02 Executive Summary

05 GIQ Industry Survey Golden Opportunities for Positive Disruption? 22 Power security? Get Creative 06 Ministerial Interview By Adam Sieminski, President, KAPSARC H.E. Khalid Al Falih, Minister of Energy, Industry & Mineral Resources, Kingdom of Saudi Arabia 24 Digital Excellence? Curate a New Culture By Michael Train, President, Emerson & 10 Leadership Insights Chairman, Emerson Automation Solutions How the 4th Industrial Revolution Toolbox can Propel the Saudi Vision 2030? 28 Energy Cybersecurity: Think Hackers Out of the Game By Ronnie Rahman, Director of Cyber Security, 14 CEO Insights Honeywell EMEA & APAC Digital Disruption & Integration of Downstream 4.0? 30 To Spur Saudi’s Innovative Spark – Collaborate 18 The Saudi Industrial Revolution 4.0 By Olof Arnman, General Manager, By Dr. Mohammed Al-Majed, Senior Advisor, Saudi Arabia & Bahrain, McDermott International Ministry of Energy, Industry & Mineral Resources, Kingdom of Saudi Arabia 32 Circular Economy: Why Should Energy Markets Care? By Mazin Albahkali, President & CEO, GE Power Services, 20 US Shale Revolution Part 2: Saudi Arabia & Bahrain Implications for OPEC and Saudi Arabia? By Dr. Anas Alhajji, Managing Partner, 36 List of participants Energy Outlook Advisors

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Managing Partner Managing Editor Editor Director of Design email: Sean Evers Annette Montegiove Michelle Meineke Carl Bergman [email protected] The Saudi Saudi Arabia 4.0 4.0 Industrial Revolution EXECUTIVE SUMMARY TOP 10 RECOMMENDATIONS

nergy security enables Our country is witnessing a giant These Top 10 Recommendations were harvested from the brainstorming sessions held civilizations to thrive, transformation, which requires doubling the E to push intellectual and with 350 stakeholders during the Gulf Intelligence Saudi Arabia Energy Forum: geographical boundaries. size and diversity of the national economy, including The Next Best Steps for Saudi Energy Sector to Leverage the 4th Industrial Revolution? The need for an unshakeable the mining sector, to meet the increasing global foundation of supply – of fossil fuels 1. One Size Does Not Fit All and increasingly, renewables – binds and domestic demand for energy through the Digital tools should be leveraged and positioned specifically us all. Therein lies the deep-rooted to suit business needs; this results in tangible added value relevance of the how the 4th Industrial development and diversification of the energy mix. and a sharpened competitive edge. Companies should acquire Revolution (4IR) is unfolding in one This includes traditional hydrocarbon sources, as well a full understanding of the 4IR to decide on their speed and of the world’s most successful and depth of adoption. influential energy economies: the as renewable energy sources and nuclear energy.” Kingdom of Saudi Arabia. H.E. KHALID AL FALIH 2. Achieve 100% Real-Time Visibility Data science. Mobile supercomputing. MINISTER OF ENERGY, INDUSTRY & MINERAL RESOURCES, KINGDOM OF SAUDI ARABIA This requires the installation of digital support sysems under Intelligent robots. Industrial Internet the umbrella of the 4IR to bolster immediate connectivity and Of Things (IIoT). Predictive Analytics. correctly, it will make the value chain and green financing, among many other clarity on all parts of the value chain. This leads to increased Self-driving cars. Electrification. All these much safer and more efficient, affordable efforts. This is an inspirational period safety, revenues, environmental efficiency and reputational are possible because of the 4IR; a digital and environmentally-friendly than ever for youngsters in the Middle East and value. Transparency pays – literally. overhaul that is reshaping the global – all invaluable features amid escalating North Africa (MENA), many of whom are 7. Talent Development: Ignore at Your Peril energy market and how we work within market pressures. For one, BP Outlook seeking job opportunities and modern 3. Market Forces Dictate Implementation The successful application of a digital toolbox requires continual it. Have no doubt: the transformation expects energy consumption in the career paths. The same applies to more Adoption of the 4IR is best done via commercial pressures, education. This encompasses coordination between academia, will be unlike anything humankind has Middle East alone will rise by 55% by experienced staff as this uncharted leaving public policy to focus on incentives that encourage government and industry on educating, training and developing experienced. For nearly half a century, 2040. Adapting and thriving amid this territory enables them to flex their the growth of new industries and small and medium-sized a multidisciplinary, curious and digitally fluent workforce. There since the 1970s and in alignment with overhaul will not happen automatically. wisdom and knowledge, garnered over enterprises (SMEs). Following this dual structure creates is no finish line to our ability to learn and adapt. Moore’s law, computer power has Hard but rewarding graft lies ahead. decades. sustainable market growth, including coveted higher value doubled every year. This means more jobs. 8. Increase Advisory Centers and Digital Platforms data has been generated over the past Game changers Saudi Arabia pioneered its way to Such establishments and platforms can showcase, advise on two years than in all previous recorded This is especially pertinent as the 4IR the top of the global energy league 4. Invest in Cybersecurity and lease the application of latest technologies available in the history. At this staggering rate of positive coincides with the greatest paradigm table throughout the 20th century, Digital protection cannot be overlooked; companies must kingdom. This is especially valuable for SMEs, which typically disruption, one fact is clear: slow movers shift in the energy markets for more reaffirming its pole position ever always be one step ahead of cyberhackers. Companies must operate on tight budgets. will be left behind. than a century: the energy transition since. The question marks that lie carefully consider how much enhanced external connectivity Energy markets must be agile, creative towards a lower-carbon world. As per ahead abound; many successful is absolutely required and try and limit unnecessary exposure. 9. Bolster Cross Border Collaboration and collaborative. Cornerstones of the ambitious and much-needed Paris energy entities are understandably Energy markets are becoming increasingly interconnected and society in Saudi Arabia and beyond – Agreement, Saudi Arabia and other left scratching their heads over 5. Standardization Matters: Spur Application Saudi Arabia lies around the heart of these supply-demand government, industry, academia and governments in the Middle East have the how to merge fossil fuels and The greater the uptake of the 4IR, the greater the need for flows. Deeper collaboration across the Gulf and wider Middle the public – must work together to bolstered their environmental agendas renewables affordably and efficiently. standardized systems and criteria. This ensures all entities East would be a win for the region as it seeks to improve energy leverage this digital gold dust. If managed to promote renewables, energy efficiency But as highlighted in this Special along the value chain are on the same page and most security while reducing reliance on international imports. Report, Saudi Arabia has already taken importantly, it safeguards operational and public safety. innovative strides towards a larger yet 10. Inspire a Culture of Innovation th environmentally sustainable energy 6. Implement Smart Meter Data At Power Utilities Smarts and creativity are required in equal measure to be a Definition: 4 Industrial Revolution market. As we near the 2020s, the Maximizing efficiencies and managing consumption and digital leader, especially in the energy transition. An ability to It is a new chapter in human development, enabled by extraordinary technology advances that kingdom’s pace will only accelerate, production requires a consistent and accurate feed of innovate – the commercialization of novel ideas – requires a commensurate with those of the first, second and third industrial revolutions. These advances carving out an entirely new roadmap are merging the physical, digital and biological worlds in ways that create both huge promise information. Therein lies the value of smart meter data and supportive ecosystem. This encompasses promoting critical that can act as a beacon to other and potential peril. The speed, breadth and depth of this revolution is forcing us to rethink how a digitalized and decentralized electricity sector, which more thinking in education to improving financial channels for SMEs countries still finding their way. countries develop, how organizations create value and even what it means to be human. accurately marries demand with supply and also increases and entrepreneurs. Today’s students and employees must evolve World Economic Forum (WEF) Watch this space. customer choice. into tomorrow’s energy champions.

2 Special Report Thegulfintelligence.com 3 Advocates & Legal Consultants SURVEY – INDUSTRIAL REVOLUTION 4.0 Golden Opportunities for Positive Disruption?

The more Saudi Arabia’s industrial companies adopt the 4IR Toolbox – such as big data Speed is the defining factor for success in this 4.0 digital science, predictive analytics, artificial 86% transformation. Lagging behind is simply not an option. intelligence, robotics, automation, blockchain 76% and 3D visualization – the faster the kingdom A. Agree Al Tamimi & will achieve the goals of Vision 2030? B. Disagree

Company, the legal A. Agree

B. Disagree 24% power to assist you and 14% your business in

Is Saudi industry doing enough to be ahead of the Apple CEO Tim Cook told his shareholders in Saudi Arabia and across digital transformation curve? January that the company had been completely % 82 blindsided by “the magnitude of the economic A. Yes deceleration” in China in 2018. Hands up, if unlike 55% the Middle East the Apple CEO, you knew China was experiencing No % B. slowest growth since 1990? 45

A. My company/institution knew it was coming and so we are prepared

B. My company/institution is not 18% prepared for a significant China slowdown in 2019

Downstream industries in Saudi Arabia and across NIDLP have established Capacity Development Centers Downstream industries in sectors, such as power, the Middle East are not moving fast enough to take specialized in Industry 4.0 technologies to enable mining, refining and petchems, all have the potential to advantage of the new 4.0 digital tools available leading industrial players to use modern technologies harvest massive amounts of new data points. Should that will assist them to increase competitiveness and companies look to monetize this to develop new productivity. Do you think it would be useful to go one business opportunities? step further and introduce a rating system to measure and rank companies and institutions on their success in adopting 4IR tools?

25% 75% 32% 68% 12% 88% Disagree Agree No Yes No Yes

Gulf Intelligence Saudi Arabia Energy Forum.indd 1 5/14/19 3:08 PM possible to implement these and one of those has #1 been the dream to create the world’s largest oil and Saudi Aramco is energy petrochemical companies. As a former CEO the world’s largest of Saudi Aramco, we had a vision within the company company. to create an integrated energy petrochemical giant that would add value to the hydrocarbon value chain. SABIC is the way to do this because there is a lot of $69bn overlap geographically and in terms of the molecule The volume of finance flow from upstream to midstream to downstream, as that Saudi Aramco will well as complementarity between the two portfolios. supply as part of its It would have been unthinkable a few years ago purchase of PIF’s stake in SABIC. because SABIC has always been seen as a national champion with a standard of their own. But with the vision of breaking barriers and paradigms, it is now x2 turning into a reality. This acquisition will realize There are two synergies and integration opportunities not just for dimensions to the Saudi Aramco, but more importantly for SABIC and kingdom’s gas plans. its minority shareholders. So, it is value creation all Firstly, to increase round and we hope to close the SABIC deal in the domestic production, coming six months. including shale gas reserves, and to leverage gas as the MC: Will the funds that flow from this deal reenergize preferred feedstock the ambitions of the kingdom to deliver on Vision 2030? for the rapidly growing petrochemicals market. Secondly, to Khalid Al Falih: The vision of the PIF is very bold and sharpen the kingdom’s goes way beyond the $69 billion that Saudi Aramco competitive edge will provide through the SABIC deal. The vision in the global gas is both domestic and global. It’s about the mega markets. projects that will turbo charge many of the pillars of our future economy. This will need capital also from other assets that are non-strategic, that the PIF may 2025 own that they choose to exit. The kingdom, already the world’s biggest oil producer, plans to MC: What kind of assets? be a significant gas exporter by 2025. Khalid Al Falih: It’s premature to specify, but my point is that the PIF is going to be an active and not a passive investor. The objective is to create 9.8bn value for the kingdom, first and foremost, through The global population in-country investments and also by looking globally will climb by more and strategically to acquire emerging companies and than 2 billion - a 27% industries, creating value for them. At the same time, increase - by 2050 to 9.8 billion. This leveraging those acquisitions and investments for the is the equivalent of benefit of the kingdom’s strategy. nearly duplicating the entire population MC: Was the recent Saudi Aramco bond roadshow of China and India, Mannus Cranny (MC): Your Excellency, is the Saudi a curtain raiser to perhaps coming back to the bond MINISTERIAL INTERVIEW the world’s most Aramco deal to buy PIF’s stake in SABIC one of the populated nations, market again? seminal moments of transformation for Saudi Arabia? by mid century. What does this mean? Khalid Al Falih: I think Saudi Aramco will establish a H.E. Khalid Al Falih Khalid Al Falih: The kingdom is going through a Investing in lower- permanent presence in the capital markets that will carbon energy - gas, phenomenal transformation. You see it in social LNG and renewables, have both debt and capital. It is the world’s largest Minister of Energy, Industry & Mineral Resources activities, in economic activities, amongst the youth, for example - to meet company and is obviously going to have all the tools amongst business enterprises. You see it present in rising demand is a at its disposal to access capital markets. Paying for Kingdom of Saudi Arabia the reforms and every government agency. And you safe bet. the SABIC deal was not the primary or only reason see it in the sound strategies that have always been for accessing the bond market; the company needs to on paper but that have previously found difficulty in lever up and have some debt and instruments on our Moderator: Manus Cranny, Anchor, Bloomberg TV getting implemented. Vision 2030 is now making it balance sheet.

6 Special Report Thegulfintelligence.com 7 MC: In terms of the kingdom’s economic transformation, what are the ambitions for gas? IN FOCUS: OPEC+ MC: You’ve been producing are comfortable. You saw Khalid Al Falih: There are two dimensions to 9.82m barrels, which is a in early April that for the gas. One is domestic where gas is the feedstock MC: Will the group extend other countries keeping their four-year low. Many people first time in almost two of choice for our petrochemicals. It’s low cost to output cuts beyond June this October 2018 production are applauding you and saying months, the number of rigs crack and it’s plentiful and it’s reliable and we year? level. So, we have to watch you have done the big job. Are in the US rose. Many would need to increase that. There is also a second wave them. We need to see what you prepared to cut further to consider this bearish, but of gas development that has emerged over the last Khalid Al Falih: Our objective happens with Venezuela and achieve market balance? I would consider it as one few years by Aramco, which is to develop our own to bring inventories back to with the sanctions, which of the vital signs that the unconventional resources, mostly shale gas, in a reasonable level remains the US waived in November. Khalid Al Falih: If you look market is coming back to eastern Saudi Arabia, but also other formations in unchanged. We have seen All these factors will at 2017-2018, by the time health. the north that have been used to fuel phosphate how sensitive oil markets are impact the fundamentals. it was all said and done, mining and manufacturing development. Gas to inventories and how when Ultimately, the 1.2m barrels the kingdom was almost MC: What is the most under- is also the fuel of choice for power generation, production is increased in was a balancing based on exactly on the dot with the priced risk for the market in so dry gas or natural gas will be used to displace the second half of the year assumptions of demand and voluntary production level your mind? What’s the next 600,000 – 800,000 barrels of liquids that are going for the usual reasons, how supply and US production. that we agreed to back in shoe to drop? mostly to power, but some to water desalination. quickly markets react. We The closer we are to June, the December 2016. During that Both sectors will be reformed, and their efficiency want to avoid that scenario more informed our decision two-year period, we were Khalid Al Falih: improved dramatically, by changes in the fleet and materializing again. Given will be on the next steps. able to stabilize the market’s Geopolitical risk. There power generation by switching a lot of our water the kingdom’s financial response with market are times when the market desalination to reverse osmosis technologies. The position and our scale, MC: Is Russia on board in dynamics that changed overprices this and times second dimension for gas is global. We realize that our volumes can probably general about a possible unexpectedly. But at the end when it under prices oil will continue to grow, but gas will grow faster. withstand some of these extension? of the day, we were on track it. It’s unfortunate that shocks more than others. We and we met our obligations. many countries – from MC: Does that mean that you’ll have to buy assets have seen companies having Khalid Al Falih: The dynamics The kingdom is the world’s Venezuela to Algeria and globally? to change investment plans in Russia are different from largest exporter and the Libya, Syria and Yemen, all and some of the poorer any other country. It also country that has, by far, Khalid Al Falih: The market is the implementation is moving of which have oil – are in Khalid Al Falih: Anything in excess of our domestic countries hurt, so we want has different geopolitical the largest spare capacity. on its way towards balance. in the right direction. civil and security distress. needs in power, water and petrochemicals, will to stabilize markets. We considerations than most With our policy and the We’ve obviously done a lot That could squeeze supply be exported. We do see an opportunity to be a are getting to a stage where other producers, so it has to relationship that we have more than others, but I’ve MC: Are you comfortable with in the mid to long term if significant gas exporter. inventories are starting to weigh all of those factors. with the industry within the been assured that they’re the recent speed of recovery in things don’t improve. But stabilize and come down, But I believe strongly that kingdom, we’re able to swing catching up with their the oil price? given the fact that we have MC: How soon can you achieve that? but they’re still significantly the OPEC + agreement has production faster than ever, obligations. I was in Iraq a a glut today, the market above what I would consider been good for Russia from so we’re driven by our policy few days ago and the Minister Khalid Al Falih: Our policy seems blind to that risk. Khalid Al Falih: I would say by 2025 is realistic. a normal level. multiple angles. As a key objectives of stabilizing reassured us that Iraq will has never been, nor will it be, The saving grace is that We’re already in discussions with our brothers in producer, it holds a lot of markets. Sometimes we do do more and would be on driven by price objectives and the spare capacity that the GCC about interconnection through pipelines, MC: Is 1.2m barrels still your resources, not just oil but gas more than others, but it goes track. Russia has reached its we always need to look at what the kingdom has means all the way from Oman to Kuwait and Iraq. baseline to balance the market? as well. The value of gas in both ways. objectives on its commitment the appropriate baseline is to we can always reduce the the international markets is and the UAE and Kuwait have measure from. We can feel it level of cuts like we did MC: Have you committed a capex number to that? Khalid Al Falih: The 1.2m impacted by the oil outlook MC: Would you be prepared to too. The majority of countries when the market is healthy. last year. barrels was based on certain and oil prices. do more if you needed to? have met their obligations and We can feel it when investors Khalid Al Falih: Not yet, but we’ve dedicated the teams from our side and our colleagues from the

GCC have indicated that they’re ready to start people who don’t have access to clean energy and undertaking the technical studies. I think what will with population growth set to increase by another We realize that oil will continue to Up, Up and Up happen after that is the commercial framework 2 billion, the demand for this is set to increase. grow, but gas will grow faster” We see strong demand in the emerging economies of Asia. The US’ economic GDP through which gas is traded through pipelines Clean energy is going to be a combination of gas growth can drop by a percent or two, but the underlying drivers for oil demand will in the region and this will be a significant move and renewables and the kingdom is ready to play a 800,000bls the limit of resource availability and we’ve always continue. The demographics are there, the urbanization is there, people are moving forward that the kingdom will enable because leading role in these emerging economies. Leveraging the thought of ourselves as resource constrained. from rural to big cities and acquiring modern modes of transport and lifestyles. we are the country that interconnects most of kingdom’s natural With the unconventional gas resources going That’s not going to be dented significantly by GDP growth on a sustainable basis. the GCC countries and Iraq as well. The next MC: What has changed that Saudi Arabia now gas reserves can save deep into the shale formations in the kingdom, I think where demand could flatten and weaken a bit is in the Organization for 600,000 – 800,000 Economic Co-operation and Development (OECD) countries, where manufacturing phase beyond this is LNG trade. We know that wants to make the commitment to be a gas exporter we are not only able to access natural gas, but barrels of liquids and trucking and industrial activity are the main drivers. And there are a lot of growing and sizable economies around the world, in a few years? Has there been a significant shift in wet rich gas that is going to power our growth for that are currently incentives that are being put by governments to reduce demand (through taxation). from China to India and other countries in Asia, terms of policy? being used for the petrochemical industries as well as give us But there’s a limit to that too and it is not a line that is going to remain linear will need to displace a lot of their existing coal power generation, as these resources. We are also able to produce some indefinitely. Even in the US, which is a highly industrialized economy, demand will well as some water ■ continue to grow. Khalid Al Falih generation facilities to meet their climate change Khalid Al Falih: The resource base has changed associated gas at higher levels now. targets. But we also know that there are billions of for us. We have always looked at conventionals as desalination projects. *Edited transcript

8 Special Report Thegulfintelligence.com 9 efficiently. Today, 18%-20% of total energy Mohammad Abunayyan: Our industry does not consumed in the world is for electricity. By 2030, $7bn have an option. Organizations should have a this number is expected to reach 26%-30% and For the last three dedicated department capable and knowledgeable 50% by 2070. years, SABIC said to lead the impact. Who would have believed a few Leadership Insights more than $7 billion years ago how far we have come with solar and in revenue has been SE: Aramco, SABIC’s new partner, recently opened the renewables. We have to be part of the 4IR because generated from th first 4IR Center in the kingdom, announcing in doing investments in it is an enabler to competitiveness and value How the 4 industrial Revolution Toolbox so that it was not an option to be left behind. What are technology innovation. addition. We have two operation centers, one in your thoughts? Jeddah and one in Dubai. Why? Because we want to can Propel the Saudi Vision 2030? have all our 49 plants operating today, connected Yousef Al-Benyan: There are a lot of people that 30% in real-time, with real data, to enable us to monitor • H.E. Dr. Khaled Bin Saleh Al-Sultan, President, KA-CARE don’t have clear definitions of what exactly the Despite this significant information, to benchmark and share knowledge • Yousef Abdullah Al-Benyan, Vice Chairman & Chief Executive Officer, SABIC 4IR is all about and we need to make sure we economic value, SABIC more efficiently. Thirteen of ACWAPower’s plants are speaking the same language when we judge is only using less than are currently connected to these two centers. By • Darren Davis, Chief Executive Officer & President, Ma’aden a third of its asset whether we are moving fast enough. At the same the fourth quarter of this year, all 49 assets will be. • Mohammad Abdullah Abunayyan, Chairman, Arabian Company for Water & Power International (ACWAPower) data. The challenge time, we need to also be candid with ourselves and • Adam Sieminski, President, KAPSARC is creating more real manage expectations. There are many countries time visibility and a SE: What is the consequence of lagging behind? Moderator: Sean Evers, Managing Partner, Gulf Intelligence that have still not even benefited from the previous proven digital support three industrial revolutions – the light industry, system. Mohammad Abunayyan: Either you want to be heavy industry and technology, computers proactive, engaged and invest in the future and and the internet. There is no doubt traditional really commit to change and ride this wave and industries in Saudi Arabia are being disrupted #1 advantage. Or not, and possibly be bankrupted. It’s and we need to be mentally prepared as to how we Saudi Aramco’s also about how to leverage it for you own business Uthmaniyah Gas are going to manage our organizational research to improve competitiveness, reliability, and serving Plant (UGP) has been and development (R&D) and organizational recognized by the your customer in a timely manner. That is the key competence. If we just look at the chemical World Economic to keeping ahead. People have to be open-minded industry, it has had 4% year-on-year growth, Forum (WEF) as and accept change. There are industries that are producing 100mn tons of chemicals. What is the a “Lighthouse” going to retire and new ones that are going to be manufacturing facility; energy source for this? It’s national gas and we a leader in technology realized. If you look at the disruption happening have a national mandate to increase our efficiency. applications of the 4IR. in the private sector in Saudi Arabia today, we Today, we are only using 30% of our asset data, so The company is the are sitting on a bullet train. If you dont take that the challenge for chemicals in this space is that we first energy company risk, you will be left behind. What we do need globally to be included don’t have real time visibility of our assets liability to do is have the right positioning to be able to in this select group of nor a proven digital support system. This is where manufacturing sites. synchronize appropriately with all this change. the 4IR is going to be very crucial. It can provide clear forecasted outcomes and will enable us to SE: KAPSARC is a major knowledge center here in reveal the hidden relationship between our assets. 2070 Riyadh. Clearly, a lot of people are still struggling with Up to 20% of the total the concept of industry 4.0 as part of the 4IR. Can you SE: Is SABIC actively pursuing this? energy consumed play a facilitating knowledge role? worldwide is for Yousef Al-Benyan: We are but we have not yet electricity. By 2030, it Adam Sieminski: For a non-governmental could reach 30% and reached deployment. If you look at the research, organization like KAPSARC that is involved in 50% by 2070. Rolling we are talking about a minimum 8%-12% of out digital awareness doing research in the field of energy, we need improvement in EBITDA. For the last three and implementation as continuous learning and to make sure that the years, we were able to generate more than $7 per the 4IR is pertinent skillset of researchers are updated. It’s no longer billion revenue from investments in technology to efficiently meeting about getting your degree and going to work; the this demand, as well innovation. But as of today, we still don’t have a as economic and toolbox keeps changing. This is what we’re trying connected, general information system for our environmental targets. to promote. Training and development that will assets. If we can achieve that, this is where the real help enable the industry and others to fulfill the improvement will be for our companies and for the goals of the 4IR. market. Sean Evers (SE): Does industry in Saudi Arabia need We can manage the electricity sector better by H.E. Dr. Khaled Bin Saleh Al-Sultan: Like many to access the tools available under the 4IR umbrella predicting energy consumption and production SE: ACWA Power seems to be doing everything very ideas in the Vision 2030, the human resource and is it doing enough to stay ahead of the digital through data accumulation. The electrcity fast and making headlines in recent years with its aspect is extremely important. We can always transformation curve? sector in the kingdom is already becoming more innovative and pioneering pricing records on power purchase technology, put in rules and regulations digitalized and decentralized and consumers generation, and solar to power. Would you say that and encourage the industrial sector to use industry H.E. Dr. Khaled Bin Saleh Al-Sultan: The 4IR can be are able to select from different sources, such speed is the defining factor for success in the 4IR 4.0. But we will always be short of well-prepared harnessed effectively to improve the energy sector, as renewables and fossil fuels. They can use the digital transformation? What are your thoughts on the people. The challenge is to prepare young people and in particular the power sector. 4IR to manage their demand and costs more accelerator that the 4IR can be? in the skill of lifelong learning. If there is one value

10 Special Report 11 to industry 4.0, it is that it is very interdisciplinary. Gulf Intelligence You won’t find an electrical engineer or a physicist, or a biologist who can do all of this. We need to We can always introduce more interdiscliplinary courses and training to make sure poeple can fit because most purchase likely you will find that it is teams implementing technology, put in rules projects in the future, rather than individuals. and regulations. SE: The National Industrial Development and But we will always be Logistics Program (NIDLP) has established capacity development centers specialized in industry 4.0 short of well-prepared technologies to enable leading industrial players to use talent.” Brought to you by modern technologies that will assist them and increase Consultancy competitveness and productivity. Would it be useful H.E. DR. KHALED BIN SALEH AL-SULTAN, PRESIDENT, KA-CARE to go one step further and introduce a rating system Intelligence to measure and rank companies and institutions on their success in adopting the 4.0 toolbox? How would Publishing Ma’aden react if they were informed they would be rated on the use of 4.0 technologies today? Darren Davis: Commercial pressures are the best Individual Annual way to implement industry 4.0 in companies. Government can certainly help enable, but it would be best focused by encouraging new Subscription industries. We already see initiatives to finance Brought to you by SMEs, for example. That is what is going to create enabling efficiency and pushing companies to the new jobs. That’s where these people of the leverage technology and innovation. For example, future, the young, will find jobs that don’t yet exist. in our case, we have excellent incentivizing energy One concern in industry 4.0 at a national level is efficiency programs. Everything that we do is that there’s a danger there could be fewer jobs as basically about risk management but as we enter a result. That’s the opposite of what’s needed in into the 4.0 race, we should also bear in mind that the kingdom. We need more jobs here and that’s 49 it is not necessarily the big fish who win, because why there should be a focus on encouraging new ACWAPower wants to they can be rather slow. This is where SMEs are industries. have all its 49 plants going to be crucial for the future transformation Access Largest ENERGY Professional Network that are operating of technology. At SABIC, we have an executive Mohammad Abunayyan: It’s not just about the today connected reporting to the CEO, taking into account in real-time with number of jobs we create – it’s about quality and digitization and innovation and assessing how this & Knowledge Reservoir in the Middle East real data to monitor better value jobs. 4.0 is great news. We should information, can influence not only our assets, but everything create roles that can bring young talented Saudis benchmark and share that we do. We need to look at the business – oil to jobs that they can aspire to. Of course, we must knowledge refineries, petrochemicals and chemicals – as an always bear in mind 4.0 cannot be adopted in all more efficiently. connected system and not just from one angle. Thirteen of the industries. But Saudi Arabia’s economy is changing plants are currently and we need to have the latest technology so we connected to two such Adam Sieminski: What we really want to measure can transition and become a player on the global operation centers - is how companies are performing financially and market. one in Jeddah, one within the social context in the kingdom. We need in Dubai - with all to be careful on what we pick from the industrial connected by the end Yousef Al-Benyan: I would not be supportive of of this year. 4.0 toolkit; not everything is appropriate for each the idea that governments should be checking company. The mains drivers of the thought process companies on innovation nor for increased behind Vision 2030 are a thriving economy, a regulations for 4.0 or any future technology x3 vibrant society, and an ambitious nation. That transformation. It’s the market, commercially, that The main drivers of the includes creating space for non-governmental has to pressure companies and they need to be thought process organizations like KAPSARC and others. judged based on the value they bring. behind Vision 2030 Everyone in the kingdom – industry, academia are: a thriving and government – has to be jumping on this economy, a SE: But government could take away the and making it work. I sense that there’s a strong FOR MORE INFORMATION CONTACT: vibrant society and inefficiencies that delay the implementation of 4.0. an ambitious nation. feeling, certainly among the young people, about [email protected] Digital excellence is making this a success. ■ Yousef Al-Benyan: That’s a different angle. That pivotal to the kingdom +971 5 55502214 could be part of an incentive program, like achieving these goals. *Edited transcript

12 Special Report internationally on high value products. Would change. It’s a space with up to 50 years of operative adoption of industry 4.0 tools not make a difference? 10mn experience, and when we make a mistake, it could The Saudi Electricity kill people. So, there’s a good amount of reluctance Mutlaq H. Al-Morished: The chemical industry is, Company (SEC) there. But we do need the change, as ultimately it will in fact, ahead on technology in many ways. We expects to add nearly bring more uptime and safety. half a million new deploy thousands of transmitters, for example, customers every which add value to processes and communication, year (400,000) DS: Saudi Electricity Company (SEC) is the largest but again, we should not look at this with one to its existing electricity distribution company in the region. How is brush stroke. Not everybody needs to adopt this customer base of 10 all of this impacting the sector? Is there a negative to million. Accordingly, technology and there is also still a lot of ignorance the company implementing 4.0 technology into your systems? We on what industry 4.0 actually represents. has developed have seen how the more sophisticated the linkages comprehensive in operations, the more exposure there is to having DS: From the refining perspective, what impact partnerships with malware attacks. As a huge provider of a very important are these technologies having on profitability? leading universities resource, how fast do you think we should be moving in Saudi Arabia to explore how best to ahead with adoption? Sulaiman M. Ababtain: SATORP (Saudi Aramco use harvested data Total Refining and Petrochemical Company) is a to continue a safe, Fahad Al-Sudairi: SEC is serving ten million relatively newly-built facility. What is important reliable and affordable customers, so we are quite unique in this way, but we service amid rising is that when we develop a strategy for digital demand. are also behind in digitization and in transforming transformation, we understand what value to using smart solutions to serve our customer base. it brings and how to then achieve it. I agree We’re still operating mechanical meters to read that application will not be at the same level the electricity consumption of each consumer. The for all industries. What fits one refinery may 3x customer wants accuracy and to be able to manage Industries in the Middle not fit another. But it is very necessary. Digital East are vulnerable to his energy needs with confidence. Smart meters transformation is not automation. It’s much cyberattacks; between would also help the utility company to project more than that. It’s the change in the way we two to three times demand and to run operations and transmission do business and a total ecosystem between more than the global into the distribution network more efficiently and average. stakeholders that will need to be developed. The control costs. The power sector today has been given technology we are going to witness in the next 20 a big mandate to restructure, so in line with that, we years is going to move fast and it’s going to touch have to introduce a lot of digital solutions into our a lot of businesses. We must be ready. $6trn operations. Cybercrime damages will cost the world DS: From a commercial point of view, does $6 trillion annually DS: In terms of cybersecurity exposure, statistically integrating these tools into operating systems give by 2021, up from industries in this region are being attacked 2-3 times CEO Insights $3 trillion in 2015, enough of a timely payback? more than the global average. Why is that? Do they not reported Cybersecurity have protective systems in place? Ventures. Such attacks Sulaiman M. Ababtain: Today, we may look worldwide already Digital Disruption & Integration at digital transformation as a commercial cost the world $600 Sulaiman M. Ababtain: The cyber security issue has investment but later, it will be a necessity billion in 2017, 0.8% of always been a concern, and this will increase with to survive. As a refinery, our only concern is global GDP, according digital transformation, so we are preparing the reliability and that comes with the safety of to McAfee. Sharpening infrastructure and security measures required for of Downstream 4.0? digital defenses must our most valuable assets. The other factor is be a continual effort. this. At the same time, we need to remember the productivity. We want to ensure that our plants advantages that technologies like machine learning, • Michael Train, President, Emerson & Chairman, Emerson Automation Solutions satisfy demand. data collection and artificial intelligence bring. More • Mutlaq H. Al-Morished, Chief Executive Officer, TASNEE dilaogue between humans and the machines leads to • Fahad Al-Sudairi, Chief Executive Officer, Saudi Electricity Company DS: How important is it that the C-suite incorporates stronger safety and efficiencies. • Sulaiman M. Ababtain, President & Chief Executive Officer, Saudi Aramco Total Refining & Petrochemical Company digital technology into strategic decision-making? • Eng. Rasheed Al-Shubaili, Vice President – Communications, National Industrial Development & Logistics Program Should it be a top-down approach or should Michael Train: Everybody has cyber security operations managers on the ground dictate what’s concerns and we do need to be on our guard. But Moderator: Dyala Sabbagh, Partner, Gulf Intelligence needed? before companies expose themselves to remote connections, they should consider the balance of Dyala Sabbagh (DS): How significant is the speed our business. Yes, digital technology can be used for Michael Train: The answer is yes to both. The how much of this enhanced connectivity is needed of adoption of digitization in Saudi Arabia? Are efficiencies but it’s not for everybody. You have to C-suite has to provide the vision and has to have externally versus internally and I would say that 70% downstream industries moving fast enough to take assess if it really brings tangible improvements. a dialogue with the organization. On the one of the benefits would be for the latter. advantage of the new technologies available? hand, they have to give their people permission DS: The regional petrochemical industry has faced a to consider change and on the other, they have DS: At the National Industrial Development & Logistics Mutlaq H. Al-Morished: I’ve been in the industry long major competitive challenge in the last few years with to push for some change themselves. A lot of this Program (NIDLP), you are working with the Saudi Vision enough to see these things come and go. We have its natural feedstock advantage disappearing versus activity is a change in management exercise and 2030 strategy. How much direction is being given to the to be careful and make sure it always adds value to its global competitors. It also struggles to compete the middle of an organization is often resistent to various industries on their restructuring and should they

14 Special Report Thegulfintelligence.com 15 Digital Transformation Operational Intelligence Productivity Risk Management Smart Machine Safety through Security

all be working in tandem in terms of the speed of digital Data is a treasure. It hits the change? triple bottom line: via operational Eng. Rasheed Al-Shubaili: In my previous industry What if new technology could achieve role as CEO of Dussur – an industrial investment maintenance, environmental efficiency company created by the Public Investment Fund, and people.” Saudi Aramco and Sabic – the installation and things you didn’t know were possible? integration of 4.0 tools was always an area of focus partnerships in place with leading universities in with potential partners. At NIDLP, we are primarily the kingdom to look at how we can add value to the Many organizations are already making The Connected Enterprise a reality. focusing on integrating and synergizing four key company with this data. They converge networks to create a common production platform, and gain sectors in Saudi Arabia: energy, mining, industrial unprecedented access to data. They see real business results that include: and logistics. One of the key pieces of our strategy DS: Saudi Aramco generates billions of data points a day is to introduce and enable industry 4.0. There are on surface and sub-surface operations. The technology is • Productivity increases of 4...5% per year many elements to put together: the legal framework, there and already capturing this, but is it being used or • Waste reductions that result in hundreds of thousands of dollars in savings capacity centers, labs, etc. And also helping existing integrated to make decisions on efficiencies? • Faster time to market, which includes plants that become operational in industries transform operations to becoming more weeks instead of months digitized via the ’100 Companies Program’. Sulaiman M. Ababtain: Data is a treasure. When we • Quality improvements that result in defects being cut in half can monitor compressors for example, it not only DS: The more industries digitize, the more they protects equipment and avoids the cost of repair, it • On-time delivery increases from 82 to 98% accumulate valuable data. Are companies using this to also helps us avoid the commercial consequences of monetize new business opportunities? unplanned shutdowns and improves safety. So, it hits the triple bottom line via operational maintenance, Fahad Al-Sudairi: There is a gold mine of huge data environmental efficiency and people. In cooperation that can be transformed to generate additional with our partners, we will continue to explore how we revenue. Our customer base is growing by nearly can add value with all of this information. ■ 400,000 annually and we already have comprehensive *Edited transcript Learn more about our implementation of The Rockwell Automation Connected Enterprise Journey rok.auto/2t3yqXh 16 Special Report Manufacturing traditionally The Saudi Industrial targeted low value, low margin products. Now we need to be focusing on higher margin, Revolution 4.0 high value items.” BY DR. MOHAMMED AL-MAJED Senior Advisor, Ministry of Energy, Industry & Mineral Resources, Kingdom of Saudi Arabia

hen we talk about Saudi Arabia and Revolution 4.0 technologies. Lastly, we want to technologies as part of the 4IR, we model a ‘future factory’, which will demonstrate W should focus on digitizing mechanisms how SMEs can use these technologies in a shared in production systems, particularly manufacturing facility. 3D printing equipment is very within manufacturing. Digitalization is spreading expensive to purchase and maintain for example, across all sectors; in the banking sector, it has so if we can provide these machines to be shared by advanced to a point that we now have digital SMEs and start-ups, they could have time to build currencies. But when it comes to manufacturing, we enough demand for their product before committing see much less application. to investing in their own equipment. With these four Manufacturing is capital intensive and is also one elements, we are building a strong interface between of the most labor intensive industries, so applying the government and the industrial sector with a focus 4IR tools is hard as it requires getting through many on production. layers. Ironically, this same toolbox should enable us Bridge to leapfrog into the future of production processes. It Embracing Unknowns can help manage supply chains for example; factories Industrialization encompasses around 50% of Saudi the Gap in Saudi Arabia use both locally manufactured Arabia’s Vision 2030, which also aims to create 1.6 There is a big and imported parts. The 4IR allows vertical and million new jobs. How do we reach these targets? We gap between the horizontal communication to occur between need to use technology and train the workforce to government’s vision suppliers and operators to monitor and track when use it. The current generation, both in the kingdom and basic industry realities. For example, products are needed to be replaced. and around the world, is simply not getting the same we are producing The manufacturing system in Saudi Arabia has focus of manufacturing training that others did in increasing amounts traditionally targeted low value, low margin products. previous decades. If we are not careful, countries of aluminium and But we need to be focusing on higher margin, high will lose their capacity for production. Let’s also exporting it. We then re-import it as value items similar to the ones we see in the defence, remember that the need for a service sector is built aluminium oxide, medical and healthcare sectors. How do we go on the back of manufacturing. If you lose the latter, aluminium chloride about establishing 4IR capabilities in industry in you could start losing your RD&I ecosystem. and other derivatives. Saudi Arabia? How can we facilitate individuals to Initiatives to address this are under way, but the The same applies to learn about it, investors to use it and government to challenge remains that investors are often reluctant hydrocarbons. We are spending billions support it? to switch from established processes. MODON is of Saudi Riyals re- The tools that we establish at King Abdulaziz City for We have developed a strategy that focuses on one leading a very interesting ‘lighthouse’ project, to importing materials Science and Technology (KACST) will be available, important pillar – contact between government and transform 100 factories by helping them digitize that we export at in addition to an incubation system. In essence, we Simplicity wins industry. We have identified five ‘capability centers’, under a process of assessment and accreditation higher value. Maybe are creating a virtual industry before we realize it on 4IR can also help which will be built and financed by the government and so they know what can be achieved with new the ground. This should also help the development From a legal point of view, harnessing 4.0 tools such as artificial intelligence (AI), address this gap. and located mostly in MODON (Saudi Authority technologies at hand. This project will likely face of human capital. We have started aiding universities the industrial internet of things (IIOT) and robotics into a factory or production Millions of dollars of system is not straightforward. It took Samsung, Google and Apple about 15 years for Industrial Cities and Technology Zones). These delays and difficulties, but we need to persevere as we investment initiatives to establish this. At Prince Sultan University, there to agree on a common USB interface for their devices, used by millions around the centers will have four main functions. simply don’t have a choice. If we are serious about in the kingdom are two courses and a lab for students. This example world. Imagine what it will take to standardize the use of these technologies in a Firstly, they will be a place where individuals realizing Vision 2030 and diversifying our economy, have been made in of contact points between technology, strategy and whole factory system. If we take 3D printing as an example, it is usually associated big data and AI, for with harmful chemicals. So, as a factory, you would have to know how to deal with and companies can enquire and learn about 4IR production systems and investment in industry is example, in the last students can be replicated and scaled up. We can get technologies and how they could be adopted in Saudi the key. vendors to supply e-learning platforms and make customs when the component parts are entering the country. Another health and decade. Yet, very few safety executive (HSE) example are robots that move around and interact with Arabia. The second purpose will be to function as a A foundation of our strategy is a concept called people are aware them available for students and SMEs, helping them technicians. There may be accidents, so where does the liability lie? Is it with RD&I (research, development and innovation) system ‘Product Life Management System’, which is a of this. We should navigate the otherwise very expensive access to these the manufacturer, the installer, the user or the factory owner? The same thinking have a knowledge- where academics and students can connect their digital platform where an idea can be translated into tools. This digital mapping, which shows where applies to data security in the banking system. All these are examples of the need sharing hub that for common standardization. laboratories in an interactive way. The third function engineering drawings that can be used by individuals, lists and shares this resources are needed, can also guide investors in the is to showcase examples of the latest global Industrial SMEs and government for analysis or production. information. right direction. ■

18 Special Report Thegulfintelligence.com 19 20%-40% due to the reserves value, even though they are not allowed to be accounted on the books. So, you can actually have a situation of negative cash flow and a low stock price, but you know that those reserves exist. There is a misunderstood negativity towards shale US Shale Revolution Part 2 based on these financial and accounting structures. Another misconception comes from Implications for OPEC and Saudi Arabia? when we judge through averages. Average price or average breakeven for the U.S. shale industry is meaningless. Averages must be replaced by ranges. The cost of producing oil from shale varies widely, even within the same basin. Some oil companies were making profits at oil prices that were way lower than the report average breakeven cost. Another misconception is related to Hurdles to Scale the cost that matters during downturn. During a downturn in the economy and On the negative side, sheer abundance is killing for heavier products, so this will eventually limit the lower oil demand, what matters is not shale. We have on occasions seen natural gas growth of shale oil as crude price differentials could your total cost, but rather the operating coming out of the Permian Basin in West Texas widen substantially. at negative prices (average prices in the U.S. Ironically, the shale revolution did not reduce cost. The operating cost for shale is have been around $2.70/bl). We also have a high U.S. dependence on crude oil imports from the between $18/bl and $22/bl. So, generally decline production rate; it used to be around Middle East (the recent reduction was caused speaking, as long as prices are above 70%-80% and is currently probably in the 60s% by OPEC cuts). Since shale reduces light sweet $22/bl, companies can continue to because of improvements in various technologies crude, it replaced imports of similar quality, and management. But we need to be constantly especially under the U.S. crude export ban that operate and survive. reinvesting, even at those lower rates. The IEA ended in 2015. Shale production replaced oil expects shale oil to peak and then plateau by 2025. imports from Nigeria and Algeria, but did not that it lowers production volatility, which Can shale be developed outside the U.S.? Taking the average capital expenditures in recent replace the heavier more sour grades from Iraq, BY DR. ANAS ALHAJJI helps price stability in those areas. When we look at whether other years into account, and assuming that continues, Kuwait, and Saudi Arabia. Managing Partner, Energy Outlook Advisors countries can consider developing we will reach a point where investments will only The most important impact of shale on OPEC go to compensate for the rate of decline. But with is that it split OPEC into two halves: those who Misconceptions about Shale shale deposits like the U.S., the general higher capital expenditures than in the past, shale lost market share vs. those who did not, based on he production of shale oil in production, there’s a risk of drilling a What is the right price for shale oil given belief is that the U.S. shale experience can continue to grow, as long as there is a market crude quality. As a result, shale caused OPEC-on- the US has been a revolution, dry hole whereas with shale, at the right the cost factors? You may be surprised and results cannot be replicated, for light sweet crude and condensates. OPEC competition. Prices declined. turning all conventional price, operators can deliver within six to hear that it is in fact lower than the especially on the oil side, for several Shale oil deposits are also getting gassier. The Those who lost market share in the U.S. had T deeper you go, the more gas there is, and this to look elsewhere for market share, and the wisdom on its head. Shale weeks. Companies like ExxonMobil, price that OPEC members seek to finance reasons. But on the natural gas side, then risks having more gas at negative prices, thus only choice was to compete with other OPEC output has increased by about 7m b/d Chevron and BP have made significant their economies. We should not compare we see that Saudi Arabia is considering driving down company values. members. This has been compounded with a in seven years. By contrast, it is going to moves into the Permian basin, creating the cost of producing or extracting oil opportunities. The justification The other issue is multi-pad drilling where too simultaneous drop in world oil demand growth. take electric vehicles (EVs) 30 years to lead a shift in capital from longer to shorter in Saudi Arabia to the cost of shale oil of developing shale gas in certain many holes are drilled in the same area, creating In the medium to long term, there will be a to a decrease in demand for oil of 5m investment cycles. Another incentive is extraction. Instead, we need to compare areas, such as in the northwest of the ‘parent child’ wells, which are connected and bigger market for Gulf crude quality, which will therefore cumulatively reduce pressure and play into those countries’ favor. b/d to 6m b/d. So, it’s easy to see which that most of the risk is above ground, what prices are needed for that economy country near Tabuk, is similar to the productivity. In some cases, all of a sudden, instead Another obstacle in the U.S. that few pay of the two technologies have been most whereas internationally, especially with to grow versus the total cost of production justification of building renewable of having an oil well, you could end up with a attention to is the fact that post deregulation in disruptive. conventional resources, there is both in shale. That is what has made the power plants in these areas: the cost natural gas well, which is calamitous if oil is at $70/ 1980, the industry was separated into producers, Putting technology aside, the real secret above and below ground risks. Shale oil difference in the global argument for of shipping oil from Ras Tanoura to bl and yet gas prices are very low. pipeline operators, distributors and exporters. Another challenge is crude quality. Shale is a It became widely segmented. With shale oil, of shale oil’s growth has been private reduces risk and accelerates cash flow. shale. these areas is very high. The higher cost light sweet crude – good for gasoline, naphtha and you have all kinds of crudes. Coupled with new ownership. Even when oil prices declined Majors can also achieve economies of The regulatory environment in the of shale and renewables is way lower some other products. This crude quality creates two environmental regulations for products and in 2015-2016 and cashflow dropped, scale through their large integrated U.S. has also made a big difference to than the cost of oil when considering problems: mismatch between the additional crude the fact that the pipeline systems and storage production continued to increase on the supply chains, enabling them to easily the economics of shale. When oil prices the shipping costs: products must be produced and refining capabilities to refine it, and facilities in the U.S. have not adapted, there hope that higher reserves and production market the oil, especially outside the U.S. went into severe decline four years ago, shipped all the way around the Arabian another mismatch between products produced is a risk of contamination for exports that is profitably from shale and petroleum products ultimately not acceptable to foreign refineries. If will yield large profits when the company International oil companies’ (IOCs) the general conception worldwide was Peninsula to Yanbu and trucked for 400 demanded. We’ve already reached saturation point the system in the U.S. was integrated, you would is sold. The stars are aligned for shale investment in US shale is also positive for that there would be major bankruptcies kilometers just to reach power stations. or what we call ‘the refining wall’ in the U.S., which not have this problem. producers, who are blessed with massive several countries around the world. They amongst shale oil companies. But The other challenge is water. For is why we are exporting any excess to the rest of In the Arabian Gulf and other places by reserves, technology, know-how, a strong have large refineries worldwide and can that didn’t happen. One reason is the example, in Libya and Algeria, there the world. The only way shale production can keep contrast, there are dedicated pipelines for growing is to export all the additions. We will also different crudes. Asian customers have used this legal and institutional framework and send all and any excess shale oil overseas. conditions and time frames around is plentiful shale gas, but it is in areas at some point hit a similar wall with global refiners. system for the last 50 years or so, but when they established infrastructure. In turn, this helps Saudi Arabia lower oil booking reserves. When a company where it only rains once a decade. New Shale oil will continue to grow by more than a 1m started shifting to take product from the U.S., This also explains why the majors storage costs in the US. Another benefit of wants to acquire another, in most cases technologies that negates the need to use barrels year-on-year for the foreseeable future, but they found they were getting contaminated oil. are moving in. With conventional the entry of IOCs into the shale market is they must pay a premium of between water are needed. ■ most of the growth in demand is in Asia. This will be How long can this continue?

20 Special Report Thegulfintelligence.com 21 growing, energy-hungry and real-time feedback from customers, and increasingly prosperous self-guided autonomous devices in Speak A population means the remote inspection areas, maintenance impressive growth in the in plants and greater energy efficiency Customers’ trajectory of Saudi Arabian electricity in the distribution network. Many have demand might accelerate without a already clocked the opportunities, with Language strong committment to price reform and global investment in digital electricity energy efficiency measures. Up to $20 infrastructure and software rising by billion must be invested in the kingdom’s more than 20% annually since 2014, power sector over the next five years to reaching $47 billion in 2016, according meet demand, detailed Apicorp. Aside to the IEA. The 8th Saudi Arabia Smart from industrial demand, the United Grid Conference (SASG 2018) held last Nations (UN) said the population will December illustrates how this topic has climb by nearly 40% to 45 million by long topped boardroom agendas in the 2050. More people, more industry, more kingdom, a country globally lauded for its demand – and greater the need for digital expertise. creativity. Transparency and ease of access to Customers, utilities and businesses Reforming the electricity market is data is key. Lacking analytical expertise in the value chain cannot operate in a a key part of Saudi Arabia’s economic runs the risk of being blinded by the vacuum of information. Clear and concise transformation agenda, as set out in the massive volume of data generated by communication is essential. For example, a customers may find it more challenging Saudi Vision 2030 goals. Accordingly, the 4IR. Improving the level of digitally to manage consumption if they are simply new pricing models and tariffs are being fluent talent in the kingdom, especially told their total KWh used and amount proposed and set to be tested in order to those who can decipher the key trends due. Instead, utilities could show retail The Future of customers their projected bills for the be able to reflect true network costs, with revealed by data, is pertinent. More the aim of sending the correct signals to dialogue between government, industry summer months and suggest ways to reduce those bills through improvements in air network users and informing network and academia is also imperative to conditioner efficiency, thermostat settings, Electricity Markets? investment decisions. And new business creating a relevant workforce in the or other measures. This gives customers models are beginning to take shape 2020s and beyond, therefore supporting more accountability and the associated with restructuring and privatization the Saudi Vision 2030 to become a transparency enables utilities to better pin down supply-demand flows, therefore plans under consideration, including knowledge-based economy. One of the locking in greater efficiencies in generation. services that offer enhanced reliability, most recent examples of progress is For example, up to 16% of electricity use in convenience and flexibility to better Saudi Aramco’s new ‘Fourth industrial industry worldwide could have been saved in address consumer needs and preferences Revolution Center’ to enhance 2017 if countries had adopted the strongest (see: Speak Customers’ Language). The technical skills. Easy digital access electric motor standards, highligthed the IEA. Introducing an insurance model where same applies to providing testbeds is also critical; again, huge progress CREATIVITY a commercial customer has a package for trialling new business models (see: is underway. Dawiyat Integrated crafted to their preferences is another option BY ADAM SIEMINSKI Calling all Regulators), as explored in one Telecommunications & Information i.e. they accept limited-duration power President, KAPSARC of KAPSARC’s workshops on integrated Technology Company, wholly-owned outtages in return for lower rates. Matching the electricity service with customers’ needs approaches to decentralized systems in by SEC, now has more than 70,000km essentially turns a liability into a tailored February this year. of fiber optics – nearly the distance choice and the acceptibility of the potential of circumnavigating the globe twice outtages significantly reduces customers’ Digital aid – at more than 1,500 locations. The frustration. In order to achieve this, you Transformational technologies under kingdom is home to aspirational and need data and smarts – lots of numbers and the intelligence to decipher what the the umbrella of the 4IR – advanced creative talent and a swathe of the latest numbers mean. Identifying data trends more robotics, predictive analytics, automation, technologies. Ensuring the positive accurately can summarize consumption Industrial Internet of Things (IIoT) and trajectory of supply-meets-demand behaviors, thermal efficiency of buildings, many more – are rehaping the value continues, means leveraging this the appliances most used and so on. chain. This encompasses more direct intellectual and digital gold dust. ■

an interconnected, regional power Will it be hard-won? Yes, but the grid. The complexities involved in positive domino effect on the Calling All Regulators realizing this aim are vast. It requires region’s energy security – and Regulators worldwide must think supply-demand reporting, create further price reform throughout reputational value as a template innovatively rather than traditionally. policies that incentivize a steady the region, cross-border safety for collaboration worldwide – Mindsets must keep changing flow of funds in the 2020s, and so nets to prevent any black holes would be invaluable. As with any in accordance with modern-day on. Regulators must also invest time in supply, frequent reviews of reform, lessons can be drawn from economic and environmental and money to distinguish between regulation to reflect the region’s international experience to better demands and technologies. For the value of retrofitting existing ever changing energy dynamics inform policymakers and regulators example, how best to install smart infrastructure and building new and of course, cohesion between in the kingdom about the best meters, use customers’ personal infrastructure. On a more ambitious industry and government in all six evolutionary pathways for the digital technology for real-time note, the GCC would benefit from countries. Is this possible? Yes. industry.

22 Special Report Thegulfintelligence.com 23 years of progress on innovation could be crowded Digital Transformation Drives into the 21st century alone, predicted Ray 20,000 Kurzweil, Futurist and Chief Engineer of Google. While the outlook seemed ambitious when it Operational Excellence: was made, the astonishing pace of progress thanks to the 4IR has surpassed all expectations. Ray’s comments now seem almost prophetic. Endless What’s Next? opportunities await, but they must be managed correctly.

BY MICHAEL TRAIN President, Emerson & Chairman, Emerson Automation Solutions

24 Special Report Thegulfintelligence.com 25 STRAPLINE IN HERE STRAPLINE IN HERE

The effectiveness of the digital transformation $2.5 trillion in industry and societal value for the is not just in the application of tools – from $77.6bn global oil and gas markets in the medium-term, $50bn The International Data Interconnected artificial intelligence (AI), predictive analytics, Corporation (IDC) said according to the World Economic Forum (WEF). emerging technologies advanced robotics and many more – but also how spending on cognitive SAP and Oxford Economics Digital Transformation can unlock $50 billion processes and people must evolve to seamlessly and AI systems will Executive said 58% of the region’s digital leading in savings in the global oil and gas sector. AI, use and integrate the tools. The human side reach $77.6 billion in organizations cite digital skills investment as the 2022, more than three blockchain, robotics, of digital transformation must keep pace with times the $24 billion most important profit growth driver in 2018 and sensor technology, the technological perspective – a unique and forecast for 2018. beyond. A digitally naïve and creativity stumped machine learning, demanding goal. Therein lies the importance workforce means falling behind. deep learning and of creating, nurturing and spurring a culture of edge computing can cut capital expenditure Stay Sharp innovation in industry, government, academia $12bn by 20%, operating and society. In turn, this creates a competitive and Wood Mackenzie If managed correctly, the 4IR is a job creator costs in upstream by inspired 21st century workforce in Saudi Arabia. said a better use of – not a job destroyer. A study of nearly 1,000 3%-5% and 1%-3% in Oil and gas operators can accelerate from technology could save organizations worldwide with revenues over $500 downstream, detailed McKinsey. average to top quartile performance and capture the industry $12 billion million by Capgemini, a leader in consulting a year on drilling, up to $7 billion in profits annually, through mostly in onshore and technology services, found that 83% of advanced automation technologies and new and shallow waters, processes, studies by Emerson revealed. Overall, and $24 billion a year Energy companies, $11trn digitalization has the potential to unlock up to overall on operating oil The value that could producing assets. regardless of their size, be generated by combining the physical must embrace a start-up and digital worlds by 2025, McKinsey has 2,000 culture. In part, this means estimated. Increased automation and digitization could hiring youngsters with an lower the number of Let’s Talk days of rig usage for entrepreneurial mentality offshore drilling by 2,000 and accelerate that can be nurtured in a Energy companies which provides technology Blockchain Consortium with gain hands on experience. drilling rates by must increasingly build expertise to stakeholders one aim being a pilot project Creating an ecosystem 15%-20%, Wood corporate environment.” partnerships to bolster in the kingdom. Looking to identify applications for is vital to giving energy Mackenzie detailed. cross-sector knowledge further afield, ExxonMobil industry. As tech giants companies much-needed Another solution exchange. Emerson’s is partnering with Microsoft like Amazon and Microsoft guidance on what they is using seismic memorandum of to crunch trillions of bits become more eager to work can – and sometimes imaging instead of the understanding (MoU) with of data into readable with energy stakeholders should – do. Many cannot traditional 3D imaging, Saudi Aramco focuses information as the oil major – data dissemination, for hire 50 data scientists on so that operators can on bridging advanced seeks to more than triple example – how best to a whim to restructure their measure and predict digitization and automation shale-oil production in the thread cross-sector talent digital management. Their fluid changes in technologies. This includes Permian Basin in less than a together? One route is capacity is already stretched reservoirs, typically a $25 million technology decade. Plus, seven global tech-sponsored centers of navigating the great energy increasing recovery and innovation center in petroleum corporations, excellence in energy hubs transition, unpredictable rates by 40% and the Saudi city of Dammam’s including ExxonMobil, have and secondments so staff oil prices, geopolitics and boosting upstream Dhahran Techno Valley, created the Oil and Gas from both ‘worlds’ can economic trends. revenue by up to 5%.

respondents have created new jobs because of AI. The seemingly endless Three-quarters of firms have seen a 10% uplift in sales directly tied to AI implementation and opportunities of the 2.1% 63% said that AI has not destroyed any jobs in Global energy demand their organization. But this transition must be digital revolution have a dark grew by 2.1% in 2017 properly managed to ensure employees’ skills are side: the rise of cyberattacks.” Speeds Matters and CO2 emissions upgraded – the pace of change is faster than ever. Saudi Arabia’s public investment fund has made external investment commitments rose for the first For example, inspection engineers are increasingly worth $95 billion since 2016, with a high concentration on technology, according to time since 2014, the International Monetary Fund (IMF). The kingdom’s economic intent is clear (and according to the having their jobs replaced by drones, so are there they are digitally orientated will be amazed – and building), but the pace of progress needs to accelerate. More than three quarters (76%) IEA. The message? enough drone pilots? easily outpaced – by the digital fluency of younger of respondents to a GIQ Industry Survey in Saudi Arabia agree that speed is the defining Meeting rising generations. Hiring such talent is a competitive energy demand and factor for success in the 4IR. So, it is perhaps a wake-up call that 82% don’t believe the Energy companies, regardless of their size, business that the energy industry still isn’t Saudi industry is doing enough to be ahead of the digital transformation curve. increasingly ambitious The seemingly endless opportunities of the digital revolution also have a global dark low-carbon targets is must embrace a start-up culture. In part, this winning. Equally, the focus on the human side side: the rise of cyberattacks, the world’s fastest growing mafia. Cybercrime cost the very, very demanding. means hiring youngsters with an entrepreneurial shouldn’t be on millennials only. It should also be world almost $600 billion, or 0.8% of global GDP, in 2017, estimated McAfee. ‘Digital Digital tools to mentality (the sort who could be working on on retraining the existing workforce and upskilling sheriffs’ in house, or hired via third parties, will be integral to reinforce the digital brick boost efficiencies the ‘next’ Careem) that can be nurtured in a their digital knowledge and introducing change walls protecting operations, sensitive data and intellectual property (IP). Ignore their and cut costs are corporate environment. Many professionals today, management programs that can keep pace with importance on your payroll at your peril. indispensable. including some ‘aged millennials’ who think rapidly changing tools and skills ■

26 Special Report Thegulfintelligence.com 27 CYBERSECURITY Think Hackers Out of the Game

BY RONNIE RAHMAN Director of Cyber Security, Honeywell EMEA & APAC

he world’s new, largely We all have the invisible and well-armed T cyber “mafia” has its eyes on same problem; the mountains of hackable hackers do not respect data being generated every millisecond in the energy industry, spurred by the 4IR. budgets or borders. Our Energy stakeholders must master three defensive skills quickly: coordination, combined minds must cooperation and speed. be brighter than theirs.” The 4IR is not just a case of purchasing digital protection and injecting it into companies as much of an educated the operational fabric of a company. view as possible. Key questions that The response to cyberhackers, armed companies new to the cyber game with deep pockets and sophisticated need to ask include: What are the capabilities, must be far more cybersecurity consequences for Adjust Your Lens! sophisticated to safeguard Saudi Arabia, a the technology the company has Cyber resilience when – not if – a company regional hegemon and one of the world’s adopted and is it enough to buy th headquarters in gets attacked means continuing operations biggest energy producers. insurance as protection, especially 13 Dubai. More such at even a basic level to preserve business 70% 200 Saudi Arabia’s ranking The percentage of The National centers are integral to continuity while the disaster recovery gets This is especially pertinent as as it is increasingly part of regulatory Communication is key to our defensive in the UN Global Cyber Saudi citizens who Cybersecurity combating the fast- underway. Building this resilience is not threats worldwide escalate from compliance? Or must I do more? ability and speed of innovation. Feedback Security Index. This is rely on a fast and Authority (NCA) held moving mafia. an overnight effort; it requires proactivity. especially impressive online harassment that may have once from clients, knowledge-sharing within reliable internet a workshop in Riyadh Managers’ viewfinders tend to be restricted considering the temporarily shut down a website, to Collaboration also creates a more industry and engagement with academia connectivity with more than 200 to the cost implications of training, kingdom only started advanced cyber weapons that can centralized view. The more data you on skill development must be continual to access governmental and installation and monitoring, especially taking significant 3.5mn government and representatives of vital There is a global as there is no direct return on investment paralyze a nation’s energy grid. Attacks have, the more you can correlate efforts. It also pays to learn from other action in recent years. business services, sectors last December shortage of (ROI). But the negative financial impact of on cross-border digital infrastructure trends targeting certain sectors at sectors that have already had decades of This is a good start; the communicate socially to discuss the state cybersecurity a cyberattack on an organization’s health challenge of staying could also trigger a domino effect. certain times. Some attacks target trial and error, such as banking. and for education, of cybersecurity in staff; 3.5 million and safety executive (HSE), reputational safe will only intensify. It pays to think long-term, which organizations on Friday afternoon. This is not a sprint nor a marathon; according to the the kingdom and to such jobs will open value and the willingness of other companies means building cybersecurity Why? Because the staff has gone to this road has no end and one solution kingdom’s National showcase projects globally by 2021, to partner could easily exceed the cost of st installing defensive measures now. Plus, the indigenously into the system now Friday prayer. A centralized security does not fit all. But we do all have the Cyber Security and initiatives. said Cybersecurity Center (NCSC). Reducing opacity 1 Ventures. The complexities of operational technologies Honeywell opened with the acceptance that you can’t intelligence center can address more same problem; hackers do not respect Persistent defense through knowledge- career path needs a (OT) will exponentially grow alongside its first Industrial escape working with multiple vendors predictable attacks, allowing resources budgets or borders. Protection means of this infrastructure sharing is essential to marketing campaign intensifying market pressures and energy Cybersecurity Center is essential to a building companies’ to transform the demand. Laying a solid foundation now will later. Nobody has the full spectrum to focus on preventing the most working together; our combined minds of Excellence (COE) productive and cybersecurity perception that it pay dividends in the 2020s and beyond. of protection, so collaboration gives damaging digital assaults. are brighter than theirs. ■ at its Middle East secure economy. confidence. means being lost.

28 Special Report Thegulfintelligence.com 29 To Spur Saudi’s Innovative Spark – 61st Saudi Arabia’s ranking in the Global Innovation Index (GII), with a particularly competitive 24th ranking in the sub- category of human capital and research. The GII encompasses 126 economies, representing 90.8% of the world’s population COLLABORATEn environment conducive and 96.3% of the for innovation is borne BY OLOF ARNMAN world’s GDP. A through a symbiosis where General Manager, Saudi Arabia & Bahrain, McDermott International technological development drives a positive disruption of science, Exciting times lie ahead. Few countries are in 10 balanced by entrepreneurialism and You cannot produce commercial vision. This must be ten patents and expect a better position than the kingdom to quickly ten technologies; supported by pioneering and enabling leverage on 4IR to strengthen their competitive the odds of government policies. This encourages commercializing an investments to be channeled into human standing on the global energy stage.” idea are far harder. capital and governments to actually put The stronger the R&D ecosystem and the pen to paper, to drive economic and the BP Outlook anticipates? How to innovation forward to implementation greater the unity, the social incentives. But the most important leverage R&D policies and incentives to and, as applicable, commercialization. more favorable the ingredient is collaboration between spur innovative technologies? How to Managing risk while challenging chance of success. the three cornerstones of a sustainable educate the next generation of skilled the status quo also needs careful innovation ecosystem; academia, workers to embrace the work of the management of change, for example industry and government. future – i.e. digital fluency? How to when recruiting and integrating 1930s A culture of innovation is of course not create effective communication and millennials in the workforce. Equally, There’s a default new in Saudi Arabia and the Middle East dialogue between industry, academia the experience and wisdom of the assumption in the region, where for centuries development and government, to ensure that they older generations must be sustained to Middle East that R&D must be publicly has been driven by novel approaches to all understand and consider their manage expectations, guide progress funded. But science meet a demand for constant adaptation respective drivers for innovation and and ensure legal and regulatory safety was almost completely to a rapidly changing world. Today, at the challenges they each face? nets are in place through the change privately funded in the onset of the 4IR, the kingdom’s process. Whatever the generation, there the 1930s; a time that penchant for ingenuity and creativity can Part of the answer lies in stakeholders must be a sense of ownership and pride spawned some of the greatest scientific be pro-actively applied to the context of collaborating through innovation in an idea to reinforce cultural and revolutions in the the Vision 2030 and beyond. A successful partnerships for a more applied national pride in pioneering R&D. history. The lesson? adaptation to 4IR requires sustainable, research approach – efforts that aim The kingdom has the advantage Embrace multifaceted affordable and efficient routes through to answer specific questions – and in of being able to support a culture of finance avenues. the unchartered territories of the great making associated data and technical innovation partnerships, sound R&D, digital transition for the energy industry, breakthroughs more transparent and and commercialization more readily unpredictable oil prices, talent shortages accessible. Opaque information may than other nations. Few countries and constantly fluctuating economic result in inefficient allocation of time are in a better position than the trends. and resources. It is better to collaborate kingdom to quickly leverage on 4IR to Tough questions need answering. on the next step with a credible strengthen its competitive standing on How to affordably and efficiently meet partner that may have carried out a the global energy stage. Exciting times the 55% rise in the Middle East’s similar process recently, or that may of innovation and transformation lie energy consumption by 2040, that have valuable input on how to bring ahead. ■

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CIRCULAR ECONOMY Why Should Energy Markets Care? BY MAZIN ALBAHKALI President & CEO, GE Power Services, Saudi Arabia & Bahrain

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in savings is one and the kingdom’s petrochemical giant SABIC has st driver of energy signed a memorandum of understanding (MoU) 1 What is a Circular Economy? In one of the most $138 billion stakeholders’ with chemical recycling experts to supply recycled comprehensive A circular economy means changing consumption of energy to products, appetite for a plastics waste for production facilities in Europe. oil field carbon processes and mindsets to enable like household utilities. ‘circular economy’. The multi-billion benefit of Through this, the company has developed plans intensity (CI) studies companies and countries to do Under this umbrella, there are a this economic model equates to nearly 1% of the for a commercial refining plant for recycled low- ever published, a more with less. It seeks to replace range of application options: waste- today’s linear ‘take-make-dispose’ to-energy, fuel conversion, recycling GCC’s cumulative GDP between 2020 and 2030, quality, mixed plastics waste in The Netherlands. global team led by Stanford University approach to resources and aims materials from energy production as detailed by the World Government Summit And as part of its sustainability initiative, Ma’aden has calculated the for materials, including energy, to plants, utilization of the energy and Strategy&’s Ideation Center. Another big commits to facilitating responsible and innovative CI of 8,966 of the be re-used and recycled through industry and other industries’ excess incentive is Gulf countries’ commitment to the product design, use, re-use, recycling and disposal world’s active oil fields the value chain. The result? It gives energy. Another popular method to Paris Agreement, the world’s most comprehensive of products. The company has embedded circular across 90 countries. companies and countries more gold spur a circular economy is improving This represents stars for what is an increasingly existing technologies, like efficiency climate-related agreement. economy principles into its operations and has 98% of the world’s strict environmental check list, for internal combustion engines But these are just two factors in a regional effort developed measurable key performance indicators 2015 global crude it creates a sustainable job and (ICE), carbon capture and storage that resembles an octopus. There are many ‘legs’ – (KPIs) to monitor progress. oil and condensate manufacturing market and has (CCS) for hydrocarbons in the power from economic growth, government will and public production. How did the potential to narrow the global sector and renewables in enhanced wealth divide in the long-term. oil recovery (EOR). Plus, capturing buy-in – that must all move in harmony to achieve The growth of a circular economy is a fine line to Saudi Arabia fare? Very well; the kingdom Also, on the long list of benefits are the billions of cubic meters of natural progress (see: What is a Circular Economy?). This is tread. Existing energy capacity – from production, ranks the lowest in CI cost effectiveness and optimization gas flared at oil production sites a very tall order and good stewardship – a healthy storage, downstream, transport and so on – must of any major producer of supply chains. worldwide to use onsite, or reuse in mix of both private and public – of finite resources is lower its carbon footprint rather than pulling back to extract, process, and The purpose of the circular operations, would be a major leap critical amid an ever energy-hungry world. on operations. Cutting capacity now would be transport its crude oil economy is to protect the towards a circular energy economy. to the refinery gate. environment while maintaining a This would be especially meaningful The kingdom is playing an active role as per perilous; BP Outlook expects the Middle East alone market driven economy. There are in Saudi Arabia and the wider Gulf, the aims of Saudi Vision 2030. Saudi Aramco to have a 55% rise in energy consumption by 2040 two main channels to achieving this. the global epicenter of hydrocarbon is supporting a research program on the and Saudi Arabia’s population to climb by 37% to One is letting the market dynamic production. Progress will also give Sustainability of Bio-based Materials in a circular 45 million by 2050. Such pressure points do not #2 work through incentive mechanisms, the energy markets some much- as seen with subsidy reforms and needed career kudos for the more economy at the Aachen-Maastricht Institute for point to reducing capacity but increasing it – just Saudi Arabia ranked second overall in the the rise of renewables. The other environmentally aware millenial ■ Biobased Materials (AMIBM) in The Netherlands much more intelligently. aforementioned CI is regulatory changes, such as generation; good news amid a global study; Denmark, which reducing high public and industrial talent shortage. produces near 150,000 b/d, took first global position. 62% The Circularity Gap Report 2019 calculates that 62% of GHG emissions (excluding those from land use and forestry) are released during the extraction, processing and manufacturing of goods to serve society’s needs. Just 38% are emitted in the delivery and use of products and services. Stakeholders now have a clear focus where to direct their efforts.

34 Special Report Thegulfintelligence.com 35 LIST OF ATTENDED AND CONFIRMED GUESTS – SAUDI ARABIA ENERGY FORUM 2019

• Amjad Ashri, Innovation Partnerships Manager, King Abdullah University • Dr. Anas Alfaris, Vice President of Research Institute, King Abdulaziz City • Abdelrahman Hijazi, Sales Manager • Abdullah S. Jum’ah, Chairman - Saudi Arabia, U.S.-Saudi Arabian Business of Science and Technology (KAUST) for Science and Technology (KACST) • Abderahmane Fodil, Executive Vice President, Head of Business Council • Ammar Alameer, Graduate Engineer, Boston University • Dr. Anas F. Alhajji, Energy Economist and Managing Partner, Energy Development ME Region, SICPA • Abdulmalek Alobra, Senior Specialist, Stakeholder Interface, Ma’aden • Ammar Hazzazi, King Abdullah Petroleum Studies and Research Center Outlook Advisors LLC • Abdualziz Y. AlFadhel, Business Development Manager, Saudi Arabian • Abdulmohsen Almajnouni, Chief Executive Officer, Research Products (KAPSARC) • Dr. Bader Al Busaies, Attorney at Law & Managing Partner, Al Suwaiket General Investment Authority (SAGIA) Development Company (RPDC) • Ammar Zwawi, General Manager, GE Gas Power Systems, Saudi Arabia & and Al Busaies Attorneys at Law • Abdul Muthaleef, Managing Director & Head of Research (Oil & Gas Mine • Abdulrahman Ahmad, Al AbdulKarim Holding (AKH) Yemen • Dr. Basem Al Agha, Executive, Jumana House exploration UAS/ Aerial Platforms), Celestain Technologies • Abdulrahman Al-Askar, Analyst, Global & Executive Protocol Global & • Ammar Alzaher, Cybersecurity Sales Manager, Honeywell • Dr. Bashir O. Dabbousi, Manager, Technology Strategy & Planning, Saudi • Abdul Wahab Al Ahmari, Chief Executive Officer, Saudi Geophysical Executive Protocol, SABIC • Amr Fahmy, Sales Director, Assystem Aramco Consulting Office • Abdulrahman Alati, Engineer, King Abdullah City for Atomic and • Amro Elshurafa, King Abdullah Petroleum Studies and Research Center • Dr. Esam Alwagait, Chief Executive Officer, Saudi National Digital • Abdulaaziz F. Barakat Al Hamwah, Vice Chairman & Chief Executive Renewable Energy (KA-CARE) (KAPSARC) Transformation Unit Officer, Modern Industrial Investment Holding Group (MIG) • Abdulrahman Al-Fageeh, Executive Vice President, SABIC • Anas Mohammed Hamad AlBassam, Director, Marketing & Sales, • Dr. Fahad Alturki, Vice President - Research, King Abdullah Petroleum Studies and Research Center (KAPSARC) • Abdulaziz Al Duailej, President & Chief Executive Officer, Advanced • Abdulrahman Alomran, Corporate Governance & Internal Audit Manager, Phosphate & Ammonia, Ma’aden Electronics Company Al-Maamar Information Systems Company (MIS) • Anas Odeh, Account Manager, Rockwell Automation • Dr. Hatem Samman, Sr. Policy Advisor, G20 Saudi Secretariat • Abdulaziz Al Muhaiza, (A)ED, Treasury, Saudi Electricity Company (SEC) • Abdulrahman Mohammed Al-Obayed, Vice President, Human Resources, • Andrei Marcu, Executive Director, European Roundtable on Climate • Dr. Hussein Hoteit, Associate Professor, Ali I. Al-Naimi Petroleum • Abdulaziz Sufayan, Lead - Intelligent Field Team, Saudi Aramco Saudi Electricity Company (SEC) Change and Sustainable Transition Engineering Research Center, King Abdullah University of Science & Technology (KAUST) • Abdulaziz A. AlArwan, Business Development Director, Saudi Arabian • Abdulwahab Hamza Kheshaim, Internal Auditing, Saudi Electricity • Andrew Crowe, Vice President and Country Chairman, Shell Companies in General Investment Authority (SAGIA) Company (SEC) Saudi Arabia & Bahrain • Dr. Ibrahim Al Muhanna, Advisor, Ministry of Energy, Industry & Mineral Resources, Kingdom of Saudi Arabia • Abdulaziz Al-Benyan, Analyst, Business Intelligence, SABIC • Abeer Al Ghamdi, King Abdullah Petroleum Studies and Research Center • Antonio Lo Gelfo, Head of Business Winning - Security & Information • Dr. Ibrahim Bin Saad Almojel, Director General, Saudi Industrial • Abdulaziz Aldhubaie, Engineer, King Abdullah City for Atomic and (KAPSARC) Systems, Leonardo Development Fund Renewable Energy (KA-CARE) • Adam Sieminski, President, King Abdullah Petroleum Studies and Research • Antonio Sgambati, Business Development Manager, Saipem Saudi Arabia • Dr. Ihsan A. Bu-Hulaiga, Principal Consultant, Joatha Business • Abdulaziz Asker Mohammed AlHarbi, Senior Vice President, Operation, Center (KAPSARC) • Anwar Gasim, King Abdullah Petroleum Studies and Research Center Development Consultants EHS & SS / VP, MGBM (A), Ma’aden • Adeeb Alameen, Business Development, Al Fanar (KAPSARC) • Dr. Jalal Al-Muhtadi, Director, Centre of Excellence in information • Abdulaziz F. Alhamwah, Vice Chairman and Chief Executive Officer, • Adel Alkhodairy, Director, Saudi Center for International Strategic • Arshad Abed, Local Business Unit Manager, Oil and Gas and Chemicals, Assurance, King Saud University (KSU) Modern Industrial Investment Holding Group Partnerships (SCISP) Saudi Arabia, ABB • Dr. Kasper Castricum, General Manager / Managing Director, Sutton Group • Abdulaziz Nasser Al-Najim, Vice President, PME & Business Improvement, • Adel Balatif, King Abdullah Petroleum Studies and Research Center • Asif Khan, Director, Middle East Energy Initiatives, Lockheed Martin Global Ma’aden (KAPSARC) Inc. • Dr. Maher Al Odan, Chief Atomic Energy Officer, King Abdullah City for Atomic and Renewable Energy (KA-CARE) • Abdulaziz Nasser Abdulaziz AlNajim, Vice President, PME & Business • Adib Zouein, Managing Director, Head of MENA Sales, Goldman Sachs • Axel Pierru, Program Director, King Abdullah Petroleum Studies and • Dr. Mohammed A. Garwan, Chief of Atomic Energy, King Abdullah City for Improvement, Ma’aden • Adnan Ul haq, Head of Financing, Siemens Research Center (KAPSARC) Atomic and Renewable Energy (KA-CARE) • Abdulelah Abobakr, Research Assistance, King Abdullah City for Atomic • Ahmad Alhamad, Electrical Engineer, Royal Commission for Jubail and • Ayed Homoud Ayed Al Mutairi, VP,Corporate Strategy & Development, • Dr. Mohammed Al-Majed, Senior Advisor, Ministry of Energy, Industry & and Renewable Energy (KA-CARE) Yanbu (Yanbu) Ma’aden Mineral Resources, Kingdom of Saudi Arabia • Abdulelah Alghamdi, Performance and Development Specialist, Vision • Ahmad AlKhateeb, Corporate Cooperation-International Relation, Saudi • Azzam Saleh Ali Al Jebali, Director, CSS Procurement & Supply Chain, • Dr. Naif M Al abbadi, Deputy Minister for Electricity, Ministry of Energy, Realization Office (VRO) for Energy, Industry and Mineral Resources Electricity Company (SEC) Ma’aden Industry & Mineral Resources, Kingdom of Saudi Arabia • Abdulkadir Farah, Vice President, Business Development, Modern • Ahmad Hussain, Senior PV Engineer • Bader Aljared, Vice President, Saudi Center for International Strategic Industrial Investment Holding Group Partnerships (SCISP) • Dr. Omar Al-Ubaydli, Director, Energy and Economic Studies, Bahrain • Ahmad A. AlAbedi, Chemicals, O&G Managing Director, Saudi Arabian Centre for Strategic, International and Energy Studies (DERASAT) • Abdulkarim A. AlShabnan, Business Development Advisor, Saudi Arabian General Investment Authority (SAGIA) • Bader Alshathry, Vice President, Al Turki Holding • Dr. Raneem Saqr, Head of MIS Department, King Abdulaziz University General Investment Authority (SAGIA) • Bandar Allaf, Chief Executive Officer, Khaled Juffali Energy & Utilities • Ahmed al Sheikh, King Abdullah Petroleum Studies and Research Center (KAU) • Abdullah Al Manea, King Abdullah Petroleum Studies and Research Center (KAPSARC) (KJEU) • Dr. Saleh AlSuhaibani, Vice President for Strategic Studies and Research, (KAPSARC) • Bashir Dada, Industry Executive, DXC • Ahmed Al-Dadah, Vice President & Managing Director, KBR - AMCDE Saudi Center for International Strategic Partnerships (SCISP) • Abdullah Al Beirouti, King Abdullah City for Atomic and Renewable Energy • Bert Rioux, Research Associate, King Abdullah Petroleum Studies and • Ahmed Alsadhan, Chief Operation Officer - Head of International • Dr. Sami Khaiyat, Head of Support Services Sector, King Abdullah City for (KA-CARE) Research Center (KAPSARC) Cooperation, King Abdullah City for Atomic and Renewable Energy (KA- Atomic and Renewable Energy (KA-CARE) • Abdullah Al Dayel, King Abdullah Petroleum Studies and Research Center CARE) • Bon-Keun Koo, Country Director, Doosan Heavy Industries & Construction (KAPSARC) • Dr. Samiha Khayyat, Deputy Director for Research and Development • Ahmed Althukair, Co-Founder, Be Smart • Chris Hugall, Director Center RDC, King Abdulaziz University (KAU) • Abdullah Al Otaibi, Local Business Unit Manager, Process Industries, Saudi • Ahmed Debassi, Chairman, Tenaris Saudi Steel Pipe • Christof Van Agt, Senior Energy Analyst, International Energy Forum (IEF) Arabia, ABB • Dr. Sharaf Alsharif, Consultant, King Abdullah City for Atomic and • Ahmed Haydar, Sales Manager, Rockwell Automation • Colin Ward, Research Fellow II, King Abdullah Petroleum Studies and Renewable Energy (KA-CARE) • Abdullah Al Tuwaijri, King Abdullah Petroleum Studies and Research Research Center (KAPSARC) Center (KAPSARC) • Ahmed Sindi, Chief Executive Officer, Dawiyat • Dr. Suha Allawi, Head of Finance Department, King Abdulaziz University • Craig Smith, Chief Executive Officer, DTVC (KAU) • Abdullah Al Zowaid, Deputy Governor, Saline Water Conversion • Ahmet Hatipoglu, Business Development Director, ILF Consulting Corporation (SWCC) Engineers • Dana Al Ajlani, Public & Government Affairs Manager, ExxonMobil Saudi • Dr. Udo Huenger, Vice President Middle East, BASF FZE Arabia Inc. • Abdullah Al-Isa, Advisor, Ministry of Energy, Industry & Mineral Resources, • Albara Alshammari, Corrosion and Inspection Engineer, SABIC • Dr. Wolfgang Heidug, Senior Research Fellow, King Abdullah Petroleum Kingdom of Saudi Arabia • Ali Al-Shamrani, Vice President, SABIC • Danielle Aychouh, Senior Marketing Manager MEA, Emerson Studies and Research Center (KAPSARC) • Abdullah Al-Jarboua, King Abdullah Petroleum Studies and Research • Ali Hajjan, Local Business Unit Manager, Measurements and Analytics, ABB • Darren Davis, President & Chief Executive Officer, Ma’aden • Dr. Zeyad Ammar Al Mutairi, Director Sustainable Energy Technologies (SET) Center, King Saud University (KSU) Center (KAPSARC) • Ali Mirzakhani, Associate Director, DNV GL - Oil & Gas • David Scott Taylor, Director, Innovation & Digitalization, Ma’aden • Durgapoda Kuity, Cluster Accounts & Admn. Manager-Riyadh, Larsen & • Abdullah AlRakaf, Public Relations - Department Manager, Saudi Electricity • Aljawhara Al Quayid, Research Analyst, King Abdullah Petroleum Studies • Dr. Aabed A. AlSaadoun, Deputy Minister, Ministry of Energy, Industry & Toubro (L&T) Construction Company (SEC) and Research Center (KAPSARC) Mineral Resources, Kingdom of Saudi Arabia • Dustin Whiteley, Senior Director - Operations, McDermott • Abdullah Al-Sarhan, Secretary General, DNA, Designated National • Alwaleed Almuhanna, Partner, Saudi Energy Consultants • Dr. Abdulaziz Bin Sager, Chairman, Gulf Research Center (GRC) Authorities (DNA) • Edward Burton, Chief Executive Officer & President, U.S.-Saudi Arabian • Alwaleed I. Almuhanna, Director, WAAM Real Estate • Dr. Abdulkarim Hamad Al Nujaidi, Chief Executive Officer, National Gas • Abdullah Alsubiae, Power Generation Development, Saudi Aramco and Industrialization Company (GASCO) Business Council • Aman Ahmad, Vice President of Business Development, EMEA, KBR • Abdullah Ghumaiz, Vice President Product Development, Advanced • Dr. Abdullah Sultan, Dean of Research, King Fahd University of Petroleum • Eissa Aqeeli, Managing Director – KSA, Jacobs, Zamel & Turbag Consulting • Amar Amarnath, King Abdullah Petroleum Studies and Research Center Electronics Company and Minerals (KFUPM) Engineers (Jacobs ZATE) (KAPSARC) • Abdullah Bajahzar, Energy Portfolio Manager, MEIM Vision Realization • Dr. Abdullah Alsubaie, Energy & Water Research Institute Deputy Director, • Eng. Abdullah Saad Al-Rabeeah, Managing Partner, Almobda Company • Amareswara Rao Talasila, General Manager & Head, PT&D, Saudi Arabia & Office (VRO) King Abdulaziz City for Science and Technology (KACST) for Industrial Services and Chemicals Kuwait, Larsen & Toubro Saudi Arabia LLC • Abdullah K. Alenezi, Director, Ma’aden Strategy Delivery (A), Strategic • Dr. Abdulwahab Al-Sadoun, Secretary General, Gulf Petrochemicals & • Eng. Abdulrahman Al-Fadhel, Manager, Saudi Aramco Riyadh Refinery • Amin Al Shibani, Advisor, Ministry of Energy, Industry & Mineral Resources, Relations Development, Ma’aden Chemical Association (GPCA) Kingdom of Saudi Arabia

36 Special Report Thegulfintelligence.com 37 LIST OF ATTENDED AND CONFIRMED GUESTS – SAUDI ARABIA ENERGY FORUM 2019

• Eng. Adeeb Al-Aama, Governor for OPEC, Ministry of Energy, Industry & • Falwah Alrasheed, Specialist, Saudi Center for International Strategic • Hasan El Okdi, Commercial Director, F&H Platforms, Middle East , Africa & • Khalid Al-AbdulKarim, Chairman and Chief Executive Officer, Al Mineral Resources, Kingdom of Saudi Arabia Partnerships (SCISP) South Asia, GE Power Services AbdulKarim Holding (AKH) • Eng. Ahmad Abulfaraj, Vice President, Saudi Center for International • Fares Eidhah R Al-Zahrani, Senior Business Planner, Advanced • Hassan Shakhs, Communication Manager, Saudi Aramco Total Refining • Khalid Alkalali, Market Development Manager, Wartsila Strategic Partnerships (SCISP) Petrochemical Company and Petrochemical Company (SATORP) • Khalid Alsulami, Senior Consultant, Business Incubators and Accelerators • Eng. Ahmad Al Khowaiter, Chief Technology Officer, Saudi Aramco • Farhan Alshahrani, Head of Innovation Partnerships, King Abdullah • Hassan Madani Mohammed Al Ali, Senior Vice President, Phosphate & IM Company (BIAC) • Eng. Ahmed Al Ghamdi, Advisor, Ministry of Energy, Industry & Mineral University of Science and Technology (KAUST) Business (Acting), Ma’aden • Khalid Bin Saheim, General Manager, Aldrees Petroleum and Transport Resources, Kingdom of Saudi Arabia • Faris M. Algarawi, Assistant Financial Analyst, Argaam News • Hatem Alatawi, Researcher, King Abdullah Petroleum Studies and Services Company • Eng. Ahmed bin Mohammed Faqih, Deputy Minister, Ministry of Energy, • Farouk Soussa, MENA Economist, Goldman Sachs Research Center (KAPSARC) • Khalid Abdulrahman Al-Tuaimi, EVP, Generation, Saudi Electricity Industry & Mineral Resources, Kingdom of Saudi Arabia • Fatima AlHajari, Director, Head of Riyadh Office, U.S.-Saudi Arabian • Hatem Hamad Al Zamil, Senior Sales Engineer, Alfanar Company (SEC) • Eng. Basim Tawfeeq, Managing Director, BASF Saudi Arabia Co. Ltd. Business Council • Hatim Aseeri, Rotating Engineer, Saudi Aramco Shell Refinery (SASREF) • Khalid Al Tuaimi, Executive Vice President For Generation, Saudi Electricity • Eng. Hisham Sumayli, Director of Localization Technology Department, • Fawaz Shnan Didan AlAnazi, Senior Advisor, Finance, Ma’aden • Hazem Midani, Director, Jumana House Company (SEC) King Abdullah City for Atomic and Renewable Energy (KA-CARE) • Fayez Al Jabri, Director General, Electricity & Co-Generation Regulatory • Hesham Sewaify, Global Strategic Account Leader, Emerson • Khalid Arif Al Sharief, Director, Strategy & Business Planning, Ma’aden • Eng. Hussain Shibli, Assistant Head of Renewable Energy Sector, King Authority (ECRA) • Hisham Akhonbay, Research Fellow, King Abdullah Petroleum Studies and • Khalid Hamad Al-Gnoon, Executive Vice President, Distribution and Abdullah City for Atomic and Renewable Energy (KA-CARE) • Fayez Saeed Al Zahrani, Brand Specialist, Ma’aden Research Center (KAPSARC) Customer Services, Saudi Electricity Company (SEC) • Eng. Jad H. Abdulsalam, Director, Cybersecurity and ICT Governance, Risk • Francis Goh, Political Officer, Embassy of Singapore, KSA • Hisham Bahkali, President & Chief Executive Officer, GE Saudi Arabia & • Khalid I Almutlaq, Executive Director, Khobar Office, Jacobs & Compliance, Ma’aden • Francis Patalong, Senior Associate, Corporate Commercial, Projects, Al Bahrain • Khalid M. Abuleif, Sustainability Advisor to The Minister, Ministry of Energy, • Eng. Khalid Al-Salem, Director General, Saudi Authority for Industrial Cities Tamimi & Company • Hosam Alsayyed, Director Front End Technology, FRONT END Industry & Mineral Resources, Kingdom of Saudi Arabia and Technology Zones (MODON) • Frank Kane, Senior Business Columnist, Arab News • Hossah Al Motairi, King Abdullah Petroleum Studies and Research Center • Kim Pringle, Director of Capacity Development, King Abdullah City for • Eng. Mohammad Zakri, Researcher, King Abdullah City for Atomic and Atomic and Renewable Energy (KA-CARE) • Gaith M. AlBalawi, Business Development Director, Saudi Arabian General (KAPSARC) Renewable Energy (KA-CARE) Investment Authority (SAGIA) • HRH Prince Abdulaziz bin Salman Al Saud, Ministry of Energy, Industry & • Kwanghee Shin, General Manager; R&D Center Head (at Al-Khobar), • Eng. Mohammed AlHassnah, Vice President, Saudi Center for International Doosan Heavy Industries & Construction Co., Ltd. • Ganesh Pattabhiraman, MEA Plantweb Sales Director, Emerson Mineral Resources, Kingdom of Saudi Arabia Strategic Partnerships (SCISP) • Laith Ahmed Al-Bassam, Chief Executive Officer, National Grid • Gani Aslam, Managing Director, Consultancy Firm Advisors • Humam Fadel, Senior Account Manager, GE Renewable Energy • Eng. Muhammad Alsaad, Head of Engineering and Projects Sector, King • Humoud Odah Al-Ghobaini, Vice President, Communications and Public • Li Wei, Energy Attaché, Embassy of China, KSA Abdullah City for Atomic and Renewable Energy (KA-CARE) • George Elghossain, Vice President – Business Development Industrial Cooperation, Lockheed Martin Global Inc. Relations, Saudi Electricity Company (SEC) • Liam Hurley, VP & General Manager for Saudi Arabia & Bahrain, Emerson • Eng. Nasser Bin Ibrahim Al Fawzan, Advisor, Ministry of Energy, Industry & • Hyungmin Song, Senior Associate, Litigation, Construction, Al Tamimi & • Mahmoud Chauhdry, Managing Director, Lazard Saudi Arabia Limited Mineral Resources, Kingdom of Saudi Arabia • Georgios Andreadis, Director of Business Development, KBR - AMCDE Company • Mais Salameh, PMT Marketing Leader, Honeywell • Eng. Raad AlBarakati, Vice President, Saudi Center for International • Ghazali Inam, Senior Vice President / Head of Project Finance, Global • Ibrahim alameer, Engineer, King Abdullah City for Atomic and Renewable Strategic Partnerships (SCISP) Banking & Corporate Finance Dept., Riyad Bank • Majed Al Obaid, Public Relations Specialist, Ministry of Energy, Industry & Energy (KA-CARE) Mineral Resources, Kingdom of Saudi Arabia • Eng. Rasheed Al Shubaili, Chief Executive Officer VP Communications, • Giuseppe Paladino, Vice President Sales Middle East, North Africa and Far • Ibrahim Albaloud, Chief Executive Officer, Fathom National Industrial Development and Logistics Program (NIDLP) East, Fincantieri S.p.A. • Majed AlDuraibi, Corporate Cooperation-Department Manager, Saudi • Ibrahim AlJarbou, Vice President, Maintenance, Saudi Electricity Company Electricity Company (SEC) • Eng. Sami Said Ali Al Angari, President and Chief Executive Officer, • Grahame Nelson, Partner, Head of Office - Riyadh, Al Tamimi & Company (SEC) AlGihaz Holding Company • H.E Dr. Fahad Al Tekhaifi, President, General Authority for Statistics • Majed Alotaibi, King Abdullah City for Atomic and Renewable Energy • Ibrahim Aljomaih, Chairman, Aljomaih Automotive Company (KA-CARE) • Eng. Zeiad Altuwayjiri, Projects Engineer, King Abdullah City for Atomic (GSTAT) and Renewable Energy (KA-CARE) • H.E Dr. Khalid bin Saleh Al-Sultan, President, King Abdullah City for Atomic • Ibrahim Babelli, Chief Executive Officer, Sami Holding • Majed Suwailem, King Abdullah Petroleum Studies and Research Center (KAPSARC) • Esam A. Al Ghamdi, Senior Sales Account Manager, Honeywell and Renewable Energy (KA-CARE) • Ibrahim alameer, Engineer, King Abdullah City for Atomic and Renewable Energy (KA-CARE) • Majid Alghaslan, Chairman and Chief Executive Officer, FRONT END • Ezzat Eid, Commercial Manager, S&P Global Platts • H.E Joost Reintjes, Ambassador, Embassy of the Kingdom of the Netherlands, KSA • Ibrahim Alquraishi, Research Assistant, King Abdullah City for Atomic and • Manish Manchandya, Chief Financial Officer, Saudi Electricity Company • Fadi Mhaini, Director, Technology Licensing, Chevron Lummus Global • H.E. Abdulrahman M. Abdulkareem, Advisor, Ministry of Energy, Industry & Renewable Energy (KA-CARE) (SEC) • Fahad Abu-haimed, ED, Corporate & Strategic Planning, Saudi Electricity Mineral Resources, Kingdom of Saudi Arabia • Ibrahim Mohammed Al-Kenizan, Chief Executive Officer, Projects • Mansour Al Khudhair, Assistant Deputy Minister, Ministry of Energy, Company (SEC) • H.E. Dr. Majid Al Moneef, Chairman, International Advisory Committee, Development Company Industry & Mineral Resources, Kingdom of Saudi Arabia • Fahad Alfifi, Executive Director, National Strategy at General Authority for - King Abdullah Petroleum Studies and Research Center (KAPSARC) • Imad Nassar, Client Development Manager, S&P Global Platts • Manus Cranny, Anchor, Bloomberg TV Statistics - GASTAT • H.E. Eng. Abdulaziz Al-Abdulkarim, Vice Minister, Ministry of Energy, • Imran Yousuf, Partner, Professionals Executive Search (PES) • Mark Stumpf, Vice President Chemical and Refining, ExxonMobil Saudi • Fahad Al-Sherehy, Vice President, SABIC Industry & Mineral Resources, Kingdom of Saudi Arabia • Imtenan AlMubarak, King Abdullah Petroleum Studies and Research Arabia Inc. • Fahad Al-Sudairi, Chief Executive Officer, Saudi Electricity Company (SEC) • H.E. Eng. Abdullah Al-Saadan, President, Royal Commission for Jubail and Center (KAPSARC) • Marwan Ergesoos, Country Sales Lead, OpenText Middle East • Fahad A. Alhamwah, Director, Human Resources, Administration & Yanbu • James Baxter, MA OBE, Chief Executive Officer, NT&S Oilfield Services • Mashael Al-Shalan, Founding Partner, Aeon Strategy Government Relations, Modern Chemicals & Services Company • H.E. Eng. Khalid bin Saleh Al-Mudaifer, Vice Minister, Ministry of Energy, • Jamil Al-Dandany, Advisor to the Minister, Ministry of Energy, Industry & • Maurice Woo, Political Officer, Embassy of Singapore, KSA • Fahad Al Toryf, Advisor, Ministry of Energy, Industry & Mineral Resources, Industry & Mineral Resources, Kingdom of Saudi Arabia Mineral Resources, Kingdom of Saudi Arabia Kingdom of Saudi Arabia • Mazen Abdullah Al Shudoki, Public Relations and Media Manager, King • H.E. Faisal Alibrahim, Vice Minister of Economy and Planning, Ministry of • Jean-Christophe Vasseur, Business Development Manager, Rockwell Abdullah City for Atomic and Renewable Energy (KACARE) • Fahad Alajlan, Saudi Country Director, Honeywell Energy, Industry & Mineral Resources, Kingdom of Saudi Arabia Automation • Mazen Gani Aslam, Project Executive Officer, Consultancy Firm Advisors • Fahad Alotaibi, Petrochemicals Executive Account Manager, Saudi • H.E. Ibrahim Al Omar, Governor, Saudi Arabian General Investment • Jitendra Roychoudhury, King Abdullah Petroleum Studies and Research • Mazin Albahkali, President & Chief Executive Officer, GE Power Services, Electricity Company (SEC) Authority (SAGIA) Center (KAPSARC) Saudi Arabia & Bahrain • Fahad Batem Ha’adi Al Enazi, Head, Budgeting, Planning & Performance, • H.E. Khalid Al Falih, Minister of Energy, Industry and Mineral Resources • Jo Byung Wook, Embassy of South Korea, KSA • Mehmet Soytas, King Abdullah Petroleum Studies and Research Center Ma’aden Kingdom of Saudi Arabia • Joan S. Sanromà, Sales Director India, Middle East & Europe, Visual MESA, (KAPSARC) • Fahad M. Al Nasser, Director of Logistics & Management Support, • H.E. Lawrence Anderson, Ambassador, Embassy of Singapore, KSA KBC (A Yokogawa Company) President and CEO Office, Ma’aden • Michael Train, President, Emerson; Chairman, Emerson Automation • Hakim Benabdallah, General Manager, Element Materials Technology • Joost de Bakker, Regional Wells Manager, Lloyd’s Register Solution • Fahad Mohammed Al Nasser, Director, Logistics & Management Support, • Hamad Al Abdulaziz, Project Manager, Saudi Electricity Company (SEC) Ma’aden • Joseph Walker-Cousins, Director of Business Development, KBR - AMCDE • Mike Sutherland, Vice President Operations Offshore, McDermott • Hamad Bin Quraya, Chief Executive Officer, Bin Quraya Holding • Faisal Aldhorgham, Project Analyst • Kevin Robertson, Business Strategy Manager, McDermott • Mishal Alharbi, Vice President, Strategy and Planning, Research Products • Hani AlSaigh, Director General, Strategic communication & Marketing, Development Company, Research Products Development Company • Faisal Al-Shehri, SABIC • Khadeejah Al Ghadeer, Engineering Physicist, N/A National Center for Privatization & PPP (RPDC) • Faisal A. Al-Subhi, Vice President of Manufacturing, Yanbu Aramco • Khaled Al-Ofaysan, Account Manager, Schlumberger • Haresh Patel, Process Engineering Section Head, Advanced Petrochemical • Mishel Awaid Helail ALMutairi, Head of Phosphate & Ammonia Marketing- Sinopec Refining Company Ltd. (YASREF) • Khaled Mostafa, CSM Country Manager, Rockwell Automation Company Phosphate and IM SBU Marketing and Sales, Ma’aden • Faisal Mohammad Al-Lazzam, Vice President, Legal Affairs, Saudi • Khaled Saad Al-Rashed, Vice President, General Services, Saudi Electricity • Hasan Al-Shehry, SABIC • Moath Alolyt, Senior Mechanical Engineering Student Electricity Company (SEC) Company (SEC) • Mohamed Abbas, Business Development Manager, Lloyd’s Register

38 Special Report Thegulfintelligence.com 39 LIST OF ATTENDED AND CONFIRMED GUESTS – SAUDI ARABIA ENERGY FORUM 2019

• Mohamed Al Qahtani, Chairman, Al Qaryan Group • Nabil Abdulaziz M. Al Fraih, Vice President, Human Capital, Ma’aden • Reem Seraj, Business Development Manager, KBR - AMCDE • Stavros Spanos, Deputy Group Chief Executive Officer, Hyperian • Mohamed Shaaban, Sales Manager, Outotec • Nada Al Ahmari, King Abdullah Petroleum Studies and Research Center • Rehab Al Khalifa, King Abdullah Petroleum Studies and Research Center • Stephen McCallion, Government Affairs & Communications Director, GE • Mohammad Al Dubyan, King Abdullah Petroleum Studies and Research (KAPSARC) (KAPSARC) • Sulafa Hakami, Communications Leader, Saudi Arabia & Bahrain, GE Global Center (KAPSARC) • Nadhmi Al-Nasr, Chief Executive Officer, NEOM • Riccardo Giannetti, Head of Security & Information Systems Programs, • Sulaiman Alsamhan, Director, Cybersecurity Services and Solutions, Saudi • Mohammad Khan, Research Assistant, King Fahd University of Petroleum • Nadim Melhem, Head of Business Development, ENGIE Leonardo Information Technology Company and Minerals (KFUPM) • Naif Al-Masoud, Company IKTVA Representative, SAIPEM • Richelle Sansales, Sales Manager, Startech GCC • Sulaiman Al Rumaih, Managing Director, Tamimi Energy Holding • Mohammad Mannan, Manager, Projects, Saudi Electricity Company (SEC) • Najeh Al - Shammari, Sales & Marketing Director, GE Saudi Advanced • Riyadh Abunayyan, Chairman, Digital Energy • Sulaiman Aljohani, Chief Executive Officer, Be Smart • Mohammad Abdullah Abunayyan, Chairman, Arabian Company for Water Turbines (GESAT) • Rob Arnot, King Abdullah Petroleum Studies and Research Center • Sulaiman Ibrahim Al-Hubaishi, Vie President, Supply Chain, Saudi & Power International (ACWA Power) • Naji Skaf, President - Mid. East & Turkey, Air Products (KAPSARC) Electricity Company (SEC) • Mohammed Al Faraydhi, Consultant, Saudi Electricity Company (SEC) • Nasser Bin Saeed Al-Hajri, Chairman & Chief Executive Officer, Nasser S. • Ronnie Rahman, EMEA Cybersecurity Director, Honeywell • Sulaiman M. Ababtain, President & Chief Executive Officer, Saudi Aramco • Mohammed Al Habib, Downstream Account Executive, Baker Hughes, a Al –Hajri Corporation (NSH) • Roxanne Oclarino, Technical and Marketing Supervisor Business Total Refining and Petrochemical Company (SATORP) GE company • Nawaz Peerbocus, Program Director, King Abdullah Petroleum Studies and Assurance, Intertek • Sulaiman Saleh Al-Dobaye, Senior Manager VIP Protocol, Saudi Basic • Mohammed Al Huzami, Safety, Health and environment Manager ,BAE Research Center (KAPSARC) • Ryan Al-Yamani, King Abdullah Petroleum Studies and Research Center Industries Corporation (SABIC) Systems • Nicholas Howarth, Research Fellow, King Abdullah Petroleum Studies and (KAPSARC) • Sultan Aljohani, Chief Executive Officer, Be Smart • Mohammed Al Khalifah, Executive Vice President Business Division, Research Center (KAPSARC) • Ryan McPherson, Regional Director, EICUK Middle East (Branch) • Talal ALShuqayhi, Project Manager, Saudi Electricity Company (SEC) Advanced Electronics Company • Nick O’Connell, Partner – Head of Technology – KSA, Al-Tamimi & Co. • Saad Al Qarni, King Abdullah Petroleum Studies and Research Center • Tamer Abdallah, Divisional Manager – Instrumentation & Control Division, • Mohammed Al Shagawi, King Abdullah Petroleum Studies and Research • Nizar Al-Hariri, President, Industrial Clusters, National Industrial Clusters (KAPSARC) Al AbdulKarim Holding (AKH) Center (KAPSARC) Developing Program (NICDP) • Saad AlGhamdi, ED, Distribution Services, Saudi Electricity Company • Tariq AlDhubaib, Vice President, Saudi Center for International Strategic • Mohammed Al Thumayri, Advisor, Ministry of Energy, Industry & Mineral • Norm Gilsdorf, President, Honeywell (SEC) Partnerships (SCISP) Resources, Kingdom of Saudi Arabia • Noura Al-Saud, Founding Partner, Aeon Strategy • Saad AlQahtani, Business Director, Thomson Reuters • Turki Al Aqeel, King Abdullah Petroleum Studies and Research Center • Mohammed Alfadley, Engineering Student • Noura Mansouri, King Abdullah Petroleum Studies and Research Center • Saad Amegbil, Director, International Business Development, Lockheed (KAPSARC) • Mohammed Altamimi, Senior Projects Manager (KAPSARC) Martin Global Inc. • Turki Al Woseamer, Director General, Ministry of Energy, Industry & Mineral • Mohammed Ayaz, Director, Saudi Arabian Chevron, Inc. • Nourah Al Hosain, King Abdullah Petroleum Studies and Research Center • Saad Mohammed, Al AbdulKarim Holding (AKH) Resources, Kingdom of Saudi Arabia • Mohammed Lakhanpal, Global Executive Talent Acquisition Leader, SABIC (KAPSARC) • Saeed Al-Zahrani, Chief Executive Officer, Manarah Shada • Turki Alkhamees, Lecturer, Imam Muhammad Ibn Saud Islamic University • Mohammed Tassi, King Abdullah Petroleum Studies and Research Center • Nourah M. Alhosain, Research Analyst, King Abdullah Petroleum Studies • Safwat Hakam, Country Sales Director | KSA and BAH, Rockwell • Turki Alrasheed, Project Development Director, SABIC (KAPSARC) and Research Center (KAPSARC) Automation • Turki Alhokail, Chief Executive Officer & Board Member, National Center • Mohammed A. Al Fayadh, General Manager, Al AbdulKarim Holding (AKH) • Oliver Braun, Sales Leader ME Region, Honeywell • Salah Al Abdullatif, Chief Executive Officer, Abunayyan Holding for Privatization & PPP • Mohammed A. AlShaalan, Executive Vice President, National Center for • Olivier Durand-Lasserve, Research Fellow, King Abdullah Petroleum • Saleem Bitar, Director of Business Development, Emerson • Victor W. Baxter, Advisor, SABIC Privatization & PPP Studies and Research Center (KAPSARC) • Saleh Al Oliyan, ED, Regulatory Affairs, Saudi Electricity Company (SEC) • Vidya Ramnath, President, MEA, Emerson • Mohammed Abdullah Aljunaini, Industry & Manufacturing Sector Managing • Olivier Pasquier, Economic Attaché (Energy & Industry) Embassy of France • Saleh Al-Obisi, Public Relations-Representative, Saudi Electricity Company • Wael Ali Al Ghamdi, Vice President, Technology, Dawiyat Director, Saudi Arabian General Investment Authority (SAGIA) in Saudi Arabia (SEC) • Wael Gad, Managing Director, Al Othman Industrial Marketing Company • Mohammed Aljuhani, Electrical Engineer, Royal Commission for Jubail and • Olivier Thorel, Executive Director – Chemicals, Saudi Aramco • Saleh S. Al-Solami, Secretary General - Saudi Exports, Saudi Exports • Wahib Al Juhani, Strategic Account Manager, Saudi Aramco, ABB Yanbu – Jubail (RCJY) • Olof Arnman, Senior Director, Legal, Compliance & Risk Management Development Authority • Waleed Al-Saadi, Vice President, Engineering, Saudi Electricity Company • Mohammed Alkathiri, Chief Executive Officer, SEPCO Environment Middle East & North Africa, McDermott • Salem Basalamah, SABIC (SEC) • Mohammed Alshareef, Strategy and Business Development Manager, • Omer Sheikh, Manufacturing Director, Alzamil Metal Works Factory • Salha Duraibi, Economist, Princess Nourah Bint Abdul Rahman University • Walid Samara, Global Strategic Account Director, Emerson National Gas and Industrialization Company (GASCO) • Osama Abdulwahab Khawandanah, Chief Executive Officer, Saudi Power • Sami Al Thowani, King Abdullah Petroleum Studies and Research Center • Walid Ali, Head of Sales – KSA, Weir • Mohammed Alsubhi, Researcher, King Abdullah City for Atomic and Procurement (KAPSARC) • Walid Kildani, Economic Officer, Illicit Finance/AML, Sanctions, and Vision Renewable Energy (KA-CARE) • Othman Abdullah M. Al-Garawi, Engineering & QC Manager, Advanced • Sami Al-Osaimi, Vice President, SABIC 2030 Programs, U.S. Embassy Riyadh, Saudi Arabia • Mohammed Atif Raja, Area Manager, Energy - Middle East and Africa, DNV Petrochemical Company • Sami Alharbi, General Manager Business Development, Wartsila • Wassim Abdulkhaliq Saad, Chief Audit Executive-Corporate Internal Audit, GL - Oil & Gas • Paul Baillie, Projects Director, KBR - AMCDE • Samiha Khayyat, Assistant Professor of Petroleum, Energy & Ma’aden • Mohannad Rasheed, Sr. Manager, SABIC • Perumal Arumugam, Program Officer, Sustainable Development Resource,King Abdulaziz University (KAU) • Wesam Al Mutawa, Petroleum Scientist, Saudi Aramco • Mohatresh Almutairi, Regional Manager ME, BlackRock QI Ltd (BQI) Mechanism, UNFCC • Sandeep Chandran, HCP Product Development, Honeywell • Yasser Al Barrak, Co-Head of Global Banking, Global Banking and Markets, • Motashar AlMurshed, Chief Executive Officer /Country Executive, Merrill • Peter Terium, Head of Energy Sector, NEOM • Sandeep Goel, Director, Business Development, Lummus Technology Saudi British Bank Lynch Kingdom of Saudi Arabia • Phil Rice, Managing Director Consultancy - Middle East & India, Lloyd’s • Saqer Al-Orabi Al-Harthi, Cybersecurity Advisor, National Cybersecurity • Younis Hirz, Senior Analyst • MS Prakash, MEA Strategic Planning & Marketing Director, Emerson Register Centre • Yoused AlGhamdi, Senior Service Director, GE Power • Muaeyd Aldhamin, Project Manager, KBR • Radia Sedaoui, Chief, Energy Section, Sustainable Development Policies • Sara Lechtenberg-Kasten, King Abdullah Petroleum Studies and Research • Yousef Abdullah Al-Benyan, Vice Chairman & Chief Executive Officer, • Muhammad Raheel, Senior Lead Auditor & Trainer, Intertek Division, UNESCWA Center (KAPSARC) SABIC • Muhammad Hafeez Abbasi, Technical Training Consultant, Saudi Electric • Rajesh Kumar, Cluster Head (Central), PT&D, Saudi Arabia, Larsen & Toubro • Scott G. Hutchins, Energy Attaché, U.S. Embassy – Riyadh • Yousef H. AlYousefi, Partner, Marco Services Polytechnic (SESP) Saudi Arabia LLC • Shaaf Shaddad Hubailees Al Osaymi, Director, Corporate Affairs Planning, • Rajib Majumder, Sales Director, Honeywell • Yousif Al Ali, Director, Business Growth, Masdar Clean Energy • Muhammad Khurram Shahzad, Business Development Manager, TÜV Ma’aden Rheinland Arabia LLC • Rakan AlKenaibet, Director, Saudi Center for International Strategic • Zaid A. Al-Jendel, Manager, ASTP, Saudi Electricity Company (SEC) • Shahad Al Rashed, King Abdullah Petroleum Studies and Research Center Partnerships (SCISP) • Zakaria Al-Khamis, General Manager, Weatherford • Murhaf Al-Madani, Vice President, Global Information Technology and CIO, (KAPSARC) SABIC • Rakan Alshebel, Engineer - Consulting Services Department, Saudi • Ziad Al Musallam, Executive Vice President Engineering & Operation, • Shahid Hassan, King Abdullah Petroleum Studies and Research Center Aramco Advanced Electronics Company • Musaad Al Abdulkarim, Chief Operating Officer, Al AbdulKarim Holding (KAPSARC) (AKH) • Rami Mnm Abuzaid, Director - Telecommunication & Security Solutions, • Ziad Murshed, Vice President – Downstream Growth & Interaction, Saudi • Shikah Alshuwaish, Engineering Graduate, University of Southern Naizak Global Engineering Systems Aramco • Musaad M. Alfakhri, Operation Engineering Unit Riyadh Refinery California Department, Saudi Aramco • Rami Shabaneh, Research Associate, King Abdullah Petroleum Studies and • Ziyad Alsaigh, Deputy Minister, Ministry of Energy, Industry & Mineral • Siamak Kia, VP, IBM Research Middle East and North Africa Turkey and Research Center (KAPSARC) Resources, Kingdom of Saudi Arabia • Mustafa Al-Ali, Sales Manager, Intertek Russia • Ramy Rayan, Pre-Sales Functional Specialist, Thomson Reuters • Zubair Ahmed, Technical Manager, Authentix • Mustafa Ansari, Senior Economist, Arab Petroleum Investments • Siddharth Saboo, Associate Principal, Advisory Group DMCC Corporation (APICORP) • Rashad Abuaish, Project Manager, King Abdullah City for Atomic and • Soren Nikolajsen, Board Member & Managing Director, Alawwal bank Renewable Energy (KA-CARE) • Mutlaq Al-Morished, Chief Executive Officer, TASNEE (formerly Saudi Hollandi Bank) • Rayan Al-Sulaiman, Goldman Sachs

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