qatar shell innovation open house showcases progressive energy

SHELL WORLD
WINTER 2014
QATAR
QATAR SHELL
INNOVATION OPEN HOUSE
HE DR MOHAMMED BIN SALEH AL-SADA,
QATAR’S MINISTER OF ENERGY AND
INDUSTRY, INAUGURATED A NEW WATER
LABORATORY FOR SHELL AT QSTP
ALSO IN THIS ISSUE:
Football: The Way to a Nation’s
Health and Heart
Exploring the Future of Energy
Road to Safety – Shell’s
Measures to Ensure a Reduction
in Road Accidents
Celebrating Unique Partnerships
Wael Sawan with
Faisal Al-Suwaidi,
President of R&D,
Qatar Foundation
Follow us on
@Shell_Qatar
1
With a relentless commitment to the Qatar National Vision 2030, the State of
Qatar continues to make enormous strides in its development each year. For Qatar
Shell, it is a special honour to be a partner in this journey and to help realise the
aspiration of all Qataris. During 2013, our partnership with Qatar Petroleum and
other Qatari institutions allowed us to contribute in many meaningful ways in support
of the four pillars that underpin the National Vision.
Under the Economic pillar, Qatar Shell continues to be the single largest foreign
investor in the State of Qatar. The economic partnership encompasses Pearl GTL,
the largest gas-to-liquids plant in the world, Qatargas 4, a major LNG partnership
supplying China, Dubai, UK and other countries, and the Al Karaana project,
a new world-scale petrochemicals facility to be developed in Ras Laffan City.
Under the Environmental pillar, His Excellency Dr. Mohammed bin Saleh Al-Sada,
Minister of Energy and Industry, inaugurated a new research and development
laboratory based at the Qatar Shell Research and Technology Centre (QSRTC).
The new lab is part of an important effort to find innovative solutions for the efficient
use and reuse of water in Qatar’s desert environment, in full alignment with the Qatar
National Research Strategy.
Under the Social pillar, our Corporate Social Responsibility (CSR) programme
continued to deliver through our focus on achieving measurable and positive impacts.
Whether it’s TAFAWOQ, our Project Management Centre of Excellence, now entering
its third year of developing Qatar’s cadre of project management professionals, or
increasing physical activity of local children through our ‘Koora Time’ collaboration
with the Qatar Football Association, or inspiring more than 400 potential future
entrepreneurs through a programme involving Qatar’s universities and schools in the
northern municipalities, or signing up six additional local companies to supply Pearl
GTL, our programmes are reaching many corners of Qatar’s community.
Under the Human pillar, our greatest contribution continues to be the development
of the very many Qataris who have chosen to work with us, ensuring that each can
reach their full potential. Whether it’s through the Accelerated Development Programme
that we provide for the future Qatari leaders of the company, the support that we
provide to Qataris moving into senior leadership positions for the first time, or simply
the daily coaching and mentoring of Qataris working at all levels and across all
functions of our organisation, we are very conscious of our critically important
responsibilities under the Human pillar. We were extremely proud to have received
the ‘Supporting Qatarization Award’ during 2013, the fourth award received by the
company in the last five years. We aspire to even greater Qatarization outcomes in
the future.
These are just a few of examples of the work that kept us busy and energised last
year. However, none of these would be possible were it not for Qatar’s underlying
dynamism, strong national leadership, and the implementation of progressive
economic and social policies. Qatar Shell is privileged to be playing our part as
a reliable long-term partner in Qatar’s continued progress.
On behalf of the entire Qatar Shell community, I wish you all prosperity and good
fortune during 2014.
Wael Sawan
Managing Director and
Chairman of Qatar Shell Companies
CONTENTS
WINTER 2014
FEATURE STORY
QATAR SHELL INNOVATION
OPEN HOUSE SHOWCASES
PROGRESSIVE ENERGY SOLUTIONS
08
To contact the magazine
If you have any feedback or would like to suggest content,
please contact us.
02
THE WAY TO A NATION’S
HEALTH AND HEART: FOOTBALL
04
LESSONS FROM THE TOP
Nicola Joseph
Managing Editor
[email protected]
+974 33720986
Maha Al Neama
Deputy Managing Editor
[email protected]
+974 44957829
www.shell.com/swqatar
10
RESEARCH COULD REVOLUTIONISE
THE SEARCH FOR OIL & GAS
PILLARS OF THE QATAR NATIONAL VISION 2030
11
THE WORLD’S LARGEST FLOATING
FACILITY GOES TO SEA
12
EXPLORING THE FUTURE
OF ENERGY
14
EMPOWERING LOCAL SMES IS
GOOD BUSINESS
ROAD TO SAFETY – SHELL’S
MEASURES TO ENSURE A
REDUCTION IN ROAD ACCIDENTS
16
18
CELEBRATING UNIQUE
PARTNERSHIPS
Economic Development
Development of a competitive and diversified economy capable
of meeting the needs of, and securing a high standard of living for
all Qataris both for the present and for the future
Social Development
Development of a just and caring society based on high moral
standards, and capable of playing a signifant role in global
partnerships for development
Environmental Development
Management of the environment such that there is harmony between
economic growth, social development and environmental protection
Human Development
Development of all Qataris to enable them to sustain
a prosperous society
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SHELL WORLD QATAR
SHELL WORLD QATAR
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3
2
THE WAY TO A NATION’S
HEALTH AND HEART: FOOTBALL
QATAR SHELL AND QFA SIGN
NEW PARTNERSHIP DEAL
Qatar Shell will become the sponsor of the QFA National
Teams at both senior and youth levels after signing a four-year
partnership deal. The agreement builds on the long-standing
relationship between the QFA and Qatar Shell, who have been
sponsoring HH The Emir Cup for eight consecutive years. In
February 2013 the two partners announced the launch of
KOORA TIME, which aims to improve the health and wellbeing
of Qatar’s youth through football, in line with the Qatar
National Vision 2030.
Social Development Pillar
Overview
The second season of the extra-curricular school football programme,
Il’Ab We’Yana, began in earnest last December organised by Qatar Shell
with partners, Qatar Football Association (QFA). Il’Ab We’Yana, which
translates to ‘play with us’ in English, uses football to develop healthy
habits and encourage positive behavioural change. The programme is
based on the FutbolNet methodology created by FC Barcelona Foundation
and provides children with an extra four hours of non-competitive physical
education per week.
DELIVERING MAXIMUM SOCIAL IMPACT
7–12 YEARS
*Il’Ab We’Yana
(FutbolNet)
An extracurricular school
activity in partnership with
FC Barcelona Foundation using
football as a tool to transmit
healthy habits and positive
behavioural change
1 KOORA TIME is keeping Qatar’s
youth healthy through football
2 Qatar Shell sponsor QFA
National Teams
1
“We are building on the excitement of National Sport Day with this tournament
11/14/13
that will take place during what is an official World Cup year. We believe that
more football will lead to healthier youth,” said Wael Sawan, Managing Director
and Chairman of Qatar Shell Companies. “We encourage everyone to join us,
get active and represent their country at what will be the biggest sporting event
on National Sport Day.”
in.indd 2
Sport Day in an enjoyable environment. This event will mark the one year
anniversary of the launch of the KOORA TIME initiative when we broke the
Guinness World Record for the largest 5-a-side football match.”
8:48 AM
Many of Qatar’s Shell’s outreach activities are guided by the human
development pillar of QNV 2030, which seeks to improve the health and
wellbeing of Qatar’s youth. n
2013
November
December
2014
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Il’Ab We’Yana is part of KOORA TIME, a five-year sustainable initiative
created by the QFA and Qatar Shell that is designed to improve the health
and wellbeing of Qatar’s youth through football. This year, in celebration of
the beautiful game, QFA and Qatar Shell will hold the KOORA TIME World
Cup on National Sport Day 2014. In addition to the tournament, there will
be a dedicated Fan Zone alongside a variety of fun and entertaining
activities for kids.
Do Ab
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Sheikh Hamad bin Khalifa bin Ahmad Al-Thani, President of the Qatar Football
Association, stated, “We are excited about the KOORA TIME World Cup. It is
an opportunity for the whole family to get active and join in celebrating National
Al Ab
Kh W
or e’Y
a
Saoud Al Mohannadi, General Secretary of QFA, said, “Following a very
successful start we are thrilled that Il’Ab We’Yana is back to motivate and
educate Qatar’s youth to pursue an active and healthy lifestyle through
football. Last year’s programme, the first we launched, was attended by
over a thousand participants. Additionally, we held festivals in Doha and
Al Khor with the FC Barcelona Foundation that attracted hundreds of children.”
Commenting on the occasion, Sheikh Hamad bin Khalifa bin
Ahmad Al-Thani said, “We are very happy to extend our
partnership with Qatar Shell. This announcement caps a great
year of participation between the two organisations following
the successes of the KOORA TIME initiative and the HH The
Emir Cup tournament. Through working closely with Qatar Shell
we are hoping to continue to inspire greater participation in
football at a grassroots level across Qatar.”
18+ YEARS
Yalla Nal’Ab
A ‘show up and
play’ nationwide
pitch access
programme
The twice weekly, two-hour sessions are run over 24 weeks after school
at five venues across the country, ensuring they are easily accessible to
communities nationwide. In preparation for the start of the second season,
trainers from FC Barcelona Foundation led a two-day coaching seminar in
November last year at the QFA Technical Committee in Doha, attended by
60 coaches from QFA and Qatar Women’s Sports Committee.
The seminar covered the importance of drinking water to maintain hydration,
eating fruits, vegetables and grains, eating a healthy breakfast and getting
sufficient sleep. The modules also stressed the harmful effects of consuming
fast food and snacks, fat and sugar, and using tobacco.
The sponsorship announcement took place on the opening day
of the Aspire4Sport 2013 Congress at Aspire Zone where both
QFA and Qatar Shell exhibited their KOORA TIME initiative.
The event was attended by Sheikh Hamad bin Khalifa bin
Ahmad Al Thani, QFA President, Wael Sawan, Managing
Director and Chairman of Qatar Shell Companies, and Senior
National Team player Abdulla Affifa.
13-17 YEARS
*L’Batak
A high tech augmented
reality football themed
Fan Zone providing
youth with more
opportunities to play
Il’
Rob Sherwin, General Manager Corporate Affairs and Deputy Country
Chairman at Qatar Shell said, “These are exciting times for us and our
partners, QFA and FC Barcelona Foundation. Il’Ab We’Yana gives
children across the country access to more football, which in turn will lead
to healthier youth and a better future for Qatar. We hope this programme
will inspire behavioural changes leading to improved health and fitness
through football. This will help us realise the important goals set by Qatar’s
National Development Strategy and Qatar National Vision 2030.”
SHELL WORLD QATAR
January
February
March
May
SHELL WORLD QATAR
4
Qatar Shell’s graduates with His
Excellency Dr Mohammed bin Saleh
Al-Sada, Qatar’s Minister of Energy
and Industry
5
LESSONS FROM
THE TOP
Human Development Pillar
Qatar Shell is committed to developing the local workforce
through various drives and initiatives, as much of its work
is guided by Qatar’s National Vision 2030 and aims to
support Qatar’s National Development Strategy. With this
in mind, Qatar Shell was delighted that His Excellency
Dr. Mohammed bin Saleh Al-Sada, Qatar’s Minister of
Energy and Industry encouraged two of our young Qatari
employees to interview him.
So earlier this year Shoaa Heedan and Rashid Al-Hajri, Shell’s graduate employees
interviewed the Minister in a friendly and relaxed atmosphere at Qatar Petroleum (QP)
headquarters. The young graduates developed well structured, goal-oriented, and important
questions that covered human development and the Qatar National Vision 2030. Qatar
Shell is grateful for the opportunity to engage with one of the Qatari leaders at the top of
the main engine of Qatar’s economic growth, the Energy and Industry sector.
SHELL WORLD QATAR
Rashid started the interview by asking HE Minister Al-Sada: How has Qatar’s oil
and gas industry supported the nation’s focus on development of its key resource,
its people?
HE: Qatar attaches great value to its human capital. It is the single most important
element that guides the integration of the four pillars on which the Qatar National
Vision 2030 rests. We are fortunate to have a combination of natural resource
wealth and a highly supportive leadership committed to developing high caliber
human talent. Qatar is monetizing its resources to bring wealth and economic
well-being to its people. At the same time it is re-investing this wealth into managing
and developing human capital. The Energy and Industry sector is one of the biggest
employers of Qataris and strong emphasis is given to human development as Qatar
builds a modern, world-class educational system and unlocks its people’s creative
and economic potential.
Shoaa: How do you see the role of International Oil and Gas companies in
supporting QP to achieve the aspirations of the Human Development pillar of
the QNV 2030?
HE: Qatar’s relationship with International Oil Companies (IOCs) has been based
on mutual benefits, bringing rewards that would have been difficult to realise without
this collaboration. The vital role of the IOCs in Qatar’s energy sector goes beyond
implementing advanced technologies and project execution, to form a profound
partnership impacting the lives of our people. International oil and gas companies
operating in Qatar have joined our conviction that a diversified economy increasingly
depends on educating and training Qataris to their full potential, in order to compete
in a global environment. The energy industry, under the leadership of Qatar Petroleum,
has been at the forefront of promoting Qatari education and vocational training
in a number of fields by sponsoring them through various scholarship programs.
For example the recently established Project Management Center of Excellence,
TAFAWOQ is a demonstration of the long-standing strategic partnership between
QP and Shell, which will bring considerable benefits to Qatar’s society and economy.
TAFAWOQ aims to increase the competence level of the project delivery community
in Qatar at all levels.
“QATAR ATTACHES GREAT VALUE TO ITS
HUMAN CAPITAL. IT IS THE SINGLE
MOST IMPORTANT ELEMENT THAT
GUIDES THE INTEGRATION OF THE FOUR
PILLARS ON WHICH THE QATAR
NATIONAL VISION 2030 RESTS.”
HE DR MOHAMMED BIN SALEH AL-SADA
MINISTER OF ENERGY AND INDUSTRY
SHELL WORLD QATAR
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7
Rashid: What links are being pursued between academic institutions in
Qatar and the oil and gas sector? Is it through technical resourcing of
talent or research?
HE: The Oil and Gas Sector has established strong and effective working
relationships with the academic institutions in Qatar. The sector works to put
in place a range of learning programs that allow Qataris to participate in
the workforce - and in many cases, assume critical leadership roles. The
interface starts at an early stage in contribution to the educational program,
through to student sponsorship and internships. QP has joint committees
with these institutions and has offices in many of them which solidify the
partnerships. We are therefore able to mentor the performance of both the
universities as well as the sponsored students, and suggest developments
and improvement to programs.
In terms of Research and Technology, we have the excellent Qatar Science
and Technology Park, a shining example of investment collaboration that
promotes knowledge transfer and technology advancement. The R&T
department was created a number of years ago and is the focal point
for QP and its subsidiaries for research and development. It achieved
recognition as an international hub for applied research, innovation
and entrepreneurship.
SHELL’S YOUNG
GRADUATES ON
QATAR’S OIL &
GAS SECTOR
The Q&A of Qatar Shell’s graduates
with His Excellency Dr Mohammed
bin Saleh Al-Sada, Qatar Minister
of Energy and Industry
Shoaa: How would the government support Qatari nationals who are
high potential technical women in major multinational companies?
HE: Over the past ten years Qatar has witnessed an evolving environment
of many issues related to education and work. We have a higher quality
of Qatari graduates from high schools, colleges and universities and most
importantly, we have a greater presence and influence of Qatari women
in the workforce. Her Highness Sheikha Moza bint Nasser has been very
supportive of a greater role for Qatari women in all walks of life. The
presence of women in the work-place is transcending traditional jobs like
teaching, and is spreading to more technically challenging and demanding
roles in local and international companies. There is a demographic change
in our corporation as we have technical specialist roles filled by women,
despite this being a field more often dominated by men. The opportunities
are there, it is up to our young Qatari women, especially those who are
career-minded, to seize it.
Rashid: In Shell we believe that ‘Leaders develop Leaders’; which means
the current leaders develop the future leaders. Could you share any advice
on that with us as young graduates?
HE: I believe that team work is important. Always build excellent
collaborative relationships with your colleagues. Any successful person
would not achieve much without being a good team player. Secondly, in
our industry everyone needs time management skills. Manage your time
properly and you will be able to do more things and balance your work
load more effectively. Lastly, focus on personal development acquiring skills
and knowledge to ensure you climb the ladder of your career. You will
actually find yourself taken up automatically because the job needs you,
the leaders need you and the company needs you in that job. So, it is a
win-win situation.
SHELL WORLD QATAR
“I PERSONALLY WAS VERY INTERESTED IN
WHAT ADVICE THE MOST SENIOR MEMBER
OF QATAR’S OIL AND GAS LEADERSHIP
WOULD GIVE TO AN AMBITIOUS YOUNG
QATARI ENGINEER SUCH AS MYSELF. I WAS
THRILLED TO BE ABLE TO ASK WHAT TIPS HIS
EXCELLENCY MIGHT HAVE TO OFFER ME.”
SHOAA HEEDAN
SHELL YOUNG GRADUATE
Rashid Al-Hajri:
Shoaa Heedan:
My interview with HE Al-Sada was full of insights and reflections on the
country’s prospects, as well as the direction of the energy sector, and its
links to Qatar’s sustainable development.
Qatar Shell is in a unique position of being an international company with
a national vision. Part of the Qatar National Vision 2030 is to ensure that
Qatar becomes a knowledge-based economy. A major driver of this comes
from the knowledge and experience of people in the oil and gas sector in
Qatar. Embracing the vision of Qatar’s leadership for the nation has given
me a unique opportunity to meet with Minister Al-Sada and engage with
him in a dialogue on this subject, an honour I do not take lightly.
Despite never conducting an interview of this caliber before I found the relaxed
and informal approach of HE Al-Sada helped me to maintain a good frame
of mind during the interview. The informative and comprehensive answers
given by His Excellency made it clear to me that the vision for the country’s
energy industry is not a theory that is only written and spoken about, but a
tangible vision that is translated into programs.
We are fortunate, His Excellency told us, to have the National Vision of
Qatar, which is a vision launched and guided by His Highness the Emir
that has manifested itself in the development of the nation through different
initiatives. His Excellency stated the intention underlying part of this vision
was that the nation is to focus on development of its people and particularly
young Qataris, encouraging them to take leadership roles and becoming
confident about what they do. The real manifestation of the policy, he said,
can be seen through the creation of training and educational institutes in Qatar
and through the establishment of universities and colleges, for development
of the local youth and national capability.
His Excellency said that the manifestation of Qatar’s vision not only benefits
our country but also contributes to the oil and gas industry globally. According
to HE Al-Sada the process has certain development tools but the best approach
is to take leadership at whatever level you can, in whatever capabilities you
have. Once you are a leader, you think comprehensively about what you
do, you weigh things from all angles. It is important, he advised me, to take
responsibility and to practise authority regardless of how limited the authority
is within an organisation. Everyone could be a leader and everyone should
be a leader in their fields, he said.
I personally was very interested in what advice the most senior member of
Qatar’s oil and gas leadership would give to an ambitious young Qatari
engineer such as myself. I was thrilled to be able to ask what tips His
Excellency might have to offer me.
HE Al-Sada told me that to be successful it is essential to be a good team
player in order to deliver good results. He said that by working well with
and through others in the oil and gas sector the best results for an individual
can be achieved.
He went to say that everything an employee does is limited by time, so
managing time effectively will provide the balance to continue to progress
and grow your career.
HE Al-Sada advised me that by focusing on developing my competencies,
I am guaranteed to progress through my career path as Qatar will always
appreciate qualified and experienced engineers in the oil and gas sector.
Lastly, I was delighted to get the opportunity to discuss the energy sector’s
current employment trends, and ask what can be done to encourage more
women into the male dominated demography of the current workforce.
It is important, said HE Al-Sada, to have more women in the industry
in commercial and technical roles. This calls for attention to the coming
changes and opportunities that will rise with a more diverse workforce.
He said there are challenges in this which are acknowledged and are
being addressed as they arise because there is the will to employ and
retain women in the energy sector. n
SHELL WORLD QATAR
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QATAR SHELL
9
3
INNOVATION OPEN HOUSE
SHOWCASES PROGRESSIVE
ENERGY SOLUTIONS
Environmental, Economic and Human Development Pillars
Region’s inaugural Shell Open House
sees unveiling of a water lab at QSRTC
SHELL WORLD QATAR
“WE HAVE ADOPTED AN
‘OPEN INNOVATION’
STRATEGY TO ACTIVELY
SEEK COLLABORATION
WITH ACADEMIA AND
INDUSTRY PARTNERS
INTERESTED IN EXPLORING
INNOVATIVE SOLUTIONS
TO GLOBAL ENERGY
CHALLENGES, BECAUSE
SOWING THE SEEDS OF
INNOVATION ARE WHAT
THE INNOVATION OPEN
HOUSE AND THE SHELL
DIALOGUES ARE
ALL ABOUT.”
WAEL SAWAN,
CHAIRMAN AND
MANAGING DIRECTOR
OF QATAR SHELL
1
Today’s experts anticipate that by as early as 2030 the world may need 30
per cent more water and 40 per cent more energy. Unfortunately, only three
per cent of the total water on the planet is fresh, with the remaining 97 per
cent constituting salt water found in the oceans. The energy sector, like others,
is becoming increasingly concerned about water use as it becomes scarcer
globally, and the efficient use and re-use of water has become one of the
greatest research and development (R&D) challenges in the Middle East.
Together with its partner Qatar Petroleum, Qatar Shell is tackling the challenge
head-on through innovative research and thought leadership. Qatar Shell
Research and Technology Centre (QSRTC) recently hosted Shell’s first Innovation
Open House (IOH) in the region, showcasing the innovative deployment of
cutting-edge technologies that provide solutions to the world’s energy needs.
2
At the event, a survey conducted revealed that two-thirds of the attendees,
which included government officials, industry executives and senior academics
believe the onus is on governments to build the necessary partnerships in
order to solve the world’s water-energy nexus, with industry, academia and
individuals all bearing some responsibility.
“Technology and innovation are at the heart of everything Shell does, which
is why we invest more in (R&D) than any other oil and gas company, with
Qatar in particular playing an important role in Shell’s overall R&D strategy,”
said Wael Sawan, Chairman and Managing Director of Qatar Shell.
“Within our organisation we have adopted an ‘open innovation’ strategy to
actively seek collaboration with academia and industry partners interested in
exploring innovative solutions to global energy challenges. Sowing the seeds
of innovation are what the Innovation Open House and the Qatar Shell
Dialogues are all about.”
The Innovation Open House followed the May 2013 launch of the first in
a series of stakeholder workshops known as the ‘Qatar Shell Dialogues’.
The first debate brought together industry leaders, government and academia
to discuss how the energy industry can help build Qatar’s national capacity
and establish the State as a global R&D hub. The first edition of the Qatar
Shell Dialogues yielded 12 recommendations.
The second dialogue, held at the Innovation Open House, included a debate
on the water--energy nexus and saw participation from HE Dr Mohammed
Bin Saleh Al-Sada, Minister of Energy and Industry and Faisal Al Suwaidi,
President of R&D at Qatar Foundation.
The Qatar Shell Dialogues and Innovation Open House support Qatar
Shell’s $100 million decade-long investment in Qatar’s R&D sector through
its research centre known as the Qatar Shell Research and Technology
Centre (QSRTC). Aligning itself with the Qatar National Research Strategy,
QSRTC explores cutting-edge solutions in the key areas of energy and
environment under three themes: ‘Unlocking the Subsurface’, ‘Breakthrough
Products’ and ‘Water Solutions’.
As part of the ‘Water Solutions’ theme, QSRTC inaugurated a new
water research laboratory unveiled by His Excellency Dr Al-Sada at the
Innovation Open House. The new lab will provide technical support to
Shell and Qatar Petroleum’s Pearl GTL plant to continuously assess and
improve its efficiency, robustness and durability, as well as potentially
reduce its water footprint.
1 New seismic technology’s
demonstrated to HE Al Sada
and Faisal Al Suwaidi
2 An attendee viewing
microorganisms used in
Shell’s water treatment plant
3 Wael Sawan, with distinguished
guests - HE Al Sada, Faisal
Al Suwaidi and other leaders.
“The launch of the water laboratory at QSRTC is an important step in
addressing the efficient re-use of water, which is one of the greatest R&D
challenges in the Middle East” says His Excellency Dr Al-Sada. “The energy
sector is becoming increasingly concerned with water use as we continue to
see a global shortage of fresh water. Therefore innovative approaches and
technological advances in industrial operations are now a necessity to ensure
our water is re-used as much and as efficiently as possible.”
The Pearl GTL’s industrial water processing plant is the world’s largest site for
the recovery, treatment and reuse of industrial process water. The chemical
reaction that constitutes the foundations for GTL products produces water in
large quantities, and with a capacity to treat 280,000 barrels of water a
day. The Pearl GTL’s water treatment facility is comparable in size to a plant
serving a town of 140,000 people. Once cleaned and treated, this water
is reused and recycled for cooling and steam systems, while a small amount
is also used to maintain the greenery around the plant. n
SHELL WORLD QATAR
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11
SHELL WORLD QATAR
GLOBAL NEWS
RESEARCH COULD REVOLUTIONISE
THE SEARCH FOR OIL & GAS
THE WORLD’S LARGEST
FLOATING FACILITY
GOES TO SEA
Economic Development Pillar
New technology developed by Shell makes the search for hydrocarbons easier
Research and technology are core drivers of Shell’s
success and through the Qatar Shell Research
& Technology Centre (QSRTC) Qatar Shell is
committed to investing up to $100 million over 10
years on a world-class research and development
(R&D) programme. It is through this programme that
a ‘game-changing’ fibre-optic seismic system, that
holds the potential to revolutionise the search for
oil and gas, has been developed.
Recent field testing in Qatar of the lower cost, lighter
weight, ultra-high channel seismic technology was
successfully completed last year and the collected
data is being analysed at QSRTC using state-of-theart data processing, imaging and visualisation
techniques. It is hoped that this new technology
could represent a dramatic advancement for the
industry in finding onshore hydrocarbon resources,
as well as monitoring and enhancing production.
Field testing was done to demonstrate the ability of
the technology to provide enhanced images of the
subsurface when using this technology. And it has
the potential for large-scale deployment in Qatar
and the Middle East. The field tests of the fibre optic
system was a key step in testing its applicability in
Qatar before making the breakthrough onshore
seismic acquisition system commercially deployable.
According to Wael Sawan, Managing Director
and Chairman of Qatar Shell Companies, “Qatar’s
subsurface holds tremendous potential for oil, gas
and water. Developing and deploying innovative
technologies to support Qatar unlocking these
resources is a major focus area for our research
at QSRTC.”
The fibre-optic seismic system is part of a series
of initiatives that Shell has undertaken to improve
seismic data quality. Shell technologists recognised
the potential breakthrough of applying PGS’
underlying OptoSeisTM technology for onshore
seismic innovation. Shell has been collaborating
with PGS on the technology since 2010.
Shell floats hull for world’s largest floating facility
This technology represents just one of a number of
research and development programmes managed
by QSRTC to test new and emerging technologies
under the themes of Energy and Environment.
An ambitious project which will allow Shell to
unlock new energy resources offshore and produce
approximately 3.6 million tons of liquefied natural
gas has moved closer to completion. Prelude floating
liquefied natural gas plant (Prelude FLNG) will be
the largest floating facility ever built once complete.
1 A seismic sensor
Another key focus is water research and development
which is an integral part of the global Project and
Technology (P&T) GTL water research programme.
Water R&D in QSRTC is focused primarily on
providing support to Pearl GTL and is split into four
themes including water recycling, pilot plant studies,
bio-sludge re-use and salt. In the first part of the year,
pilot plant studies will start to investigate alternative
technologies and schemes for GTL effluent treatment
using advanced high rate anaerobic and aerobic
biotreatment technologies.
2 HE Al-Sada and Wael Sawan
opening the new water lab at
the QSRTC.
1
Now the 488 metre long hull of Prelude FLNG has
been floated out of the dry dock at the Samsung
Heavy Industries (SHI) yard in Geoje, South Korea,
where it is currently under construction. The floating
plant will allow Shell to produce natural gas at sea,
turn it into liquefied natural gas and then transfer it
directly to the ships that will transport it to customers.
Prelude FLNG is the first deployment of Shell’s
FLNG technology and will operate in a remote
basin around 475 kilometres north-east of Broome,
Western Australia for around 25 years. The facility
will remain onsite regardless of severe weather,
having been designed to withstand a category
five cyclone.
Part of the water R&D remit is to assist in the
development of Qatari staff members and also to
engage in sub-programmes for training of laboratory
staff in establishing and maintaining relationships
with research centres and Universities in Qatar to
tap into local opportunities for collaborations.
Other ongoing activities include experiments looking
at recycling of industrial effluent for potential re-use
as irrigation water and assisting in maintaining and
improving water and wastewater treatment processes
at Pearl GTL. n
2
Matthias Bichsel, Shell’s Projects and Technology
Director, said, “Making FLNG a reality is no simple
feat. A project of this complexity, both in size and
ingenuity, harnesses the best of engineering, design,
manufacturing and supply chain expertise from
around the world. Getting to this stage of construction,
given we only cut the first steel a year ago, is down
to the expert team we have ensuring that the project’s
critical dimensions of safety, quality, cost and schedule
are delivered.”
The structure has world’s largest non-disconnectable
internal turret ever built which is 96-metres tall.
Constructed in Dubai’s DryDocks World, the turret
has been shipped to Asia. It is where the anchor
lines and gas pipes come together, as the facility
moves, the turret remains stationary depending on
FLNG VESSEL LENGTH IN PERSPECTIVE
500m
400m
300m
200m
100m
Tornado Tower Aspire Tower
Qatar
Qatar
the waves, wind and current. The turret also contains
a fluid transfer system called a swivel stack which
is designed to safely and reliably transfer the gas
and other associated fluids between the subsea
system and the topsides.
The floating facility will chill natural gas produced
at the field to 162°C, shrinking its volume by 600
times so it can be shipped to customers in other
parts of the world. Ocean-going carriers will load
the LNG as well as other liquid by-products, such as
condensate and LPG, for delivery to market. It will
enable the development of gas resources ranging
from clusters of smaller more remote fields to
potentially larger fields via multiple facilities where,
for a range of reasons, an onshore development is
Eiffel Tower
France
FLNG
Taipei 101
Taipei
not viable. This can mean faster, cheaper, more
flexible development and deployment strategies
for resources that were previously uneconomic,
or constrained by technical or other risks.
Shell is the operator of the Prelude FLNG facility
which will weigh more than 600,000 tonnes
when fully loaded, displacing as much water as
a fleet of six US Navy aircraft carriers. It is a joint
venture with INPEX, KOGAS and OPIC, working
with long-term strategic partners, the Technip
Samsung Consortium. n
SHELL WORLD QATAR
12
13
SHELL WORLD QATAR
GLOBAL NEWS
EXPLORING THE
FUTURE OF ENERGY
Environmental and Economic Development Pillars
Shell’s New Lens Scenarios looks ahead
to 2100
With a 40-year history of using scenario planning to explore possible
future landscapes and aid strategic decision-making, Shell’s latest New
Lens Scenarios puts forth two different hypotheses of how the world could
develop in the 21st century, called Mountains and Oceans.
Wim Thomas, Shell’s chief energy adviser, leads a team of 15 based in
The Hague that explores the future and reports back to the present through
Shell scenarios projects. Looking at trends in the economy, geopolitics, social
change, energy and the climate as far ahead as 2100, they underscore the
critical role today’s government policies play in shaping the future.
“We try to explore the future so that when you get there it doesn’t feel
unfamiliar,” says Thomas. “Our scenarios always start from the present with
plausible, multiple pathways into the future. They take into account various
trends and expert views, and use quantification to paint a picture of how
the energy future may evolve.”
One scenario sees cleaner-burning natural gas becoming the most important
energy source globally by the 2030s and early action to limit carbon dioxide
emissions by widespread deployment of carbon capture and storage (CCS).
The other sees solar power becoming the top source by the 2070s, but with
slower results in addressing the threat of climate change.
The Mountains Scenario
The mountains scenario imagines a world of more moderate economic
development in which policy plays an important role in shaping the world’s
energy system and environmental pathway. Cleaner-burning natural gas
becomes the backbone of the world’s energy system, in many places replacing
coal as a fuel for power generation and seeing wider use in transport.
In the mountains scenario a profound shift in the transportation sector sees
global demand for oil peaking in about 2035. By the end of the century,
cars and trucks powered by electricity and hydrogen could dominate the
road. Technology to capture carbon dioxide emissions from power stations,
refineries and other industrial installations becomes widely used, helping to
reduce CO2 emissions from the power sector to zero by 2060.
Another factor in this scenario is the growth of nuclear power in global
electricity generation, with an increased market share of about 25 per cent
in the period to 2060. With these changes to the energy system, greenhouse
gas emissions begin to fall after 2030. Nevertheless, emissions remain on
a trajectory to overshoot the target of limiting the rise of global temperatures
by two degrees Celsius.
QP HOSTS SHELL WORKSHOP ON
THE FUTURE OF ENERGY
The Oceans Scenario
However, the oceans scenario predicts a more prosperous, volatile world
with an energy landscape shaped mostly by market forces and civil society,
with government policy playing a less prominent role. Public resistance and
the slow adoption of both policies and technology limit the development of
nuclear power and restrict the growth of natural gas outside North America.
Coal remains widely used in power generation until at least the middle of
the century. Without strong support from policymakers, CCS struggles to
gain momentum. This means electricity generation becomes carbon-neutral
30 years later in the oceans scenario than in the mountains scenario.
Higher energy prices encourage the development of hard-to-reach oil
resources, as well as the expansion of biofuel production. Oil demand
continues to grow, plateauing after 2040. High prices also spur strong
efficiency gains and the development of solar power. Liquid fuels still
account for about 70 per cent of road passenger travel by mid-century
in the oceans scenario.
“WE TRY TO EXPLORE THE FUTURE SO THAT
WHEN YOU GET THERE IT DOESN’T FEEL
UNFAMILIAR. OUR SCENARIOS ALWAYS START
FROM THE PRESENT WITH PLAUSIBLE, MULTIPLE
PATHWAYS INTO THE FUTURE.”
WIM THOMAS,
SHELL’S CHIEF ENERGY ADVISER
Shell presented the results of its global study on future energy
trends at a workshop hosted by Qatar Petroleum last year.
The Shell study, New Lens Scenarios, focuses on areas that are
fundamental to the development of energy and environmental
systems in the 21st century.
By 2070, solar photovoltaic panels become the world’s largest primary source
of energy. Wind energy expands at a slower pace, due to public opposition
to large installations of wind turbines. Elevated demand for coal and oil, a lack
of support for CCS and less natural gas development outside of North America,
contributes to about 25 per cent higher total cumulative greenhouse gas emissions
than in the Mountains scenario as a renewable route is preferred.
“These scenarios show how the choices made by governments, businesses and
individuals in the next few years will have a major impact on the way the future
unfolds,” says Peter Voser, Shell’s former Chief Executive Officer. “They highlight
the need for business and government to find new ways to collaborate, fostering
policies that promote the development and use of cleaner energy, and improve
energy efficiency.”
World energy demand is set to double within the next 50 years, as the world’s
population grows to 9.5 billion by 2060. With the rapid growth of emerging
economies lifting hundreds of millions of people out of poverty, all the assumptions
in the scenario planning may not come to pass. However, the scenarios project
ensures that Shell is better prepared for unexpected events when they do ensue. n
To explore Mountains and Oceans in more detail, download Shell’s New Lens
Scenarios at www.shell.com/scenarios
With global energy demand increasing by as much as 80% by
2050, Shell scenarios attempts to analyse the long-term trends
in economics, energy supply and demand, geopolitical shifts
and social change and their impact over the next fifty years
and beyond.
H.E. Dr. Mohammed bin Saleh Al-Sada, Minister of Energy and
Industry, attended the workshop and Shell also presented the results
to key senior representatives from other governmental organisations.
H.E. Dr. Al-Sada said he was pleased to attend the session to
understand of Shell’s future forecast of energy trends. “These
discussions are always stimulating and help create a productive
discussion of different scenarios of energy supply and demand
mechanisms and different options for managing them,” he said.
Qatar is the largest supplier of LNG in the world with a total
annual capacity of 77 million tonnes and is therefore keen to tap
into the expertise of its partners to analyse future trends in energy.
As energy and water demand continues to grow in Qatar due to
rapid growth in population and the expansion of energy intensive
industries, the connection between energy, water and food
systems and the impact of growing global urbanisation are
particularly relevant to Qatar.
SHELL WORLD QATAR
14
15
1
SHELL WORLD QATAR
2
EMPOWERING
LOCAL SMES IS
GOOD BUSINESS
Social, Economic and Human Development Pillars
Last December, Qatar Shell capped a year-long journey towards increasing the
number of home-grown companies in its supply chain with a celebration that saw
a further three local SMEs join the Qatar Shell family.
3
“OUR CONTRIBUTION TO THE
EMPOWERMENT OF LOCAL SMES,
ENABLING THEM TO COMPETE
INTERNATIONALLY, IS ALL IN SUPPORT OF
THE QATAR NATIONAL VISION 2030 AS
WELL AS ITS NATIONAL DEVELOPMENT
STRATEGY AND WE LOOK FORWARD TO
ANNOUNCING ADDITIONAL BUSINESS
OPPORTUNITIES IN 2014.”
WAEL SAWAN
CHAIRMAN AND MANAGING DIRECTOR
OF QATAR SHELL
The journey began in February 2013 when Qatar Shell partnered with Qatar
Development Bank (QDB) to provide local companies and manufacturers with
access to new business opportunities aimed at bolstering the nation’s private sector.
Just three months later, QDB and Qatar Shell introduced four specific business
opportunities to over 100 local SMEs – opportunities that would allow them to
become the supplier of choice to the world’s largest GTL plant – Pearl GTL.
Qatar Shell’s collaboration with QDB is a crucial element in its contribution to
the maturity of the country’s private sector. This is due to the fact that QDB plays
a vital role in nurturing local SMEs through financial aid, continual support and
other opportunities. This joint initiative demonstrates the numerous advantages of
private-public partnerships (PPPs) regarding the growth of local business.
Evidently just three months after the formation of their partnership, QDB and Qatar
Shell revealed four business opportunities to over 100 local SMEs – opportunities
that would allow them to become the supplier of choice to the world’s largest GTL
plant, Pearl GTL.
Following the announcement of the tenders, a total of 26 local companies registered
their interest. By the end of 2013 and after a rigorous vetting process, three local
SMEs were awarded contracts. This landmark agreement saw Qatari Industrial
Equipment WLL, GEA Batignolles Technologies Thermiques Qatar WLL, and
SnowComms Conceptual Communications and Events, hired for manufacturing
personal protective equipment, heat exchanger re-tubing, and translation
services respectively.
“These SMEs were chosen for their ability to adhere to Shell’s technical standards
and global tendering process, developed through years of dedicated work on
the world’s largest energy projects,” commented Wael Sawan, Chairman and
Managing Director of Qatar Shell. “Our contribution to the empowerment of local
SME’s, enabling them to compete internationally, is all in support of the Qatar
National Vision 2030 as well as its National Development Strategy and we look
forward to announcing additional business opportunities in 2014.”
1 Abdulaziz Bin Nasser Al Khalifa,
Chief Executive Officer, Qatar
Development Bank with Wael Sawan,
Chairman and Managing Director of
Qatar Shell
2 Enterprise Challenge Qatar 2013
participants at the university final
3 The Challenge drew students from
high schools in Qatar’s northern regions
The Enterprise Challenge: Investing
in tomorrow’s entrepreneurs
In addition to contracting with existing local companies, wherever Shell
operates in the world the company is keen also to inspire and encourage
future potential entrepreneurs. Extending its support to budding entrepreneurs
in Qatar, Qatar Shell organised again this year, in partnership with Bedaya
Centre, the Enterprise Challenge Qatar. The Challenge aims to foster an
entrepreneurial spirit in Qatar’s youth and to equip them with practical
business knowledge and skills. The programme consists of two parts: the
Ethical Business Challenge which tests students’ ability to balance the
economic, environmental and social performance of their company, and
the Business Simulation, which is designed to familiarize students with general
business concepts from inception through to trading, finance, sales, marketing
and production.
Having begun with a handful of teams last year, the 2013 challenge saw
widespread participation from a total of 430 students from nine universities,
and six high schools in Al-Khor and Al Shamal (Qatar’s Northern Communities),
a key focus of Qatar Shell’s CSR programmes. The Enterprise Challenge is
a business simulation originally developed by Mosaic, an initiative of His Royal
Highness the Prince of Wales for young people around the world. Shell is the
founding sponsor of Mosaic in Qatar.
“Qatar Shell recognises that cultivating and encouraging entrepreneurship
begins with another kind of investment - in young minds,” said Wael Sawan.
“Therefore, providing students with business skills and the practical tools to
ultimately succeed in a real business environment is of the utmost importance
to fulfil the Qatar National Vision 2030.”
Wael Sawan addressed the winners of the University Challenge, who were
recognised at the opening of the Global Entrepreneurship Week (GEW-Qatar)
2013 in Doha, an event held in tandem with other events around the globe
that celebrate innovators and job creators.
“As a gold sponsor of GEW-Qatar, we were thrilled to be able to provide
our support to an event that gathers business minds and academia alike in
efforts to foster a culture of entrepreneurship,” said Sawan. “At Qatar Shell,
we strongly believe that supporting entrepreneurship within the local community
is crucial to ensuring a sustainable and diverse economy.”
The first place winners were the “Qatarans” of Carnegie Mellon University
in Qatar, who made a net profit of QAR 37 million in the final round
of the business simulation. Meanwhile the “Kregs Co” of Texas A&M
University in Qatar, with a net profit of QAR 30 million, were the runners
up. The “High Flyers” from Stenden University in Qatar, came third with
a net profit of QAR 28 million. n
SHELL WORLD QATAR
16
SHELL WORLD QATAR
17
ROAD TO SAFETY –
SHELL’S MEASURES TO
ENSURE A REDUCTION
IN ROAD ACCIDENTS
Qatar Shell team at the ITS Road
Safety Forum Qatar 2013
Social Development Pillar
“Road traffic crashes take the lives of nearly 1.3 million people and injure up
to 50 million more every year,” according to Mike Watson, Shell’s Global
Road Safety Manager. “This is a huge number and indicates a problem of
epidemic proportions.”
Addressing the audience of the ITS Road Safety Forum Qatar 2013 as
the keynote speaker, Watson urged all organisations to get on board with
road safety initiatives. He said, “If a company makes a conscious decision
to address road safety it can make a difference. They’ll need to look at
driver behaviour, look at infrastructure, and look at law enforcement and
regulation. My role was created in 2008 because Shell realised that the
number one cause of death in our workforce of employees and contractors
was road fatalities.”
Shell is an active member of the United Nations Road Safety Collaboration
Committee, and supports the UN-led Global Decade of Action, which
aims to save five million lives by 2020. Shell also conducts community and
corporate programmes, in conjunction with several NGOs, governments
and private sector companies around the world, to help address the issue.
The initiatives focus on education of schoolchildren, improvements to road
layout and design, road safety campaigns, and crucial post-crash
emergency response.
Closer to home, Qatar Shell organised a community event in Al Khor last
summer that featured simulators designed to demonstrate the effects of car
accidents. The company is also working with the Ministry of Education in
a pilot scheme that aims to raise awareness of road safety among children.
Safety is always the top priority at Shell and the company aims for zero
fatalities and no incidents that harm people, the environment, or to put its
neighbours or facilities at risk. In addition to a strict internal road safety
regime for its own staff members and contractors, Shell has adopted the
‘12 Life-Saving Rules’. These have a strong focus on road safety habits
including always wearing a seat belt, never using your mobile phone whilst
driving, and observing road regulations.
“LEADERSHIP HAS A CRITICAL ROLE TO PLAY IN
HSSE POLICY. LEADERS HAVE NO CHOICE BUT
TO SET AN EXAMPLE AND SO LEADERS NEED
TO STEP UP TO THE PLATE. THEIR BEHAVIOUR
IMPACTS THOSE AROUND THEM AND CREATES
A CULTURE, WHICH WILL BE THE OVERALL
CULTURE OF AN ORGANISATION. THE CULTURE
WE TRY TO INSTIL AT SHELL IS ONE OF SAFETY.”
MIKE WATSON,
GLOBAL ROAD SAFETY MANAGER
Seat-belt laws should cover
both front and rear
seat occupants
111
countries have comprehensive
seat-belt laws covering all car
occupants
This covers
4.8 billion
people... or
69%
of the world’s population
Explaining the importance of the rules, Watson said, “Shell works with
approximately 450,000 contractors on a daily basis. Our global outreach
as a company is close to about a million people. Our vehicles travel around
1.1 billion kilometres per year - the equivalent to 75 times around the world
daily. Obviously with a million people on board, and that many miles
travelled, consideration for safety, for the environment and our communities
and the development of our future energy projects is our prime concern and
lies at the core of our operations.”
Watson believes that it is the responsibility of the organisation’s leaders to
implement change. He added, “Leadership has a critical role to play in
HSSE policy. Peter Voser, the former CEO of Shell, said that poor safety is
nothing more than a lack of leadership. Leaders have no choice but to set
an example and so leaders need to step up to the plate. Their behaviour
impacts those around them and creates a culture, which will be the overall
culture of an organisation. The culture we try to instil at Shell is one of
safety. We don’t want to harm people and we don’t want to harm the
environment. This needs good discipline, good focus, teamwork and
a shared vision.”
Mike went on to say that companies and their leaders face a balancing act
when it comes to safety, costs and scheduling. “This is a challenge for most
companies that have to consider profitability and scheduling,” he said, “but
we have found as a company that good safety actually improves profitability
and scheduling. For example when developing plans for the Pearl GTL plant,
the world’s largest gas-to-liquids facility, back in 2007/8 we undertook an
environmental impact study. This is standard procedure before any new
project, to evaluate risks associated with the project.The study suggested
there could be up to eight road-related fatalities and this was unacceptable
to us. We wanted to have no construction fatalities on this project. In order
to achieve this we obviously needed focused controls. Therefore the goal
zero concept was introduced to contractors and road safety expectations
were enforced in order to mitigate the risk to people.”
Other measures used to reduce risk included the enforcement of the 12
Life-Saving Rules and vehicle monitoring technology, as well as extensive
safety training and the use of seat belt convincers for thousands of employees
and contractors. By the end of the project 340 million kilometres had been
driven without serious injury. There was a reduction of 40 million kilometres
of potential travel in passenger cars by bussing up to 52,000 workers onto
site, and a significant reduction in emissions as result. These measures are
sustainable and have become the benchmark against which other projects
are measured. n
Speed: the facts
A 5% cut in average
speed can result in...
0
100
5%
30%
reduction in the
number of fatal
crashes.
Urban speed limits of
50km/h can reduce
injuries and deaths:
114
countries apply urban
speed limits of less than
or equal to 50km/h.
Reducing speed in urban areas is essential to protecting
pedestrians and bicyclists:
100
59
countries
countries have legislation that
permits local authorities to reduce
national speed limits.
e.g. to 30 km/h around schools.
have implemented an
urban speed limit of
50km/h or less...
...and allow local
authorities to reduce
these limits.
30
km/h
SHELL WORLD QATAR
18
19
SHELL WORLD QATAR
3
“WE SEE IN QATAR THE VISION AND VIGOUR WITH WHICH
THE LEADERSHIP IS MAKING THE MOST OF ITS NATURAL
ENDOWMENTS, AND THE CARE WITH WHICH IT IS
INVESTING IN THE FUTURE. WE ARE PRIVILEGED TO BE
PLAYING A PART IN THAT VISION AND LOOK FORWARD TO
BEING A RELIABLE LONG-TERM PARTNER IN QATAR’S
CONTINUED PROGRESS.”
PETER VOSER,
THE FORMER CEO OF SHELL
CELEBRATING UNIQUE PARTNERSHIPS
Social, Environmental, Economic and Human Development Pillars
Gifting a piece of Qatar’s history to the State,
Shell commemorates former CEO Peter Voser’s efforts
and welcomes incoming CEO Ben van Beurden
It has been a decade since Shell signed an agreement with Qatar Petroleum
(QP) to construct the Pearl Gas To Liquids (GTL) plant in the Ras Laffan Industrial
City in Northern Qatar. With the first phase of the project having been
completed in 2010, Pearl GTL is now the world’s largest source of GTL
products, capable of producing 140,000 barrels a day.
1
To commemorate this milestone, Qatar Shell hosted a reception to honour
outgoing Shell CEO, Peter Voser’s contributions to the development of this
unique partnership, as well as his three decades of service at the company.
The celebrations also welcomed Voser’s successor, Ben van Beurden.
Showcasing the pioneering work done in collaboration between QP and
Qatar Shell, in support of offshore exploration and production efforts in
Qatar in the early 1960s, the Seashell Rig was a precursor to the offshore
exploration and production undertaken by Shell in Qatar today.
Marking this milestone with a gift to the State of Qatar, Shell provided
a model of the Seashell Rig drilling platform to the new National Museum
of Qatar for showcase upon its completion.
The model was presented to HE Sheikha Al-Mayasa bint Hamad Al-Thani,
Chairperson of the Qatar Museums Authority (QMA) in the presence of
VIPs, including HE Abdullah Bin Hamad Al Attiyah, President of the Qatar
Administrative Control and Transparency Authority, HE Dr. Mohammed Bin
Saleh Al-Sada, Minister of Energy & Industry, Peter Voser, Former Chief
Executive Officer, Shell and other QP Directors and Ambassadors.
Shell also released to the State, the rights to historic footage of the early
days of Qatar’s offshore oil and gas industry, dating back to the 1950s.
The films are titled Island of Steel, Seashell and Land of Dew.
“We thank Qatar Shell for these gifts that serve as tangible evidence of the
important role the oil and gas industry has had in the development of our
nation, and we will proudly add these gifts to the Museum’s collection,”
said HE Sheikha Al Mayassa.
The Seashell Rig holds a unique place in Qatar’s history as it discovered
two of Qatar’s earliest offshore oil fields, Idd Al Sharqi and Mayden
Mahzen. Originally constructed in 1959, the Seashell Rig drilling platform
began its voyage to Qatar from the Gusto Shipyard in Rotterdam in the
Netherlands. It was designed to drill wells to a depth of 15,000 feet in
up to 90 feet of water, withstanding waves and winds of up to 30 feet and
100 miles per hour respectively.
2
“Shell is an extremely proud partner of QP and the State of Qatar,” said
Wael Sawan, Managing Director and Chairman of Qatar Shell Companies.
“The presence of both Peter Voser and Ben Van Beurden as we gift these
pieces of history to the QMA, exemplifies the importance we place on such
relationships. While we extend our warmest wishes to Peter on his retirement,
we also look forward to Ben’s leadership in helping Shell to continue to
contribute long-term to Qatar’s continued progress.”
In addition, the reception served to highlight Shell’s history in Qatar and
its ground-breaking projects with QP. This includes contributions to the
development of the country’s abundant resources, while simultaneously
providing rewarding careers for Qatar’s growing professional class.
1 Ben Van Beurden Shell’s new CEO
with Wael Sawan, MD Qatar Shell
2 Peter Voser, Shell’s former CEO
with HE Abdullah Al Attiyah
3 Sheikha Al-Mayassa bint Hamad
Al-Thani, HE Abdullah Al Attiyah,
HE Al Sada with Peter Voser and
Ben van Beurden
“We see in Qatar the vision and vigour with which the leadership is making
the most of its natural endowments, and the care with which it is investing
in the future. We are privileged to be playing a part in that vision and
look forward to being the energy partner of choice in Qatar’s continued
development,” said Voser.
Shell aims to merge its strengths with the aspirations of the Qatari people,
and does this in partnership with Qatari institutions such as QP. Together
the partnership generates revenue for the State of Qatar that contributes to
the economic pillar of the Qatar National Vision 2030. However, beyond
QP, Shell works with a wide variety of other Qatari institutions to develop
long-term sustainable capacity, and contribute to Qatar’s human, social
and economic and environmental development, ensuring a positive
national legacy. n
SHELL WORLD QATAR
‫عالم شل قطر‬
DURING 2013, OUR
PARTNERSHIP WITH
QATAR PETROLEUM
AND OTHER QATARI
INSTITUTIONS ALLOWED
US TO CONTRIBUTE IN
MANY MEANINGFUL
WAYS IN SUPPORT OF
THE FOUR PILLARS THAT
UNDERPIN THE NATIONAL
VISION. WAEL SAWAN,
MANAGING DIRECTOR
AND CHAIRMAN OF
QATAR SHELL COMPANIES
‫ســاهمت شــراكتنا مع‬
‫ وغيــرها‬،‫قطر للبتــرول‬
‫من المؤسسات المحلية‬
‫ في‬،2013 ‫خالل عام‬
‫إتاحة الفرصة لشل قطر‬
‫لدعم الركائز األساســية‬
‫األربعة التي تقوم عليها‬
‫رؤية قطر الوطنية بطرق‬
‫ الشــيخ ثانـــي‬.‫متعددة‬
‫ نائب‬،‫بن ثامــر آل ثانــي‬
‫المدير العام‬