In The Spotlight
Amin. H. Nasser, president and CEO of Aramco. (Image source: Aramco)
At the Energy Intelligence Forum in London, where energy security and energy resilience was at the top of the agenda, Aramco’s CEO Amin H. Nasser underlined the critical importance of Middle East oil and gas supplies, the need for deeper resilience, and why energy resilience and energy security should be a shared responsibility between producers and consumers
The disruption to flows through the Strait of Hormuz has exposed how deeply energy security, economic security, and geopolitical events are connected, Nasser commented.
He noted that at the beginning of the crisis there were almost 10bn barrels of global oil stocks, since when nearly 3bn barrels of gross oil supply has been lost – around half the crude and products that would normally have moved through the Strait of Hormuz over the same period.
“Existing buffers have cushioned the blow and bought time, but they are finite. And while the squeeze on crude is serious, refined fuel prices have risen even more sharply.
“Emergency reserves might buy us a winter. They cannot fix long-term supply.
“Until Hormuz fully re-opens and confidence returns, the crude reality is that pressure at both ends of the barrel will intensify.”
Replenishing inventories while meeting demand could take up to two years, he added. The supply resilience cushion is “scarily thin.”
“The world has been reminded that no energy source, route, or system is risk-free. This crisis has raised the risk baseline. And that higher risk must be matched by deeper resilience, built across multiple layers.”
Deeper resilience
This is exemplified in Aramco’s resilience approach, which includes separating critical facilities; building in backup equipment; planning for maintenance; emergency command and firefighting excellence; rapid damage assessment; restoring damaged infrastructure at pace and investing in its people.
Reducing dependence on chokepoints is also important. Aramco is studying additional routes for crude exports, while exploring more overseas storage to help cover short-term disruptions.
Emphasising the critical importance of Middle East oil and gas supplies, Nasser highlighted the need to re-assess oil policies to ensure they remain aligned with the strategic goal of long-term energy security.
“Because energy security and resilience is a shared responsibility between producers and consumers,” he stressed. “This crisis is much more than an energy supply shock in Hormuz,” he added, citing the attacks on facilities and shipping.
“The international community must stand together to safeguard the free flow of energy and goods.”
Oil and gas infrastructure is a “collective necessity for producers and consumers alike,” he said, urging collaboration to minimise and adapt to shocks.
“We can collaborate on emergency response; better supply planning; refinery and petrochemicals flexibility; joint stockpiling; and long-term relationships. And stronger finances, supply chains, and cybersecurity are a must. “
Nasser concluded with a plea to “end the era of cyclical under-investment”, highlighting the integral importance of resilience.
“This crisis has finally exposed the false choice between energy security, affordability and sustainability.
“They are inseparable, and the future energy system must be built on all three. Middle East oil and gas remain central to that system for decades to come. Strengthening the resilience of these vital supplies is therefore a global strategic necessity."
Kuwait is developing its offshore discoveries. (Image source: Adobe Stock)
Kuwait Petroleum Corporation (KPC) is pushing ahead with its strategic expansion plans undeterred despite the crisis in the Middle East, its deputy chairman and CEO Shaikh Nawaf S.Al-Sabah assured delegates at the Energy Intelligence Forum in London
"We have not stopped, slowed down or even thought again about any of our strategic plans," Shaikh Al-Sabah said, confirming that KPC remains on track to deliver its target of increasing production capacity to 4mn bpd by 2035, and to increase domestic gas production to 2mn scf/d by 2040.
“We’re investing US$9-10bn a year in capex to reach those two targets; we’ll continue to make these investments and grow internationally throughout this process,” he said. “We are doing this because we recognise that it is our hydrocarbons that will be most in demand a decade from now, and two decades from now, in fact for the rest of our lifetimes.”
He added that the two major projects announced just before the beginning of hostilities are also going ahead as planned. Project Peregrine, which involves the lease and leaseback of existing pipelines in Kuwait, will finance future growth. Investors remain fully committed to the project, he said, and definitive agreements were signed in July.
“We were able to execute on time, on target with valuations that were higher than we expected before the war started, and at a cost less that any preceding transaction in the region of a similar scope, so we ended up with US$7.85bn in new foreign investment in the pipeline network.” This was because investors from around the world recognised the resilience in Kuwait and took a long-term view, he said.
The other project announced is Project Seef, which will develop three massive offshore discoveries made over the past two years, together containing over 3bn bbl of oil in recoverable reserves. Noting that all Kuwait’s production to date has been onshore, he pointed out that this achievement in getting a 100% exploration success, given that three wells drilled had resulted in three major discoveries. Subsequent wells have been drilled with further discoveries made, which have not yet been officially announced.
“We are asking international oil companies to partner with us to develop those resources under an operating services contract. So we’re moving ahead according to the exact same schedule that we had put together even before the war began.
“It is that type of resilience that really reflects how Kuwait and KPC are looking at this crisis and planning for the future,” he said.
Proving resilient
Discussing the company’s resilience, Shaikh Al-Sabah drew parallels with the destruction of Kuwait’s oilfields at the time of the Iraqi invasion and occupation of Kuwait in 1991, when it had been able to bring production back relatively quickly because of the resilience of its people and its reservoirs, as well as the strength of its international partnerships. Kuwait and its GCC neighbours had demonstrated resilience in the face of the current attacks by planning in advance for such a scenario.
However, he said that while storage buffers and alternative pipeline routes that had been put in place had contributed to this resilience, these buffers are evaporating and “none of these is a replacement for free navigation to the Strait of Hormuz …ultimately the resilience of the international system can only hold up for so long.”
Kuwait had responded to the crisis by slowly reducing production from 2.6mn bpd to a level sufficient to serve Kuwait’s domestic demands, when it was unable to export, and then when it had been able to restart exports by using its own internal tanker fleet, building production back up again to current level of around 2mn bpd.
“We have the capacity to go back up to our current maximum sustainable capacity of 3mn bpd, if we have the export routes available, and this comes down to the ability to move oil through the Strait,” Al-Sabah said. “We have been doing that by using our strategic tanker fleet.” He acknowledged the contribution of Kuwait’s customers, who had brought their own tankers in to support Kuwait’s operations.
Al Sabah noted that while there is an abundance of crude, there is a shortage of product, as there is no way to transport it from refineries, except through shipping, which is heavily restricted. Distillate prices are sky high, as are refinery margins. What is needed in the future is to move product out of the Gulf to get refineries to full production. Kuwait is cooperating with its neighbours on transport options. KPC is also leveraging its investments in refineries outside Kuwait and shipping as much crude as it can to those refineries, growing associated storage to make them even more resilient against any future. It is also building out its storage capacity in Kuwait itself.
“We have to be completely self-reliant,” Shaikh Al-Sabah said.
Echoing the remarks of Aramco CEO Amin H Nasser earlier, he urged an international response to the crisis, bringing producers and consumers together. “This isn’t a crisis that can be borne only by the producers, that we have to build more pipelines. The response has to be inclusive of consuming countries as well.”
SafeStart is a proven, human factors-based safety programme used worldwide to help organisations reduce injuries and incidents by addressing human error, critical risk exposure and decision-making challenges.
Did you know that human factors and critical errors are behind 95% of unintentional injuries?
Join one of SafeStart’s two-day Trainer Certification Level 1 courses coming to the Middle East this October and November and learn how to deliver proven Human Factors and Critical Error Reduction techniques within your organisation. Find out how the SafeStart approach can reduce workplace accidents, strengthen safety performance and build a sustainable culture of safety excellence.
Designed for HSE and safety professionals, this globally-recognised certification equips participants with practical tools, real-world insights and expert guidance to address human factors, reduce risk exposure and influence safer decisions.
Where are the courses being held?
Course details and registration links are as follows:
Dammam 6-7 October :
https://events.offsnet.com/SafeStartTrainerCertificationLevel1CourseDammamKSA-6-7Oct
Riyadh: 27-28 October:
https://events.offsnet.com/SafeStartTrainerCertificationLevel1CourseRiyadhKSA-27-28October
Dubai: 10-11 November:
https://events.offsnet.com/SafeStartTrainerCertificationLevel1CourseDubaiUAE-10-11-November
What is SafeStart?
SafeStart is a proven, human factors-based safety programme used worldwide to help organisations reduce injuries and incidents by addressing human error, critical risk exposure and decision-making challenges. It is being used in 76 countries and over 5,000,000 people have been trained at 10,000+ worksites. It is currently available in 33 languages and average injury reductions are 50% in the first two years and 80% over four years.
This Level 1 certification will guide you through SafeStart’s six-step process, enabling participants to influence safer behaviours and support long-term cultural change across their organisation. Lead safety transformation.
The interactive session will highlight key paradigm shifts and ensure personalised experience for participants.
There will be introduction to the concepts of states and errors, three types of at-risk behaviour, three sources of unexpected events, the personal risk pyramid, and four critical error reduction techniques. The session will also explore long-term strategies and recommendations for bringing in change as well as sustaining it.
By attending, you will:
• Earn your SafeStart certification
• Learn how to apply SafeStart’s human factors approach in real-world environments
• Gain practical tools to influence safer decisions
• Strengthen your organisation’s long-term safety performance
Complete the course, earn your certification and bring these techniques back to your teams to improve safety, quality and operational performance.
Who should attend?
Ideal for: HSE/EHS managers, safety leaders, operations managers, site managers and internal trainers.
About the trainers
The sessions will be led by expert trainers from Safestart International, namely Larry Wilson, author and founder; Sarah Stoker, development director; Anmol Tiwari, territory sales manager, MENA.
Larry Wilson is a pioneer in the area of Human Factors in safety. He has been a safety consultant for over 25 years and has worked on-site with hundreds of companies worldwide. He is the author of numerous books and an active keynote speaker at health and safety conferences around the globe.
Book your place now!
Dammam 6-7 October :
https://events.offsnet.com/SafeStartTrainerCertificationLevel1CourseDammamKSA-6-7Oct
Riyadh: 27-28 October:
https://events.offsnet.com/SafeStartTrainerCertificationLevel1CourseRiyadhKSA-27-28October
Dubai: 10-11 November:
https://events.offsnet.com/SafeStartTrainerCertificationLevel1CourseDubaiUAE-10-11-November
The initiative will help asset-intensive sectors move beyond their legacy tech systems towards AI-embedded operations. (image source: Adobe Stock)
IFS, the leading provider of industrial AI and enterprise cloud software, is growing its footprint in Saudi Arabia through a new strategic partnership with Echelon, the Riyadh-headquartered AI company, to bring its industrial AI solution to Saudi-based enterprises
What is industrial AI?
Industrial AI is the application of artificial intelligence to the physical world and enables enterprises to analyse massive amounts of data from sensors, machines and networks. Industrial AI platforms then provide and execute actions to automate production optimisation, quality control, condition-based maintenance, and supply chain tracking.
Industrial AI uses machine learning, predictive analytics, and data processing to optimise complex industrial environments in real-time, enabling systems to anticipate issues—whether by foreseeing equipment malfunctions or adjusting supply chains dynamically. Examples include:
- Oil & Gas: AI-driven predictive analytics, can help operators better monitor and manage assets, reduce environmental risks, optimise energy consumption and facilitate regulatory compliance
- Utilities: Industrial AI for Utilities can optimise power grid performance, predict equipment failures, and enhance resource distribution, making energy delivery more reliable and efficient.
- Engineering and Service: Engineering AI and Services AI-driven maintenance schedules and PSO will allow these sectors to extend the life of critical infrastructure and streamline complex service operations.
- Manufacturing: In smart factories, Manufacturing AI is optimising assembly lines and reducing waste, leading to faster production times and lower costs. Machine learning models can predict and preemptively correct equipment malfunctions, increasing productivity.
How is Saudi Arabia embracing industrial AI?
Saudi Arabia is strengthening its position as a global hub for AI and advanced technologies, underpinned by robust digital infrastructure, continuous investments, and an enabling environment for innovation—driven by Vision 2030 objectives which including positioning Saudi Arabia as a global leader in AI by 2030 and transforming industry through technological advancements.
Saudi Arabia has witnessed rapid progress in the adoption of AI across its industrial sectors, including energy, manufacturing, and logistics.
With the largest industrial base in the Middle East and Africa, totalling 45% of the country’s US$1.1 trillion GDP in 2024 across verticals such as manufacturing, oil & gas, mining, construction and utilities, the Kingdom is actively promoting itself as an industrial hub and a gateway market for regional industrial supply chains as part of the country’s Vision 2030 strategy. To promote its competitiveness, the country is investing in advanced manufacturing and many of Saudi Arabia’s largest industrial enterprises are digitising their operations and integrating AI, IoT and robotics in manufacturing and supply chain management.
How is IFS driving the deployment of industrial AI in Saudi Arabia?
IFS has proven success with organisations across the Kingdom helping advanced manufacturers modernise operations and strengthen supply chains, telecommunications providers deliver services at scale, maritime organisations build their industrial capabilities, and critical infrastructure operators improve asset reliability.
Echelon will work with IFS to drive the deployment and localisation of its industrial AI solution, IFS.ai, across its heavy industry customers in Saudi Arabia, enabling asset-intensive sectors such as energy, manufacturing, oil and gas, aerospace and defence, logistics and telecoms move beyond their legacy tech systems towards AI-embedded operations. Through IFS.ai, Echelon's customers will benefit from an AI enterprise layer across enterprise asset management, field service, maintenance planning, and asset investment decisions.
“Ever since we founded Echelon, our aim was to bring the most exciting AI solutions to Saudi Arabia, to benefit our economic diversification and growth,” said Prince Khalid Bin Bader Al Saud, founder and managing director, Echelon. “IFS offers cutting edge technologies to heavy industries and manufacturers, and the IFS.ai platform holds the promise of tangible, real-world benefits. Our customers are excited about the potential of IFS’s innovations for their operations.”
"Saudi Arabia is building some of the most complex, regulated and asset-heavy operations in the world. Running them successfully means making thousands of decisions every day, safely and at scale. That's exactly where Industrial AI delivers the greatest value, and it's where IFS thrives. For decades, we've helped the world's most essential industries turn operational complexity into competitive advantage," said Mark Moffat, CEO at IFS. "We're excited to work with Echelon and the Kingdom's industrial base to raise efficiency and help make Saudi Arabia one of the most competitive places in the world to manufacture."
Prominent Asian leaders will take to the stage at ADIPEC. (Image source: dmg events)
ADIPEC 2026 will welcome its strongest-ever participation from Asia, reflecting the region’s dominance as the leading engine of global energy demand growth in the coming decades
Taking part in this year’s event will be 353 companies and six country pavilions from the region – China, India, Japan, Malaysia, Singapore and South Korea. Asia will also be strongly represented across the conference programme, where issues impacting Asia will feature prominently, with senior leaders from across the region among ADIPEC’s more than 1,800 confirmed speakers.
Confirmed participating companies include Sinopec, CNPC, CNOOC, Petronas, PTTEP, INPEX, Mitsubishi Heavy Industries, Hengyun, Baofeng Steel Group Co. Ltd, Beijing JJC Technology Co. Ltd., Mitsui & Corp, Daechun, DRC, GS Energy Corporation, HADO, Panduit, TMEIC, CATL, Envision Energy, FLARE INTERNUSA, PT Petra Konsulindo Utama, KYK Group, Thai Benkan Co. Ltd., Bajaj Power Equipments Ltd., Babcock Power APAC Pvt Ltd, and Axis Solutions Ltd.
Primary engine of global energy demand growth
Asia is expected to be the primary engine of global energy demand growth over the coming decades. China is forecast to account for close to half of worldwide electricity demand growth through 2030, while India is expected to remain the single largest contributor to global energy demand growth through 2035. Southeast Asia is projected to contribute around a quarter of global energy demand growth through 2035 as industrialisation, urbanisation and digitalisation accelerate across the region.
Meeting that demand will require significant investment in energy supply and infrastructure, particularly as electricity consumption and data-centre capacity continue to grow.
ADIPEC 2026 will connect the region’s policymakers, producers, buyers and industry leaders with the global supply, capital, technology and partnerships needed for the continent’s growing energy needs.
Abdulmunim Saif Al Kindy, chairman, ADIPEC 2026, said: “Asia is at the centre of global energy demand growth. As economies expand and energy needs rise, meeting that demand will require greater collaboration between producers, buyers, investors and technology leaders, alongside continued investment in supply and capacity. That is why ADIPEC is attracting record participation from across Asia, providing a platform where strategies are advanced, partnerships are formed and opportunities are turned into action.”
“Abu Dhabi is particularly well positioned to support this growth. Its proximity to some of the world’s fastest-growing energy markets, long-standing partnerships across Asia, and track record of providing reliable, flexible and competitive energy supply put it at the heart of supporting the region’s next phase of economic growth.”
Confirmed speakers at ADIPEC include:
• Wang Yuetao, chairman, ZhenHua Oil
• Takayuki Ueda, representative director, president & CEO, INPEX
• Rajarshi Gupta, MD & CEO ONGC, Videsh Ltd
• Prof. Haruhiko Ando, CEO, Japan Cooperation Centre for Petroleum and Sustainable Energy
• Charlotte Wolff-Bye, VP & Group chief sustainability officer, Petronas
• Prashant Ruia, Group CEO, Essar Group
• Koji Yamamoto, CTO and senior Councillor, JOGMEC
• Nobuo Tanaka, CEO, Tanaka Global
• Massimo Danieli, CEO, Business Unit Grid Automation, Hitachi Energy
Addressing the issues impacting Asia
Within the Strategic Conference, the Natural Gas & LNG programme will bring producers, buyers and infrastructure developers together to examine how supply can be expanded and diversified for import-dependent Asian markets, from contracting and market access through to the shipping and regasification capacity needed to maintain flexibility.
The Grids, Infrastructure & Industrial Execution programme will address the generation, transmission, storage and infrastructure capacity required to support Asia’s industrial, urban and digital growth, while the Finance & Investment programme will look at how capital can be mobilised for the region’s expanding infrastructure pipeline, including the risk allocation to commercial structures that move projects from plan to delivery.
The Maritime & Logistics programme will focus on the ports, fleets and shipping routes connecting global energy producers with Asian buyers, and the partnerships needed to maintain supply chain reliability as volumes grow.
Meanwhile, the AI, Digital & Technology Innovation programme will examine how artificial intelligence, automation and advanced analytics are being embedded into energy systems to sharpen performance and decision-making, alongside the increasing power requirements created by Asia’s rapidly expanding data-centre and digital economy.
New Leadership Dialogues include a session on ‘Asia’s power squeeze: integrating renewables and gas in high-growth power systems’ and a Boardroom Roundtable on ‘The new technology frontier: Asia’s role in shaping global innovation’.
Christopher Hudson, president, dmg events, the organisers of ADIPEC, said, “Asia’s influence on the global energy system now extends far beyond demand. The region is increasingly shaping technology, manufacturing, infrastructure and the commercial relationships behind the industry’s next phase of growth.
“ADIPEC has always evolved with the industry, responding each year to where the biggest shifts are happening and where the greatest opportunities lie. Our role is to create the platform where those changes can be translated into decisions, partnerships and progress.”
HE Saad Sherida Al-Kaabi , Qatar’s Energy Minister, CEO and president of QatarEnergy speaking at the Qatar Economic Forum. (Image source: QatarEnergy)
Qatar now expects production from its massive North Field East LNG expansion to start up in 2027, according to HE Saad Sherida Al-Kaabi , Qatar’s Energy Minister, CEO and president of QatarEnergy
Speaking at the Qatar Economic Forum, Powered by Bloomberg: UNGA Special Edition 2026 in New York, the Minister said the first production train at North Field East – the initial phase of Qatar’s LNG expansion – is expected to come online in the first half of 2027 as shipping disruptions in the Strait of Hormuz slow projects across the country’s economy. It had previously been expected to start production this year.
Tightening LNG supplies
The world's largest single non-associated gas field, the North Field, spanning over 6,000 sq. km, represents 20% of the world's total gas reserves. Qatar’s North Field expansion projects aim to raise LNG production capacity to 142mn tons per annum (MTPA) before the end of this decade. The North Field South project – the second phase of the expansion – is slated to come online in 2028, Al-Kaabi said – but these timings will depend on what happens in the Hormuz Strait and the ability to get facilities coming in.
The timeline reinforces the expectations that the near-closure of the Strait of Hormuz due to the Iran war threatens to tighten global LNG supplies for years, Bloomberg comments. Disruptions have already cut LNG supplies from Qatar — the world’s second largest LNG exporter and a key supplier to both the Asian and European markets — sending spot prices surging to the highest level since 2022 in Asia and Europe.
Qatar’s Ras Laffan plant, which produced nearly a fifth of the world’s LNG before the war began in February, can resume operations at undamaged parts of the facility “within a couple of weeks” when Hormuz reopens, the Minister said. The attack on Ras Laffan early on in the conflict resulted in damage to two LNG trains and Shell’s GTL plant, prompting Qatar to declare force majeure to its affected buyers.
“Repairs on the GTL train will be concluded in the first quarter of 2027. However, it will take three years for repairs on the two LNG trains,” the Minister said.
Qatar is currently exporting a very small amount of LNG through the Strait, Al-Kaabi said, adding that Doha has decided not to build bypass pipelines.
“LNG, our main export commodity, cannot be transported by pipelines. We will have to transport it by pipelines as gas and then liquify it at the receiving terminal, wherever that may be. This means we are building reductant facilities to the ones we are already building in Qatar as part of the North Field expansion project. This makes no economic sense.”
Diversifying options
Qatar is pivoting to become a larger trader of LNG in the meantime, and is handling more LNG outside of the Persian Gulf with the start of its Golden Pass export facility in the US. Shipments have started from the first train.
“We expect next year to have both the second and third trains in full operations. We are also building the largest ethane cracker in the world at the Golden Triangle Polymers Project.” The project will be starting up in the next few weeks, he said.
“We will be, in the very near future, the largest LNG trader in the world by far,” said Al-Kaabi. “And we’re building our position to become the largest trader.”
Cyber risk is growing in the face of increased connectivity. (Image source: Adobe Stock)
Industrial companies are increasing cybersecurity investment as connected operations, AI adoption and IT/OT convergence expand operational risk, with more than one-third seeing cybersecurity risk as a top obstacle to growth, according to a new study from Rockwell Automation
Industrial companies are connecting more systems, scaling AI faster, and pushing operations to move in real time. Those investments create speed, efficiency and flexibility, but also expand operational risk. As organisations continue to connect information technology (IT) and operational technology (OT) systems, scale AI initiatives, and expand the use of operational data across the enterprise, they create new dependencies that can increase exposure to cyber-related risk, underscoring the need to strengthen resilience.
The report, Operational Resilience in the Age of Connectivity, based on input from 1,500 manufacturing and industrial operations decision makers across a range of industries in 17 countries, reveals a disconnect between confidence in comprehensive cybersecurity protection and operational risk. Although industrial organisations are investing in cybersecurity in the face of the growing risks, those investments do not automatically translate into operational resilience.
Key findings
Key findings from the report include:
• Organisations remain confident despite rising incident exposure: While 46% of organisations experienced a cyber incident in the past year, 90% say they are confident in their ability to prevent, contain or recover from one.
• Cybersecurity delivers strong perceived ROI: 62% of organisations have already invested in cybersecurity platforms, and cybersecurity ranks as the second-highest ROI-generating technology investment reported by respondents.
• Organisations are looking to AI as part of their cybersecurity response: 45% plan to apply AI and machine learning to cybersecurity initiatives over the next 12 months.
• IT/OT convergence creates both risk and opportunity: IT and OT integration points rank as the second-most vulnerable to cyber incidents. At the same time, 37% say securing IT/OT architecture will drive positive business outcomes over the next five years.
The findings point to a clear shift: organisations are embedding cybersecurity into broader digital transformation strategies alongside AI, automation, cloud technologies and connected operations. But as environments become more interconnected, resilience depends on how well organisations can translate investment into coordinated action.
Resilience requires continual improvement
Resilient operations depend on continuously adapting OT cybersecurity programmes as operational needs and risks evolve, the report says. It requires a proactive, end-to-end approach aligned to globally recognised frameworks and standards such as NIST, NIS2 and IEC 62443. This gives organisations a structured roadmap to improve security maturity while meeting regulatory requirements.
The organisations that gain the most value from cybersecurity will be those that take a proactive, programmatic approach. By building visibility, risk-based decision making, secure architectures, continuous monitoring and recovery readiness into their operations from the start, they can reduce operational risk, sustain production during disruption and enable the business to move forward with confidence.
The good news is that organisations are rising to the challenge. They no longer treat cybersecurity as a separate IT initiative but are instead increasingly viewing it as part of operational performance.
“Industrial organisations understand that cybersecurity directly affects uptime, continuity, productivity and growth, but technology investments alone do not create operational resilience or confidence in an organisation's security posture,” said Rick Kaun, global director, cybersecurity services at Rockwell Automation. “True resilience is built when cybersecurity becomes an integral part of business strategy. Organisations that proactively manage risk and prepare for disruption are better positioned to protect operations, sustain production and gain a competitive advantage.”
Frequently Asked Questions:
What is operational resilience?
Operational resilience is an organisation's ability to sustain safe, secure, and reliable industrial operations by proactively managing risk, limiting disruption and providing rapid recovery from incidents.
Why is IT/OT convergence increasing cybersecurity risk?
IT/OT convergence increases cybersecurity risk because it expands the attack surface, introduces new points of connectivity and allows threats that originate in IT environments to potentially impact industrial operations. As operational data, systems, users and third-party connections become more interconnected, a single cyber incident can have broader consequences across production, safety, quality and business continuity.
How are industrial organisations using AI for cybersecurity?
According to the research, 45% of industrial organizations plan to apply AI and machine learning to cybersecurity over the next 12 months to help improve detection, monitoring and risk management capabilities.
The full report, is available HERE and explores how industrial organisations are strengthening cybersecurity, managing IT/OT convergence and building more resilient operations in an increasingly connected environment.
The agreement signing. (Image source: QatarEnergy)
QatarEnergy, with its partners Shell and Sonangol E&P has signed an agreement with Angola’s National Agency for Oil, Gas, and Biofuels (ANPG) to hold interests in Blocks 8 and 22 offshore the Republic of Angola
Under the agreement, and subject to the relevant governmental approvals and final contractual arrangements, QatarEnergy will hold a 30% working interest, while Shell (the operator) will hold 50%, and Sonangol will hold 20% in the two offshore blocks.
For QatarEnergy, the agreement marks another important step in advancing its ambitious international exploration strategy, with maximising value from upstream being one of its five key strategic pillars in its vision to be one of the best energy companies in the world.
QatarEnergy acquired a 40% stake in the North Rafah block, offshore Egypt in October 2025, following hard on the heels of the acquisition of a 27% participating interest in the North Cleopatra block offshore Egypt, operated by Shell. QatarEnergy has also acquired exploration licences in the Republic of Congo, Algeria and Namibia.
His Excellency Saad Sherida Al-Kaabi, the Minister of State for Energy Affairs, the president and CEO of QatarEnergy, said: “QatarEnergy is pleased to sign this agreement and to establish a presence in the energy sector of the Republic of Angola as part of our international upstream exploration strategy and growth efforts. We would like to thank the Angolan authorities, and our partners Shell and Sonangol, for their cooperation and support. We look forward to a longstanding and fruitful partnership.”
The agreement was signed in the Angolan capital Luanda on the sidelines of the Angola Oil & Gas Conference, where the Minister of Mineral Resources, Petroleum and Gas, Diamantino Azevedo, highlighted the contribution of oil activity to the diversification of the economy and outlined the main lines of the Executive's vision for the sector.
ANPG formalised a series of offshore entries, risk-service contracts and other agreements with international oil companies at the show, advancing exploration across the Kwanza and Congo Basins.
Sonangol presentations emphasised the national oil company's contribution to boosting the market, attracting capital, and consolidating strategic partnerships.
The collaboration will define a framework for providing subsurface data across Morocco's onshore and offshore basins. (Image source: Adobe Stock)
Studies indicate total recoverable resources of up to 43mn barrels of oil. (Image source: Adobe Stock)
Coverage across the materials supply chain. (Image source: Yokogawa)
Yokogawa Electric Corporation has entered into a distribution agreement with France-based BuyCo, a provider of a software as a service (SaaS) solution for the management of the transport of shipping containers
Under this agreement, Yokogawa will offer BuyCo’s Transportation Management System (TMS) to companies primarily in the materials industry, leveraging its extensive expertise in supporting manufacturing operations to optimise entire supply chains.
Complex supply chains
In recent years, the materials sector has had to contend with rising complexity in global supply chains, heightened geopolitical risks, and stricter environmental regulations, especially in the chemicals industry. Rising transportation costs and the need to manage and reduce greenhouse gas emissions and respond to fluctuations in demand have become key management concerns. However, in many cases, companies in these industries have not taken an integrated approach to optimise their production and logistics operations. This, combined with the need to comply with regulations on hazardous materials and handle diverse cargo types, has made it difficult to manage entire supply chains in an integrated and holistic fashion.
While Yokogawa has focused on supporting the automation and optimisation of operations at individual plants in the process industries, the company is expanding the scope of its support through consulting services and digital solutions that address challenges across end-to-end supply chains connecting multiple facilities. This agreement with BuyCo represents a major step in that direction, focused on container transport management.
In developing its container transport management platform, BuyCo makes use of its extensive experience in the maritime industry. This SaaS solution enables the centralised management of container transport data, supports shipment planning and booking, visualises shipping operations in real time, and facilitates information sharing among stakeholders. Based on cargo data, it assists in selecting shipping lines and transport routes and allows real-time door-to-door tracking.
By adopting this platform, companies can reduce logistics costs and inventory levels while improving their on-time delivery performance. It also helps mitigate the risk of cargo quality deterioration and contributes to the visualisation and reduction of the emissions of CO₂. Currently, over 12,000 users around the world rely on this platform.
Carl Lauron, the founder and CEO of BuyCo, commented, “We are delighted to augment the Yokogawa offering, enabling them to close the gap between production and logistics. With BuyCo's container shipping platform, manufacturers can optimise their entire supply chain, including the international transportation aspects. The partnership between Yokogawa and BuyCo enables manufacturers to impact transportation costs, effectiveness and sustainability.”
Naohisa Endo, a Yokogawa executive officer and head of the company’s Materials Business Headquarters, stated, “By leveraging BuyCo’s container transport management platform, we will strengthen initiatives to optimise supply chains for the materials industry. Building on our strengths in measuring and connecting, we aim to achieve integrated optimisation spanning everything from our customers’ production operations to international logistics. Looking ahead, we intend to evolve this into a comprehensive supply chain management solution that integrates demand forecasting, inventory optimisation, and more.”
The newly established MoU outlines a comprehensive framework designed to integrate the energy sectors of both nations more closely.
Nayef Bou Chaaya, vice president, Middle East, Turkey & Central Asia, AVEVA.
The agreements will expand the chemicals ecosystem. (Image source: ADNOC)
TA’ZIZ, a joint venture between ADNOC and ADQ, has signed long-term agreements spanning offtake, feedstock and sales across its chemicals portfolio, valued at US$28.5bn (AED104.6bn)
Signed at the Make it in the Emirates Forum, the agreements, valued at US$28.5bn, secure both global offtake and reliable local feedstocks, allowing for large-scale chemical production within the UAE and reinforcing TA’ZIZ’s role in building a fully integrated domestic chemicals ecosystem. The deals include sale agreements with ADNOC and Proman for methanol; Emirates Global Aluminium (EGA) for caustic soda; Mitsubishi Corporation for ethylene dichloride (EDC), vinyl chloride monomer (VCM) and caustic soda; Mitsui & Co. for EDC and caustic soda; Sanmar Group for EDC and VCM; Tricon for PVC, EDC and caustic soda; and Vinmar for EDC and polyvinyl chloride (PVC).
ADNOC Gas secured a 25-year feedstock agreement to supply natural gas to the TA'ZIZ methanol project valued at over $5 billion (AED18.4 billion). TA’ZIZ also agreed a 20 year salt supply agreement with Abu Dhabi based Sama Salt to support production at its PVC complex.
Mashal Saoud Al-Kindi, CEO of TA’ZIZ, said, “These long term agreements represent a defining milestone for TA’ZIZ and for the UAE’s industrial growth ambitions. By securing both global demand and reliable local feedstock, we are translating vision into delivery, anchoring world scale chemicals production, strengthening domestic value chains and creating enduring economic value, jobs and supply chain resilience for the UAE.”
Together, these agreements leverage local resources to secure a reliable and sustainable supply of critical raw materials, further strengthening domestic value chains and advancing the UAE’s industrial self sufficiency.
TA’ZIZ is a manufacturing, industrial services, logistics and utilities ecosystem that enables the production of transition fuels and new products across the chemicals value chain, supporting ADNOC’s ambition to become a top three global chemicals player as well as the UAE’s industrial development and economic diversification ambitions.
The TA’ZIZ Industrial Chemicals Zone is set to produce 4.7 million tonnes per annum (mtpa) of chemicals once construction is completed in 2028. This includes a 1 mtpa ammonia plant, a 1.8 mtpa methanol plant and 1.9 mtpa of marketable products from its integrated polyvinyl chloride (PVC) complex. The PVC complex, which produces PVC, ethylene dichloride (EDC), vinyl chloride monomer (VCM), and caustic soda, will be one of the world’s top three largest single site PVC complexes.
Also at the Make it at the Emirates Forum, TA’ZIZ and Alpha Dhabi Holding announced a strategic collaboration agreement for around US$10 bn (AED36.7bn) in capital investment in new industrial chemicals in the TA’ZIZ industrial chemicals ecosystem in Al Ruwais Industrial City, Al Dhafra region of Abu Dhabi.
The partnership could produce up to 14 new chemicals, delivering around 2.2mn tonnes per annum (mtpa) of additional chemical capacity in the TA’ZIZ industrial chemicals ecosystem in Al Ruwais Industrial City. The new chemicals, which include styrene and polystyrenes, acrylic acid and derivates, polyols, MDI, epoxy resins and linear alpha-olefins, are based on domestic demand and could substitute key products currently imported into the UAE, while strengthening local supply chain resilience. The partnership supports the UAE’s national industrial priorities, including the Make it in the Emirates (MIITE) initiative and the country’s industrial strategy, by strengthening domestic manufacturing capability and advancing self-sufficiency in strategically important chemical products.
Musaab Al Mulla (right) in conversation with Daniel Evans, VP, global head, fuels & refining, S&P Global Energy. (Image source: S&P Global Energy)
Demand could also drop in markets that have so far weathered the crisis. (Image source: Adobe Stock)
SLB's digital business is growing. (Image source: SLB)
As the oil and gas sector accelerates the deployment of AI and digital technologies to optimise operations, SLB has reported two collaborations as its digital business goes from strength to strength
SLB, which reported 18% revenue growth year on year for its digital division in its second quarter results, has announced that Chevron Technical Center, a division of Chevron, has joined the digital subsurface collaboration established by SLB and TotalEnergies in 2024, boosting capacity for the co-development of next generation digital technologies for reservoir engineering and geoscience.
As operators manage increasingly complex reservoirs and growing volumes of subsurface data, the collaboration, known as Arena, will focus on technologies that help improve decision-making across reservoir engineering and geoscience workflows. By embedding TotalEnergies and Chevron subject matter experts within SLB technology centres, the collaboration will shorten traditional feedback loops between operators and product development teams, bringing operational perspectives directly into technology development. This model progresses the delivery of scalable, open and extensible digital technologies.
Chevron will contribute investment, intellectual property and technical expertise to the collaboration, as well as its expertise in uncertainty analysis, optimisation and field development planning, that will help shape the roadmap for scalable digital subsurface technologies.
“This collaboration brings SLB’s digital and subsurface expertise together with operator knowledge to help develop technologies for reservoir engineering and geoscience,” said Rakesh Jaggi, president of SLB’s digital business. “Chevron adds valuable experience and perspectives that will help strengthen how we address complex subsurface workflows and field development decisions.”
“Chevron is working to advance digital capabilities to unlock greater value from our subsurface resources,” said Jitendra Kikani, Chevron vice president of Subsurface. “Through Arena, we are combining our world-class expertise in uncertainty analysis with digital technologies and AI-enabled workflows to improve decision quality, accelerate insights, and enhance operational efficiency.”
Optimising well construction
Meanwhile a 15-year agreement with TotalEnergies to use the DrillPlan well planning and engineering solutions will strengthen the digital collaboration between the two companies, supporting TotalEnergies’ transition to a digital planning environment. The collaboration will enabled subsurface insights to be connected with well planning and engineering workflows as operators move toward scalable, interoperable digital platforms to improve engineering and well construction execution.
The DrillPlan solutions will enable TotalEnergies to streamline well design and engineering activities by integrating offset well data, trajectory designs, casing and completion inputs, and planning assumptions used throughout the well construction process.
“Operators are increasingly looking for scalable technologies that can support more consistent planning decisions across large and diverse portfolios,” said Rakesh Jaggi, president of SLB’s Digital business.
“This agreement demonstrates how customers are moving toward digital solutions that improve consistency, strengthen collaboration and provide a foundation for future workflow innovation.”
Drawing on domain expertise from both companies, the environment is designed to connect workflows, integrate custom processes, scale across operations, and enable ongoing deployment of new digital technologies.
illie Morrison, Managing Director at Viking Completion Technology (left) alongside Abdulrahman Algosaibi, Chairman at AG Holding (right).
Competence is a must for high-risk tasks. (Image source: Adobe Stock)
How do complacency and human factors contribute to workplace injuries, and how can you prevent complacency-related injuries and incidents?
That is the subject of a webinar hosted by HSE Review in association with SafeStart, to take place on Wednesday 1st April 2026 at 2pm GST, which will shine a light on the neuroscience behind competence, complacency and human factors.
Safety professionals have known for years that “complacency is a silent killer.” They have also suspected that complacency was a contributing factor in almost every unintentional injury or incident. Unfortunately, from a neuroscience perspective, it is impossible to stop people from becoming complacent once they are competent. And for high-risks tasks in particular, competence is a must.
Even more unfortunately, many (most) companies do not know what to do to help their employees deal with complacency, which leads to mind not on task/risk.
In this session, participants will:
• Understand the neuroscience behind complacency and why it cannot be eliminated once competence is achieved
• Recognise the two stages of the complacency continuum and how human factors impact critical decision-making
• Learn practical skills to prevent complacency-related injuries, including attentive habits, looking for risk patterns in others, analysing close calls and small errors to prevent agonising over large ones, and using self-triggering skills, to deal with rushing, frustration and fatigue which, when combined with complacency, can cause fatalities
• Explore how concepts such as fail-safe can help compensate for complacency leading to mind not on task.
Register for the webinar here
Our speaker is Larry Wilson, a pioneer in the area of Human Factors in safety. He has been a safety consultant for over 25 years and has worked on-site with hundreds of companies worldwide. Larry is the author of SafeStart, an advanced safety and performance awareness programme, successfully implemented in more than 4,500 companies in 75 countries, with more than five million people trained. He is the moderator of the SafeConnection expert panels series and has authored and co-authored a number of books, the latest being “25 Years of Original Thought-Innovations in Safety, Human Error and Performance”. Larry is also an active keynote speaker at health and safety conferences around the globe (32 countries so far).
Participants are guaranteed an hour of engaging and thought-provoking interactive discussion and debate and will take away the understanding, skills and strategies to help prevent complacency-related injuries and incidents.
So don’t delay, register for the webinar here
SafeStart Trainer Certification – Global Training Series
Following strong demand last year and impact across global markets, we’re also launching the SafeStart Trainer Certification – Global Training Series, starting with Dubai on 7–8 April 2026.
This is a practical, human factors–based certification designed to help organisations reduce incidents, strengthen decision-making, and improve overall safety performance, on and off the job.
Find out more information and register here:
The webinar will explore how drone technology is being used to perform remote NDT inspections, collect critical asset data and create digital twins that support more effective asset integrity management. (Image source: Flyability)
The webinar will address the risks and realities of dissimilar flange connections. (Image source: Adobe Stock)
the crisis and the increased focus on energy security are renewing interest in hydrogen and hydrogen-based fuels. (Image source: Adobe Stock)
The conflict in the Middle East has disrupted global production and trade in hydrogen-based products such as fertilisers, fuels and industrial feedstocks, exposing vulnerabilities in supply chains, according to the latest edition of the IEA’s Global Hydrogen Review
The report finds that the crisis and the increased focus on energy security are renewing interest in hydrogen and hydrogen-based fuels, although low-emissions hydrogen remains at a relatively small scale.
Demand for hydrogen worldwide surpassed 100 million tonnes in 2025, according to the report, while production of low-emissions hydrogen grew by 20% to almost 1 million tonnes. However, persistent barriers including high costs, uncertain demand, complex regulations and a lack of infrastructure continue to slow the development of low-emissions hydrogen, putting 2030 targets announced by governments increasingly out of reach.
"The current crisis has highlighted how deeply economies around the world depend on trade in hydrogen-based products and the significant role of the Middle East in those supply chains," said IEA executive director Fatih Birol. "Countries are looking for ways to make their energy systems more resilient and diversified. Low-emissions hydrogen can play an important role in those efforts over time, but stronger policy support and much faster deployment will be needed before it can make a meaningful contribution at scale."
Fertiliser markets have been particularly affected by the conflict in the Middle East, which is home to around one-sixth of global hydrogen production, the majority dedicated to the production of chemicals, fertilisers and refined oil products. The region accounts for more than 10% of global refining capacity, ammonia and urea production, and close to 17% of methanol production.
The region makes up over one-quarter of global trade in ammonia, almost 40% of urea trade and almost 45% of methanol trade, and one-third of its refining capacity is export-oriented. The closure of the Strait of Hormuz has severely disrupted the supply of all these products. The production of hydrogen-based fuels outside the Middle East has also been affected, particularly in Asia, where countries are very dependent on natural gas imports from the Middle East.
Disruptions to production, exports and shipping routes have contributed to shortages and price volatility across global markets with the increase in fertiliser costs posing risks for food supply chains, especially in import-dependent agricultural economies.
Low-emissions hydrogen
Low-emissions hydrogen production grew by 20% in 2025 to reach almost 1 Mt and is set to exceed 1% of global hydrogen production for the first time, but progress is concentrated in a small number of projects. However investment momentum weakened in 2025, with delays to final investment decisions and a shrinking pipeline of projects highlighting the challenges facing the sector.
Despite continued policy support in some markets, low-emissions hydrogen and hydrogen-based products remain significantly more expensive than conventional alternatives in most markets. The pipeline of announced projects for producing low-emissions hydrogen by 2030 has shrunk by around a quarter since last year to 27 million tonnes due to delays and cancellations, and the number of projects likely to become operational by 2030 has fallen significantly.
Demand uncertainty remains a key constraint for scaling up low-emissions hydrogen development, with offtake agreements at low level. This is cited by developers as one of the largest barriers to investment.
Energy-importing countries are scaling clean energy three times faster than energy exporters. (Image source: Adobe Stock)
Abu Dhabi is leading the way in hydrogen development. (Image source: Adobe Stock)
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