learned that the participation was about KOC s training experience and the decrease in oil prices, they asked for the paper to be related to a global concern, as local issues may not interest them. Thus, KOC had to focus on an issue that everyone could relate to, the revenue downturns impact on the Learning and Talent development Strategy, which is what the Company accomplished. Al-Amer also said that the Organizing Committee received more than 3,000 requests to participate and present during an educational session, and accepted only 200. Participants came from 23 The Kuwaiti Digest

26 different sectors, including medicine, oil, tourism, technology, retail, and others. The Group Manager also said that he believed that after this successful participation, upcoming ones will be easier and inspire other colleagues and future generations. He affirmed the Group s readiness to help any other KOC administration that wants to take part, because this is not the first time KOC has participated at the conference. However, previous participations were confined to attendance only. Participation Preparations Regarding the Association for Talent Development and its activity in Kuwait, Al-Amer pointed out that it doesn t have a charter in Kuwait, but only agreements with the Public Authority for Applied Education and Training. When asked whether he was ready to share the working paper and experience with other KPC subsidiaries or any other company, Al-Amer said that they have discussed this with concerned officials in sister companies and briefed them, asserting that they are ready to cooperate with anyone in this context. And internally within the Group a Knowledge sharing session has been organized. As for contributors to the working paper, he added that it was issued in the name of the Group, and he personally worked on it with Dr. Olimpia Salas Guzman, integrating the content, visual aids and design and delivery strategy. He commended Dr. Guzman for successfully producing the required materials within the deadlines. He also indicated that Training Competency Team Leader Bashar Al-Khashti also participated in the final phases of preparations. Speaking about the great vitality of the Group and its different Teams, Al-Amer said that training and Talent Development is a need for all KOC employees, and they are all included with personal training programs. Thus, and as activities are increasing and expanding, he emphasized that the Company is committed to not altering the employee training plan in any form in the future, as it considers the human capital element a cornerstone, and when they are competent and qualified employees, KOC will fulfill all its strategic goals. About ATD The Association for Talent Development (ATD), formerly the American Society for Training and Development (ASTD), is the world s largest association dedicated to those who develop talent in organizations and companies. These professionals help others achieve their full potential by improving their knowledge, skills, and abilities. ATD s members come from more than 120 countries and work in public and private organizations in every industry sector. ATD supports the work of professionals locally in more than 125 chapters, international strategic partners, and global member networks. Started in 1943 as the American Society of Training Directors, the organization evolved to become the American Society for Training & Development. As the scope and the impact of the training and development field has grown, the profession s focus has broadened to link the development of people, learning, and performance to individual and organizational results. To better meet the needs and represent the work of this dynamic profession, on May 6, 2014 the organization announced its new brand: the Association for Talent Development. Following are some of the details related to the 2016 ATD Conference: 22% of the attendees were C-level executives, 29% were sector managers, 25% of specialists and 19% consultants. 19% represented the financial services sector, 13% for consultancy services, 11% for both the manufacturing and health care sectors, 8% for the governmental and military sector, 7% for the education sector, 6% for technology as well as the energy sector including oil, whereas 5% were non-profit companies, 3% for retail and 9% for other sectors. 45% of participants have been working in the training sector for more than 11 years. 57% of participants came from institutions with more than 1000 employees. Global companies and organization list included 64 names, most prominently NASA, Apple, Amazon, American Express, Chevron, Coca Cola, Yahoo, Verizon, Hilton, Facebook, Exon Mobil, and many more.

27 Understanding Finding & Development Costs 25 The Kuwaiti Digest AN INTERVIEW WITH MOHAMMAD F. AL-GHANEMI, RESERVOIR MANAGEMENT TEAM, PLANNING GROUP Finding and Development Cost (F&DC) is an important parameter that guides an oil company in measuring its performance and efficiency in terms of oil discovery and promotion of reserves. Why do we need Finding and Development Cost? The definition of Finding and Development Cost (F&DC) is the sum total of Development and Exploration expenditures over the years, divided by additions of proven reserves over the same period. These expenditures include seismic, appraisal/delineation/development drilling and testing, geo-sciences and geophysics studies, facilities upgrades, manpower, etc. Finding and Development Cost is an important performance measure that is used to evaluate oil and gas operations of oil companies, and it is considered a tool to measure the company s performance. This also gives a yardstick to measure a company s ability to establish a longterm trend of adding reserves and resources at a reasonable cost. Finding and development costs per barrel of oil equivalent (BOE) for a National Oil Company would include exploration and field development costs incurred per BOE (barrel of oil equivalent) of proved reserves added during the year. Kuwait Oil Company is using the standard definitions of Finding, Development, and Finding & Development Costs that are widely used in the oil industry. What can we understand through F&DC? Finding Costs Finding costs per oil-equivalent barrel is a performance measure that is calculated using the total exploration expenditures divided by reserves additions from newly drilled prospects (in oilequivalent barrels). It includes quantities of oil and gas that are not yet classified as proved reserves,

28 but which are likely to be moved into the proved reserves category and produced in the future. Exploration Cost includes costs associated with the identification of prospects and of maturing them to drillable status, as well as the cost of physically testing all segments of that prospect (e.g. data acquisition and processing or reprocessing, consultants studies, drilling activities and all related KOC staff costs and overheads). Development Costs The Development Cost is the other component of F&DC which gives an overall exposure about the efficiency of the development activities in a company. The Development Cost per BOE is defined as the total development expenditures for a particular year divided by the proven reserves additions for the same year. The development expenditure includes cost of various development activities such as development/infill drilling and testing, major facilities, geo-sciences and geophysics studies, simulation studies, related staff costs, etc. Reserves Additions: The total volume of oil and gas added to the reserves categories each year as a result of the development activities conducted by Assets Field Development Groups and by the Exploration Group. Reserves are treated confidentially and go through a number of technical reviews and workshops before being endorsed by the Company s management. Annual F&D Cost: This is the sum of all the costs incurred in both exploration and development activities divided by all the reserves added to the proven category in that fiscal year. Finding cost is mainly dependent on exploration discoveries while development cost is reliant on reserves promotion from field development activities and the costs being made. Capital costs are incorporated in the F&D Cost calculation, whereas operating costs are excluded. A Clarification: The most critical phase in the process is the data collection phase. Many focal points will be contributing to the success of this project. Focal points from the assets, drilling, planning, exploration, major projects and finance will be providing the fiscal year data of their concerned group. To simplify the process, all data received will be under a number of categories. Categories such as gathering centers, facilities, well drillings, and seismic costs are considered as capital costs. Manpower costs related to project studies are also incorporated. How will the analysis be useful? The F&DC exercise will reflect KOC s ability to meet its strategic production targets as it gives an indication about movements of reserves and the cost of the various activities relating to the proven reserves additions. Moreover, this also helps in making appropriate capital deployment decisions to minimize the cost of adding reserves. This annual exercise also aids in providing additional insight by reviewing capital expenditures. Management is provided with a clear indication of areas where more focused attention is required for change. Annual calculations of F&D Costs fluctuate and will not show a clear trend. Having a rolling average will capture more of a trend and focus management on clear messages from the analysis conducted. Many companies report their own version of the finding and development costs without spelling out the components of the calculation. In computing the cost of finding reserves, the most critical concern is matching the appropriate costs to the appropriate reserves found.

29 27 The Kuwaiti Digest THE GO GREEN INITIATIVE The Go Green initiative is a KOC project that finds its roots in an idea that began with Waleed Al-Khamees, Team Leader Enhanced Technical Services Agreement Management (NK). Today, a group of four KOC employees all volunteers are working tirelessly to accomplish a set of goals that focus on environmental protection and preservation. These volunteers include Mohammad Abbas (Senior Geologist, Fields Development Team), Bashayer Dashti (Reservoir Engineer, Discovery Promotions Team), Hamad Al-Sherazi (Controller, HR Assets, Human Resources Team, WK), and Yousef Halawah (Fields Development Team). To learn more about the Go Green initiative, The Kuwaiti Digest interviewed members from the team. The interview can be found in its entirety below: TKD: When did you first start becoming interested in environmental issues? Go Green Team: We have been interested in environmental issues since our school years, and we have always had an interest in spreading awareness through various activities whenever possible. This interest eventually evolved to become bigger by incorporating the current set of environmental issues and concerns. TKD: Team Leader Waleed Al- Khamees created the Go Green initiative before the initiative was passed to you. What changes were made? How has it expanded? Go Green Team: Many topics and activities have been added while keeping the same general magazine base as it is. The pages in the very first issues were less compared to the latest ones, and some of the activities organized by the Go Green team are as follows:

30 The Sidera magazine. The Green Office award. School awareness sessions. Health week. Recycling competition. Children s drawing competition. Recycling exhibition. TKD: Where did the idea for the online magazine, Sidera, come from? What challenges were associated with making it a reality? Go Green Team: As part of our belief in the concept of preserving our environmental resources, and to reach as many people as possible, the challenge was making the e-magazine more creative, easy to review and very attractive. Another challenge was to make it accessible for anyone to view it from anywhere by using his or her personal smartphone or tablet. We also archived the magazine through the KOC Portal and the Yammer application. TKD: What are some of the future plans of the Go Green initiative? Go Green Team: Environmental activity related to recycling and focusing on spreading awareness among school students and youth inside and outside KOC. We are also encouraging KOC staff to make their workspaces more environmentally friendly. TKD: How can KOC employees interested in environmental issues help, volunteer or contribute to the Go Green initiative? Go Green Team: Our doors are always open and we always welcome interested groups or individuals to contact us. Our team members s are provided in each issue of Sidera. TKD: What are some of the most pressing environmental issues that affected Kuwait, and how can KOC employees help? Go Green Team: Pollution in all its forms and desertification are major international problems that threaten life on earth, hence we started with ourselves and we encourage all to do the same by changing their way of thinking and becoming more aware of the importance of protecting the environment. TKD: What is the ultimate goal of the Go Green initiative, and where do you see it in five years? Go Green Team: Our goal is to establish a foothold in today s challenging life, and in five years we aim to create a generation of people that have the mental tools required to tackle most of the environmental issues.

31 The Voluntary Safety Committee (Safety Q8) SUBMITTED BY ENG. FAISAL ABDULAZIZ AL-KHUDHARI, TPL SPECIALIST I, PURCHASING & MATERIALS MANAGEMENT GROUP 29 The Kuwaiti Digest Our story began at the end of 2010, when some of my friends passed away as a result of having been involved in car accidents. Because life is precious, and stemming from our belief that our society needs specialists in this domain to raise awareness, I had an idea to start a voluntary action group that would involve itself with giving back to our beloved country which has given us so much. My first course of action was to invite my colleagues from the Company and others from outside who were interested in this field. Our main course of action would be to contribute to serving Kuwait on issues of great concern such as traffic accidents and the pain they cause, both for victims and the families and friends involved. In addition, we also focus on issues related to smoking, energy conservation, and pollution. In order to consolidate our work, we began searching for an organization that could serve as an umbrella for us to work under. In time, we discovered an organization that met our criteria, Benevolent Charity, which operates under the slogan of We take care of those who mean well. Through their initial support, we then founded the Voluntary Safety Committee, which consists of the following members: Eng. Tariq Al-Aslawi, Senior Safety Engineer, Eng. Faisal Al-Khudhari, TPL Specialist I, Eng. Saad Al-Sahlawi, Safety Engineer, Eng. Mohammad Al-Kandari, Kuwait University, Maintenance Controller (Maintenance & Construction Administration), Ahmad Malallah, Kuwait University, Head of Maintenance Department, Ahmad Al-Salih, Ministry of Health, Nutrition Specialist, Eng. Hussein Ali Khalil, Environmental Engineer, Ahmad Hubailis, Stores Team, Abdullah Al-Safran, Ministry of Public Works, Senior Engineer.

32 At our first meeting, we decided on our committee s motto and vision: And if anyone saved a life, it would be as if he saved the life of all mankind. Verse 32 Al-Maeda Chapter The Holy Quran. Our vision statement is as follows: Working towards an aware society that recognizes the importance of HSE. The objectives of the Voluntary Safety Committee are as follows: 1. Raising awareness of HSE in the society. 2. Developing statistics for accidents and injuries, studying their reasons and placing controls and taking precautions to avoid them in the future. 3. Spreading the concept of environmental protection and preservation as a way to express one s love and appreciation for Kuwait. 4. Raising the society s health awareness, especially in terms of obesity and diabetes. 5. Cooperating and coordinating with all HSE organizations and groups. As we carried on with our operations, we registered with the Ministry of Social Affairs & Labor and became an official entity with rights and duties which can correspond with other bodies to hold programs. Challenges Like any other voluntary effort, there are challenges that we faced, especially at the beginning. One of the main challenges in the beginning was financial support, which we overcame through the generous donations of our members and other charitable support. In addition, some organizations we partnered with did not have the issue of safety as part of their core work, but we were able to work around this issue as well for the benefit of all involved. Publications One of our publications features a main message that discusses safe driving and the reasons for why accidents occur. We also have brochures that detail household safety, and precautions that can be taken while camping, traveling, or conducting other activities. We also have a number of other publications that explain some of our activities. Programs and Achievements Some of our recent accomplishments include the following: 1. Participation in an event that was held at 360 Mall. 2. Taking part in the Kuwaiti Innovators at Monira Al-Saad School. 3. Delivering a lecture about electricity conservation at the Young Reader Center. 4. Producing a TV clip about road safety. 5. Conducting a safety check and evaluation at the Omariya branch of the Nama Charity Center building. 6. Sending daily HSE messages to our social media followers. 7. Taking part at the Winterland Village and organizing activities. 8. Delivering a lecture at Kuwait University about risk evaluation. 9. Interviews conducted on Kuwait TV and local radio stations. 10. Education lectures for family health at the Society Development Center in Al-Firdous. 11. Safety Everywhere lecture at the Hawally Intermediate School for Girls. We thank KOC for training us and developing our HSE knowledge, as well as our volunteers who spared no effort despite their busy schedules, as well as all the contributors from the ministries and bodies of the State. Volunteering is a noble human act. Islam directs us to do conduct good deeds for every living creature on the face of Earth in order to become closer to Allah. The verb volunteer was mentioned twice in the Holy Quran, with the meaning of doing more than what we are obligated to, and it was followed by lines that indicate Allah will reward those who do so. Thus, I invite all my colleagues to volunteer in order to contribute together to raising the awareness of society and decreasing accidents. You can learn more about the Voluntary Safety Committee (Safety Q8) by following them on social

33 31 The Kuwaiti Digest Ensuring HSE Surveillance through a RISK-Based Approach during Major Facility Shutdowns SUBMITTED BY THE HSE TEAM (WK) Facility shutdowns are one of the major tasks performed by the Company that have the potential to significantly impact KOC s core business. It is essential that shutdowns (facility turnarounds) should be carried out within a stipulated frame of time and performed effectively in a planned manner in order to minimize negative business impacts. Shutdowns involve proper coordination of various planned activities such as testing, inspection, maintenance, repairs, overhauling, project tie-ins, and more, which are carried out by multiple agencies under different controlling teams within the stipulated period. Sometimes this involves surprises (un-planned activities) due to various reasons. Because of constraints of time and resources, there is a possibility of bypassing the obligatory/ regulatory HSE compliance that may lead to the escalation of risks to unacceptable levels. There are many indicators of successful shutdown tasks, and HSE performance is one of those indicating parameters. If the objectives in any one of these indicators/parameters have not been met, it cannot be said that the shutdown is successful. Challenges In typical major facility shutdowns, each critical task has its own importance and intricacies in handling the activities. All jobs are essential and vital to the operation, which may pose problems if not properly conducted. Some of the inherent challenges faced in managing HSE compliance during the shutdown are as follows: Multiple critical activities. Diverse agencies (contractors) involved in the shutdown activities. Diminished work supervision. Subcontracting agencies utilizing a new work force to carry out various challenging activities in a changing environment. Management of waste generated during the shutdown jobs. Scheduled shutdowns have very specific goals and targets for safety, quality, schedule and cost.

34 Mixture of an experienced and novice workforce with different age groups within a confined environment, posing a greater risk and challenge to the execution of safe work practices. Proactive View With an aim to enhance HSE coordination, cooperation, timely support and effective surveillance within production facilities, especially during major shutdown activities, the HSE (WK) Team devised a strategic shutdown HSE Plan called RISK-Based Approach. This approach focuses on People, Process (Plant) & Performance (3-PS). The RISK-Based Approach is an effective tool to improve HSE coordination and compliance through proactive initiatives with clear objectives to achieve our goal of safe and incidentfree production facility shutdown jobs/tasks. The RISK in RISK-Based Approach is an acronym that embodies features that cover the following areas: Reciprocating (Concept of mutual dependence/hse compliance pays back). Integrating (A plan of combining/merging shutdown activities with HSE needs). Sharing (HSE information and lessons learned from major shutdown processes and plan for the future). Keeping (Protecting or caring for HSE and ensuring our HSE network). The concept of RISK-Based approach was conceived during the shutdown plan discussions/considerations on the HSE requirements. A series of meetings were held with deliberations on the shutdown objectives, challenges ahead, constraints and management expectations. The Process RISK-Based Approach (RBA) for HSE surveillance is a process that allows for the identification of potential high risks in facility shutdown activities. It also develops strategies to mitigate those risks in compliance with the regulatory objectives as well as the Company s risk management expectations. This approach ensures that HSE support activities and resources are prioritized and applied proportionately. The aforementioned approaches for HSE surveillance have been followed for the first time in West Kuwait under the active guidance and support of TL HSE (WK) Ahmad Qabazard, not only to ensure HSE procedural compliance but also to enhance HSE performance. This RBA approach differs from the conventional methods of HSE dealings, especially during facility shutdown in both qualitative and quantitative measures. All planned shutdown activities were discussed in group meetings (which included members of HSE-WK Team with support from other concerned teams) in detail. These meetings were guided by a risk-based consistent approach to comply with HSE requirements in order to assess the risk level. Subsequently, this was followed by planning for HSE measures/ support required to minimize the high potential risks to acceptable levels by focusing on available resources, followed by daily post activity meeting, discussions, risk potentials, etc. amongst all concerned members. In this phase, normally the pertinent HSE issues evolved out of daily activities and were deliberated. Consensus decisions were then taken in an optimum manner to deal with HSE issues. The emphasis was as follows: Critical shutdown activities and personnel exposures to high risk. Identify and demonstrate where our most significant risks lie and what optimum HSE support actions we can apply to address those in an effective manner. HSE monitoring arrangements in place ensuring that risks were not escalated inappropriately at any point of time. HSE accountability for risk control measures (Through training/on-the-spot awareness/safety-talks, hazard-briefings, safety tours, area monitoring, surprise audits, etc.) RISK-Based Approach for HSE surveillance activities consist of both proactive and reactive control/corrective action that could be applied according to the nature, severity and immediacy of the risk or issue posed, which enabled us to be flexible, adaptive and focused on the shutdown HSE demands and ongoing changes in the shutdown plan. Once the risk levels to the shutdown critical activities were identified, we deliberated more about those and adjusted our priorities to direct resources (support and service) where they are most needed.

35 33 The Kuwaiti Digest This report outlines how we have acted and overseen riskbased HSE activities through the aforementioned processes, including risk governance and control. HSE Focus/Emphasis Considering the complexities of the various activities, other priorities and management expectations during the facility shutdown, the HSE (WK) Team placed emphasis on the following HSE areas, and according suitable actions were performed: 1. Pre-shut down planning. 2. Hazard management & communication. 3. HSE awareness. 4. HSE surveillance. 5. Audit & compliance with the HSE Management System. 6. HSE reinforcement/ facilitation. 7. Compliance of environmental requirements. 8. Support to critical/special shutdown activities (confined space entries, joint site visits, etc.) HSE Benefits Gained The above process of risk management method does not need any additional cost for implementation. Addressing HSE issues with a proactive RISK-Based Approach during facility shutdown not only ensured compliance as per KOC requirements, but also offered significant opportunities to improve HSE performance. Some of the benefits were as follows: Management benefits: Efficiency/production improvements (e.g., time, cost.) Effective solutions to safety management issues. Supports improved decision making. Better environmental compliance. Timely completion of S/D activities. Enhanced organizational image and reputation. Safety Benefits: Incident free shutdown. Facility Shutdown - HSE RISK-Based Approach (RBA) Process Before acting, we identify risk-potentials of s/d activities based on the risk index through group meeting. We understand the risk potential and adapt our tolerance and approach to controlling risks in compliance to procedural requirements. We assess risks consistently (qualitatively) and share these assessments amongst our team to have a uniform consensus/ understanding. We monitor risk levels against our tolerance/ expectations and direct HSE control activities. We continually evaluate our effectiveness by monitoring changing outcomes through daily briefings & discussions. We control unacceptable risk levels through procedural/regulatory tools and risk reduction/ control measures. Reduced risk - workers motivated and committed. Improved behavioral safety. Safety program improvement. Improved employees confidence and work quality. Shutdown process improvement that affects safety. Conclusion & Results RISK-Based Approach (RBA) for HSE Surveillance during major facility shutdowns was one of the most important methods for ensuring incident free activities and improved HSE performance. It proved to be an effective tool for monitoring and managing critical high risks posed by various activities using a systematic and structured approach. However, maintaining the consistency in the risk-based approach and supporting its activities was not an easy task. Hence, continuous involvement and deliberations of the team-members with appropriate logistic supports rendered by the HSE (WK) leadership was very much essential in order to manage the critical risks in the desired manner. With the relentless efforts rendered by the HSE (WK) Team with the guidance and support of TL HSE (WK) Ahmad Qabazard, there were visible improvements in HSE compliance, including hasslefree and incident-free activities during entire shutdown periods at various production facilities.

36 Creating New Business in the Oil Industry By Recycling Ditch Samples to Raw Materials SUBMITTED BY JALAL DASHTI, GEOLOGIST I, EXPLORATION OPERATIONS TEAM CO-AUTHORS: MASHARI AL-AWADI, BADER AL-AJMI, SUDHAKAR RAO While drilling an oil well, a great deal of valuable information is gained in the business of mud logging and formation evaluation. Field data obtained will help well-site geologists predict potential hydrocarbon zones while drilling. This study shares and discusses an example carried out from new exploratory wells recently drilled in Kuwait to use ditch samples (the drill bitinduced rock chips) which are abundant with useful minerals as a primary raw material that has an economic value rather than dispose of them in waste pits. Drill cuttings representing the Sadi Formation were collected while drilling to describe the sedimentology of the formation. The importance of the economic value in Campanian, Upper Cretaceous Sadi Formation, which consists of chalky limestone, was discovered. Limestone in Campanian, Upper Cretaceous Sadi Formation is represented by bioclastic mudstone to bioclastic wackestone and is of white to light brownish and occasionally brownish grey in color. At places, the limestone is highly argillaceous. The bioclasts present are dominantly planktonic foraminifers, echinoderms and a few thin-shelled bivalves. The lithological and fossil assemblages are suggestive of the deposition of the Sadi Formation in outer ramp settings with open marine conditions (Dabeer, 2012). To make raw chalk material from ditch samples (Figure 1), Limestone is first cleaned, dried (Figure 2), and powdered (Figure 3). Figure 1: Wet chalk sample collected from shale shaker. Figure 2: Cleaned and dried chalk sample. Methodology Samples prepared for X-ray fluorescence (XRF) analyses followed a protocol of grinding and powdering to measure major elements in Sadi to obtain the full picture of the nature of the carbonate formation. The XRF result showed Sadi to be composed of calcium carbonate (CaCO3). Figure 3: Grinded and powdered chalk sample.

37 35 The Kuwaiti Digest Volume of Samples per Drilled Well By using the volume formula for cylinders (v= π r2 h) we can estimate chalk volume per drilled well where the radius (r) and height (h) known and (π) is constant that approximately equals Globally increased drilling of oil and gas wells make this process highly economically valid. Through this study, we hope to open new prospects for the application of economic geology in the oil industry and take advantage of the ditch samples, minerals and convert to raw materials, which have value and economic benefit. Finally, we conclude that oil wells produce chalk economically. References Dabeer Ahmad Khan, Saifullah Khan Tanoli, Mohammed Al-Ajmi, Nada Al-Amar (2012). Atlas on Facies and Sedimentological Characters of Rocks of Kuwait. Kuwait Oil Company. Sketch 1: Volume of a Cylinder As an example, from a recent well, the Sadi Formation thickness was 905 and the diameter of the hole or drill bit size was 28 (2.33 ). Previous given estimates of volume of chalk in cuttings is around 15,420 ft3 which is equal 1,091 tons in weight. Conclusion The most important advantage from this study is that we can make chalk from drill cuttings with no need for quarries or technical specialized machines to drill and mill the rock to secure the demands of the chalk industry. Sadi formation is drilled by water based mud (WBM) and hence it is easier to clean the ditch cuttings as compared to cuttings generated when oil based mud is used. Secondly, the cuttings are crushed to near powder size by the time they are recovered, hence saving a significant expenditure in getting the samples crushed to be used as chalk in the powder form. The recovery and recycling of these ditch samples also reduces the damage to the environment which could be caused by CaCO3 which is one of the major byproducts of the samples from the Sadi Formation.

38 Petroleum Engineering: The Way Forward for Kuwaiti Students For many Kuwaiti students, choosing a university to attend and selecting a major will be the most important decision of their lives. With the amount of choices available to students, the pressure to choose one single major can seem daunting. However, for many, the choice is simple: Petroleum Engineering. Many young Kuwaitis are eager to start careers in the oil and gas industry. For them, joining the ranks of their country s national industry is not only a good career choice - it is a patriotic duty. The information that follows in this article aims to direct potential petroleum engineering students to some of the best colleges and universities that offer degrees in this exciting field. Finding the best petroleum engineering school is an excellent way for Kuwaiti students to start a very lucrative career. If there is one commodity that is always increasing in use, it is energy. It comes as no surprise that careers related to the creation, storage and transmission of energy are always in demand by employers. The need for balancing a steady and affordable energy supply that is environmentally friendly will keep petroleum engineers in great demand for many years to come. Petroleum engineering is currently one of the most sought after professions, and this is why a degree from a top school or college can lead to a very successful career. A top college for petroleum engineering should offer a few basic benefits such as 100% placement. However, merely getting placed is not enough. The most important factor in ranking is the total number of petroleum engineering degrees that were awarded at the university in the last academic year. The logic for this is that a school

39 37 The Kuwaiti Digest that awards more degrees has a much more developed program. Other ranking factors include the school s overall graduation rate, retention rate, percent of undergraduate applicants admitted, student to faculty ratio, default rates, and total cost. Keeping all these parameters in mind, the following is a list of the top petroleum engineering schools in the United States: 1. University of Texas at Austin 2. Texas A&M University 3. Colorado School of Mines 4. Pennsylvania State University 5. University of Tulsa 6. University of Southern California 7. Stanford University 8. University of Oklahoma 9. Texas Tech University 10. Missouri University of Science and Technology The field of petroleum engineering is all about the exploration and production of various petroleum based hydrocarbons such as natural gas, crude oil and other important sources of energy. Petroleum engineering as an academic discipline started in 1914 at the American Institute of Mining, Metallurgical and Petroleum Engineers (AIME) and the first degree was awarded by the University of Pittsburgh in Since then, the profession has seen a recent surge in demand thanks to growing energy demands. For students aspiring to become petroleum engineers, it is important to possess a mix of various skills that include mathematics, chemistry, geology, physics and several others. Petroleum engineering may also overlap with several other disciplines of engineering including chemical engineering, civil engineering, and mechanical engineering. Students participating in these programs will be trained to perform a number of activities which begin with the evaluation of potential gas and oil reservoirs. They will be trained in overseeing drilling activities as well as the selection and implementation of recovery schemes. Petroleum engineering may include civil engineering facets in the designing of treatment and surface collection facilities. With advances in technology, petroleum engineers also need to develop an understanding of how to

40 use advanced computer systems for simulation and analysis of reservoir behavior as well as automation or drilling operations and oil field production activities. It comes as no surprise that petroleum companies own a large number of the super computers all across the world. The Role of Petroleum Engineers As discussed above, petroleum engineers carry out a range of tasks that include testing, designing and implementing methods for the extraction of petroleum products from the surface of the earth as well as the ocean floor. To begin with, petroleum engineers need to locate a suitable dig site. This is followed by the setting up of the required machinery. Engineers must overlook the extraction process which includes the removal as well as processing of petroleum. Petroleum engineers must have the expertise and ability to work closely with geologists and other professionals to extract and refine petroleum products in a safe and efficient manner. Petroleum engineers may be required to develop equipment, machines and tools putting their mechanical engineering skills to test. Similarly, they must also know how to design and operate various computer software that actually runs these machines. Again, petroleum engineers may also be required to manually operate much of the machinery at the drilling site. The managerial skills of many petroleum engineers may also be put to the test as one may be required to oversee individuals or teams at the job site and streamline the workflow. Another aspect of petroleum engineering is the financial analysis of each project. Petroleum engineers must gauge the financial viability of each extraction project and determine if the entire process is worth it. Organization and analysis of data is extremely important for engineers to carry out perfectly. Apart from sitting and making financial observations, petroleum engineers are also required to travel quite a bit and perform field work. Since many of these dig sites are located in different parts of a country, petroleum engineers must be prepared to be uprooted from their base quite regularly and travel from one site to another. The most unique thing about petroleum engineering is that job requirements for petroleum engineers often vary from one organization to the other. Petroleum engineers must remain versatile and prepared to take on different roles when performing their duties. Many companies may also require petroleum engineers to be qualified in several other areas of specialty such as geology, mathematics, physics, computer programming, and more. This is a major reason why a degree in petroleum engineering from a top school or college can become so lucrative. How to Become a Petroleum Engineer Petroleum engineering is one of the highest paying jobs in engineering. Apart from designing equipment and developing methods for extraction of oil, these engineers must also work with many other professionals to make sure they have the best possible methods of extraction in place. To begin with, anyone looking to become a petroleum engineer needs to procure a degree in petroleum

41 39 The Kuwaiti Digest engineering from a reputable school or college. However, procurement of diverse qualifications in the same field will increase your chances of getting employed with a rather attractive pay package. A bachelor s degree in petroleum engineering is the most basic requirement for this type of work. Many institutions offer accredited programs in petroleum engineering for students looking to specialize in the field. Many of these institutes also offer full-time five-year courses in petroleum engineering which can be followed up by a master s degree. The syllabus of these courses usually includes advanced mathematics studies with trigonometry, algebra, calculus, computer aided design, biology, chemistry and more. There are certainly advantages to obtaining your masters in petroleum engineering, and having a stronger quantitative skill set is definitely one of them. On-field work is another important part of these courses, including internships. Apart from being qualified with a degree, there is no doubt that anyone looking to become a successful petroleum engineer should have a high degree of passion and curiosity. For example, anyone with a natural flair for mathematics, analytical skills, equipment design and problem solving will make a good petroleum engineer. Since petroleum engineers are faced with constantly evolving challenges each day, creativity is another important personal attribute one must possess. Similarly, one must be a good team player and must possess excellent communication skills to be able to work in large groups. Technical expectations from petroleum engineers are only going to increase in the future. Companies will expect petroleum engineers to take on more challenging roles. On the other hand, this also means petroleum engineering salaries will rise. Considering the fact that petroleum engineering is already one of the best paying jobs out there, the future for petroleum engineers looks lucrative to say the least. Is the Importance of Hydrocarbons in Decline? In a word, no. Of course there is tremendous growth in renewable energy sources, and nuclear is set for a boom (mostly in China). But according to the Center for Strategic and International Studies, the world s energy consumption will soar from its current 549 quadrillion to 629 quadrillion Btu in 2020 and then to 815 quadrillion Btu in That s very nearly a 50% increase from current levels. Renewables and nuclear aren t going to be enough. The same report states that hydrocarbons will continue to supply more than three-fourths of the world s energy use in For all the uncertainty that may cloud the sector s future, one thing is certain. Time and again the oil and gas sector has demonstrated resilience and innovation to adapt to a dramatically changing world. Whatever the future may hold, the oil and gas sector will continue to play a vital role in meeting our changing energy needs. That resilience is made possible because the industry attracts some of the brightest, most flexible engineering minds.

42 Management Support: To Do or Not to Do SUBMITTED BY FRANS VAN HEERDEN, CONSULTANT, TRAINING & CAREER DEVELOPMENT GROUP ADMIN Kuwait Oil Company embarked on an extensive process to introduce Kaizen into the organization as a further quest for continuous improvement. As the implementation process progressed, the importance of management support clearly became evident. This article explores the need for management support in any organizational change intervention, as is the case with Kaizen. It offers ideas on how the intervention can be handled and identifies the benefits thereof to the managers who are expected to play their part. Kaizen is a philosophy that underpins the quest for continuous improvement efforts in an organization. From boardrooms to private homes, opportunities to eliminate waste and conduct activities better, easier, faster, and as a consequence, cheaper, are in abundance. For the purpose of clarity, in this context, the notion of waste in the milieu of Kaizen, refers to any work, activity, action or behavior people engage in that does not add value and for which the final customer is not prepared to pay. Organizations, with or without a profit motive, require business processes to survive and grow. These processes, by nature, include a variety of activities that are carried out in a particular sequence, to achieve a specific result. In and between the myriad of steps in a business process, lurks the potential for waste disguised in many different forms. The methodologies embedded in the Kaizen philosophy offer practitioners a logical and structured methodology to identify waste and to take appropriate corrective action that will lead to an elimination of unnecessary waste. These methodologies can also be used in businesses processes. But, as much as the Kaizen philosophy

43 41 The Kuwaiti Digest holds such promise, one single factor in the implementation and adoption of the philosophy is an absolute requirement. This factor is commonly known as management support. Management support is one of the most frequently stated requirements for facilitating change in an organization. It usually features among the top five requirements that must be met when a new process is considered. The phrase is used so gratuitously that it runs the risk of losing its meaning. This burdensome requirement for people in a managerial position is no less in the application of the techniques associated with the Kaizen philosophy. Management functions and tasks are synonymous with the ability of a person in a managerial position to exert influence on the course of events in a specific environment. This is embodied in the power attached to a particular managerial position. It is thus unimaginable that change in an organization will take place without managerial involvement and influence. Although frequently used, a clear understanding of what is meant by management support is required. The Meaning of Management Support From a pragmatic point of view, management support means those actions and activities managers undertake or engage in that will qualify them as patrons for a change initiative. More specifically and in a nutshell, it means providing a budget, coaching the participants, acting as a broker and mediator between conflicting functional units and most importantly, removing obstacles that may hinder progress with the implementation of the project or change initiative. Nature of the problem Management support and involvement in organizational change efforts have to compete with numerous other activities within the daily performance of management. It becomes another compelling task that must be performed and it can easily become the most time consuming activity in the daily performance of management work. Another challenge to management support is the risk of relationships being tarnished or negatively affected, when a manager provides support to an ill-conceived implementation plan for organizational change initiatives. It must be understood clearly that engaging in management support efforts does not only impact negatively on social relationships. As this article will argue later, it has numerous benefits for managers. Available time and social relationships are but two factors that complicate and challenge managers in their efforts to provide support for a set of change activities. The Importance of Management Support The necessity of managerial support can be likened to an umbilical cord that provides nutrients to a fetus enabling it to grow and develop. When prematurely removed or no longer functional, the fetus will suffer and it may have disastrous consequences. This is an important metaphor because when a change process is terminated because of a lack of managerial support (nutrients), managers must owe up to the death of a project. The direct and indirect costs associated with an unfinished project is common knowledge. It therefore begs the question; can managers afford not to meet their obligation and responsibility to support projects that are aimed at bringing about change? How Managers Can Demonstrate Support Go beyond budgeting. Although the allocation of resources is an important step, efforts to change cannot take place with a budget alone. By doing that, a manager is no different to a parent who thinks that once he has paid his children s school fees he has given his support to their education. Parental support goes much further than paying school fees. Budget allocation is a mere starting point. The kick-off meeting. Few opportunities are as ideal to demonstrate support than attendance and participation in the kick-off meeting. By being visible at this event managers will, at the very least, create an impression that they support the initiative. Likewise, absence from such a meeting will send out a negative message and management should caution against that. Get educated about the initiative. A change initiative will only become meaningful if managers understand the mechanics of the change. Understanding is realized through a process of education. Such education varies from a comprehensive, multiple day learning process or participation in a set of awareness activities.

44 Walk the talk. Subordinates are sensitive observers and frequently evaluate the level of management support for a specific change process and effort. This easily becomes a benchmark for them and determines their respective level of involvement in and commitment to a change initiative. Unless they are convinced that a manager supports the change initiative, the chances are slim that their involvement in the change process and the level of motivation will be anything more than superficial. Video snippets and clips such as those frequently and easily shared on social media are becoming a popular method to transfer knowledge. It can be used well to educate managers on an organizational change intervention. Keeping informed. Successful managers prefer to be informed about the activities under their control. The change process is no exception. However, the greater the impact and reach of a change initiative on a specific manager s area of responsibility, the better informed the manager should be. Merely inspecting regular briefs and reports by subordinates who are involved in the initiative will go a long way to keep managers informed. Mere inspection of and a glance over financial reports serves an inadequate source to qualify as a reasonable form of management control. Qualify the grapevine. Change initiatives are seldom without a degree of chaos. In the absence of credible information, people will fabricate information that will enable them to deal with the unknown in a change process. Frequently, this is the source of a flow of false and misinformation that finds its way into the corporate grapevine. Astute managers will not necessarily ignore the grapevine talk, but will qualify the information flowing through it. By acting on such information, a manager will by default, demonstrate support. The nature of change processes. Much has been said about the tactics managers can deploy to help them deal with competing managerial tasks and priorities such as their commitment and support to ad hoc organizational change activities. Management support is one of the managerial tasks that is linked to the life span of a change initiative. It is thus of a limited time duration and is non-continuous. It usually has a clear starting point and although it may be a moving target, has a clear point of termination. This feature distinguishes it from all the other tasks and activities a manager is expected to perform. The temporary nature of change interventions offers some reprieve for overloaded managers. Managers should take heart from this. Accept a change process intervention as a given. It is common knowledge that the only constant is change. It cannot be denied or wished away. It has become a condition for survival. Managers should be at peace with this reality. Failing to do so will create unnecessary stress, discomfort and increase the level of displeasure in the workplace. Once a manager has come to terms with this reality in organizational life, the support for change can happen almost automatically. Get involved and understand the change initiative. Investment specialists need a good, solid understanding of the nature of a business when they consider it for investment purposes. This is a condition for their investment. Organizational change processes are no different. Unless a manager understands the intervention, it will almost be impossible to demonstrate genuine support for it. Managers should therefore educate themselves about the change process and ensure that they understand the change itself, as well as the consequences of the change. In so doing, they will be seen as supporting the initiative. Break down the silos. Protection of functional turf often explains many inefficiencies found in organizations. Likewise, to think other disciplines

45 43 The Kuwaiti Digest or units in the business will embrace change, is at best, a fallacy. Managers can demonstrate support by actively working towards breaking down organizational silos. By using opportunities to promote the change initiative among peers and even higher levels of management. Making a conscious effort to ensure that the change initiative is high on the C-suite agenda is another opportunity that managers can use to demonstrate their support. Management support by aligning disturbances. A disturbance is a neurological term for the conflict or gap between a person s current mental map of thinking and the mental map required to operate in a changed state. To align disturbances means to create agreement among the individuals in an organization so they have a common gap between their current way of thinking and the mental state needed to adopt the change. By providing management support, managers can facilitate a process that will assist participants to close the gap. Use an organization s culture as a lever for change. Lou Gerstner, who as chief executive of IBM, led one of the most successful business transformations in history, said the most important lesson he learned from the experience was that culture is everything. Businesspeople today understand this. Managers are best qualified to read, interpret, decipher and act on behavioral cues from the prevailing organizational culture. By interpreting the culture correctly and by taking appropriate action in response, managers will support an organization s change initiative beyond measure. Communicate, communicate, communicate Management support can easily be made visible by the extent to which a manager is involved in a communication process related to the change initiative. If used effectively by managers, both verbal and non-verbal methods of communication can make a significant contribution to the success of a change initiative. The more a manager is involved in the communication process before and during the change initiative, the stronger he will be recognized as a change pioneer and therefore as a keen supporter of the change initiative. Benefits to a Manager Although the support they need to give may be onerous and burdensome on managers, it is also to their benefit. The following advantages come to mind: It provides an opportunity to have a gestalt view of the business and its constituent parts. An ability to see the whole or big picture has in itself significant advantage for leadership when taking decisions and solving problems. Social connections have become a key aspect in the daily lives of people. By providing management support, it may enhance existing social networks and connections. It promotes and encourages systems thinking. This in itself helps managers to understand complex human factors associated with systems change. This is an immeasurable advantage for bringing about change. It serves to strengthen organizational culture that is concomitant with the strategy of the business. It bolsters a sound work ethic and helps to achieve a high standard of effectiveness and efficiency that reach beyond a particular change management intervention. The advantages listed above make for a compelling case in favor of management support for organizational change interventions that result from activities associated with, for example, Kaizen. Closure Management support is neither a curse nor something that managers can escape from. It is part of their managerial repertoire which largely determines the success and failure of an organization s change effort. Endless empirical studies across industries and countries have confirmed managerial support as a key requirement for any change initiative. Business leaders, when reflecting on change initiatives frequently cite the contribution of their managers towards the success of a change initiative. Regardless of their level in the hierarchy, managers cannot shun their responsibility towards and involvement in organizational change. By doing that they will negate their jobs as managers and the different tasks associated with their job. Management support is one of the many roles they should perform.

46 Health THE IMPORTANCE OF LIMITING SCREEN TIME Take a look around you: What are the people closest to you doing? Reading a book? Working on a crossword puzzle? Talking to one another? Or are their eyes glued to the screens of their smartphones? In today s world, smartphones, tablets and laptops are everywhere and everyone seems to be using them, all the time. While the convenience these devices provide to us are remarkable we have all of the world s information at our fingertips there are still negative aspects associated with using these devices. In particular, important questions concerning excessive use of digital devices and how they affect our mental and physical health are being asked by health professionals around the world. In Kuwait alone, serious questions must be asked about how safe it is to drive while using smartphones, especially when considering the fact that texting while driving is a significant factor that contributes to accidents on the road that could have been avoided. Excessive screen time among adults can affect concentration, disrupt sleep patterns and cause headaches, to name just a few symptoms. But how does excessive screen time affect our children? Screens are everywhere. As a result, controlling a child's screen time has become much harder for parents. To complicate matters, some screen time can be educational for children as well as support their social development. So how can we manage our children s screen time? The Problems with Screen Time The American Academy of Pediatrics recommends discouraging media use by children younger than age two and limiting older children's screen time to no more than one or two hours a day. Unstructured playtime is more valuable for a young child's developing brain than is electronic media. Despite the fact that many digital media programs claim to be educational, children younger than age two are more likely to learn and remember information from a live presentation than they are from a video. By age two, children can benefit from certain types of screen time, such as programming with music, movement and stories. However, passive screen time shouldn't replace reading, playing or problemsolving. Also, it's crucial to monitor the shows your child is watching and the games or apps he or she is playing to make sure they are appropriate. As your child grows, keep in mind that too much or poor quality screen time has been linked to: Obesity Irregular sleep schedules and shorter duration of sleep Behavioral problems Loss of social skills Violence Less time for play

47 Health 45 The Kuwaiti Digest Developing Screen Time Rules In recognition of how ever-present screens have become, the American Academy of Pediatrics recently held a symposium to share practical advice for parents. Experts noted that children are still doing the same things that they've always done only now they are often doing them virtually. As a result, it makes sense for parents to apply the same rules to children's real and virtual environments. This means playing with your child, teaching kindness, being involved, and knowing your child's friends and what your child does with them. The experts also suggested that the quality of the media your child is exposed to is more important than the platform or amount of time spent. Ensuring Screen Time Quality Not all apps, online games or programs are created equal. To ensure quality screen time, consider these tips: Preview programs, games and apps before allowing your child to view or play with them. Seek out interactive options that engage your child, rather than those that just require pushing and swiping or staring at the screen. Use parental controls to block or filter internet content. Make sure your child is close by during screen time so that you can supervise his or her activities. Ask your child regularly what programs, games and apps he or she has played with during the day. Play a video game or explore a new app with your child. When watching programming with your child, discuss what you're watching and educate him or her about advertising and commercials. Seek out information from organizations such as Common Sense Media to help you determine if a program, game or app is appropriate. Remember that at some point your child will be exposed to content that you haven't approved beforehand and devices without internet filters. Talk to your child about the possible situations that could come up and the behavior you expect. Screen Time Limits It's still a good idea to set reasonable limits for your child's screen time, especially if your child's use of screens is hindering his or her involvement in other activities. Consider these tips: Prioritize unplugged, unstructured playtime. Create tech-free zones or times, such as during mealtime or one night a week. Set and enforce daily or weekly screen time limits and curfews. Consider using apps that control the length of time a child can use a device. Require your children to charge their devices outside of their bedrooms at night. Keep screens out of your child's bedroom. Limit your own screen time. Eliminate background TV. Teach Appropriate Behavior Online relationships and social media have become a major part of adolescent life. Experts suggest that it is OK for your teen to be a part of these worlds as long as he or she understands appropriate behavior. Explain to your teen what is OK and what is not OK, such as cyberbullying and sharing personal information online. Teach your child not to send or share anything online that he or she would not want the entire world to see for eternity. No matter how smart or mature you feel your child is, monitor his or her online and social media behavior. Your child is bound to make mistakes using media. Talk to your child and help him or her learn from them. Also, model positive online etiquette yourself. Managing your child's use of screens and media will be an ongoing challenge. But by developing household rules and revisiting them as your child grows you can help ensure a safe and fun experience. Parts of this article were sourced from information from the Mayo Foundation for Medical Education and Research.

48 Travel VISIT SANTORINI By the time this issue of The Kuwaiti Digest reaches your hands, the sweltering heat of another Kuwaiti summer will finally be coming to an end. And while the months ahead will have the promise of cooler weather, some of our readers may still be in the market for a short trip abroad. If that is the case for you, why not consider Santorini, a beautiful Greek island in the Mediterranean? Crescent-shaped Santorini, known locally as Thíra, is considered by many Greeks as the precious gem of the Aegean. In reality, it is actually a group of islands consisting of Thíra, Thirassiá, Asproníssi, Palea and Nea Kaméni. The whole complex of Santorini islands is still an active volcano, and it is probably the only volcano in the world whose crater is in the sea. But, don t let that scare you off just yet. The last big eruption occurred 3,600 years ago, during the Minoan Age, when igneous material (mainly ash, pumice and lava stones) covered the three islands (Thíra, Thirassiá and Asproníssi). The eruption destroyed the thriving local prehistoric civilization, evidence of which was found during the excavations of a settlement at Akrotíri. While mother nature is always unpredictable, the chances of an eruption occurring during your stay are low. A Honeymoon Destination & More Santorini is considered to be the most sought after place for a romantic getaway in Greece, since there are not many places in the world where you can enjoy exquisitely clear waters while perched on the rim of a massive active volcano in the middle of the sea! The island has a growing reputation as a wedding destination for couples not only from Greece, but from all over the world. A trip to Santorini with your other half is a dream for anyone who has seen at least one photo of the island s famous caldera, and being with your spouse beneath Santorini s famous sunsets is the ultimate romantic experience. Firá is the picturesque capital of the island; perched high up on the edge of the caldera, it looks like a marvelous painting. Firá, together with Oia, Imerovígli and Firostefáni are located high above on a cliff. They make up the socalled caldera s eyebrow, the balcony of Santorini, which offers an amazing view of the volcano. Other famous smaller villages are Akrotíri and Méssa Vounó, with their famous archaeological sites, Pýrgos, Karterádes, Emporió, Ammoúdi, Finikiá, Períssa, Perívolos, Megalohóri, Kamári, Messariá and Monólithos. Some of the villages are

49 cosmopolitan and some are more peaceful. They are surrounded by vast vineyards and whitewashed cliff-top towns with castles affording amazing views out over the Aegean. Soaking up the villages distinctive traditional atmosphere is a very rewarding experience. Food A visit to Santorini is the ultimate gastronomic experience, as the island is a true culinary paradise! Treat your taste buds to some famous traditional products like cherry tomatoes, white eggplants, fava, capers and hloró tyrí, a special kind of fresh goat cheese found on the island, or why not try some of the exceptional produce that is grown in the volcanic soil of the island! Don't miss the traditional fried tomato balls of tomato keftedes and be sure to ask for local tomatoes in your salad. They may be the best tasting you have ever had. Santorini is particularly well known for its cherry tomatoes, which are very sweet. The cherry tomatoes are usually sun dried or sometimes made into sweet tomato marmalade. Volcanic Beaches Venture into Santorini s seaside treasures and enjoy deep blue waters and beaches with white, red or black sand or volcanic pebbles, spectacular rock formations and impressive lunar landscapes. Don t miss the Red Beach, which earns its name from the iron-rich sedimentary rocks in the cliff face towering above, as well as the red sand. You can rent an umbrella and a pair of chaise lounges, though there is also some good free space nearby that gets packed by midday. The first few meters of the water near the shore are quite gravelly, so be prepared to step on some stones. Many distant yachts can be seen from the beach, which is quite romantic around sunset. There is also an abundance of sea life present, which is great for snorkeling or scuba diving. 47 The Kuwaiti Digest

50 KUWAIT BRINGS HOME OLYMPIC GOLD The Olympic Committee suspension imposed on Kuwait did not stop the drive and determination of Kuwaiti athletes who attended the Olympic Games in Rio de Janeiro while competing under the Olympic flag. Instead, the suspension pushed them harder in their pursuit of obtaining medals at the 31 st Olympic Games in Brazil. The shooting contest at the Olympics saw veteran Kuwaiti competitor Fehaid Al-Daihani win a gold medal in the double trap contest. Al-Daihani s medal wasn t his first. He received two bronze medals in 2000 and In 2016, however, he won the first gold medal in Kuwait s history. The double trap is a shooting contest where the shooter has to hit two discs launched from two locations at the same time, and the shooter may shoot once at each of them. Historically, Italy is considered the best internationally with the most medals. Kuwaiti sportsman Abdullah Al-Rashidi also rose to the challenge and received the bronze medal in the skeet contest. In skeet shooting, the shooter must hit eight targets from different locations successively. This wasn t the first time Al-Rashidi raised Kuwait s name in international competition, as he has won a gold medal at a separate world championship tournament that saw the participation of 49 shooters from 23 countries. Amiri Congratulation After the competition, His Highness the Amir Sheikh Sabah Al-Ahmad Al-Sabah and the Crown Prince Sheikh Nawaf Al-Ahmad Al-Sabah received both Kuwaiti heroes at Bayan Palace. Other athletes who took part in the Olympics were also present. His High the Amir commended the great accomplishment registered by Al-Daihani and Al-Rashidi. He also expressed his satisfaction with the excellent morale displayed by the athletes, and he commended them for their excellent performance that has helped raise the position of Kuwaiti athletes internationally. In a press statement he made, Al-Daihani said that his greatest honor was to win three Olympic medals for Kuwait. He considered this last medal to be the most important one because it was the first Olympic gold medal in the history of Kuwaiti sport. He added that Rio 2016 was the hardest tournament he has participated in. Despite the challenges, he maintained that his trust in God was not shaken. Gift to the Kuwaiti People Abdullah Al-Rashidi also expressed his happiness as His Highness the Amir decorated him with an honorary medal for his performance on behalf of Kuwait. In a statement to the press that he made, Al- Rashidi said that he considered the medal he received from H.H. the Amir to be a greater accomplishment than his Olympic medal, as it signifies recognition for a great accomplishment that was made for Kuwait. Al-Rashidi then presented this achievement to the Kuwaiti people who supported his efforts before, during, and after the Olympic Games.

51 1960s A Kuwaiti craftsman works on a new dhow. 49 The Kuwaiti Digest