Reinventing the Sheikhdom: Clan, Power and Patronage in Mohammed bin Zayed’s UAE

Drilling Into Diversity: Developing the Reservoir of Talent

Introduction Abu Dhabi sits on the world’s fifth-largest oil reserves (after Saudi Arabia, Iran, Iraq, and Kuwait) and is the eighth-largest producer of liquid fuels (after Saudi Arabia, Russia, the US, Iran, China, Mexico, and Canada). Its output, which had been roughly flat at about 2.5 million barrels per day (mbpd) during the 1990s, is now rising. It stood at 2.9 mbpd in 2008 and is poised to grow, perhaps to 4.5 mbpd over the next decade, as the company invests in managing its aging fields better and also in bringing new fields into production. Although its financial indicators are difficult to assess because the company is famously secretive, the Abu Dhabi National Oil Company (ADNOC) appears to be well managed and efficient. Compared with KPC, the Persian Gulf state oil enterprise with reserves comparable in size, ADNOC is a completely different organization. KPC, despite huge reserves, struggles to maintain production and is strikingly inefficient (see Chapter 8). ADNOC, by contrast, sits alongside Aramco among the star performers in the Persian Gulf. But where Aramco’s performance stems from having internalized all facets of oil discovery and production, ADNOC’s success comes from a blend of internal expertise and heavy reliance on foreign partners. This chapter explores the history of ADNOC and examines the factors that explain its strategic choices and performance. We make four arguments. First, the company’s high performance seems to be the result mainly of two factors. One is the relatively late arrival of Abu Dhabi to the league of large world oil producers. When the waves of nationalization overtook the petrostates in the 1970s, Abu Dhabi had little to nationalize because it was just beginning to organize a large oil industry. The emirate was part of a fragile country (United Arab Emirates) that was just three years old on the eve of the first oil shock in October 1973; Abu Dhabi had little internal capacity and many distractions just assuring its national integrity. Those accidents of history yielded the defining feature of Abu Dhabi’s oil sector: concessions for exploration and production of oil that are operated through a consortium in which the controlling share (usually 60 percent) rests with the state (ADNOC) but minority shares are allocated among several Western oil companies. Unlike its peers in North Africa and the Persian Gulf, Abu Dhabi didn’t fully nationalize its industry because its industry was at a much earlier stage of development; risks were much higher; and the country had little choice but to offer a large role for foreign ownership and operators. The other factor that helps explain ADNOC’s high performance relative to its peer NOCs is that the company has used this unique position to build internal management talent through a clever system of corporate governance. ADNOC puts senior managers from the Western oil companies working alongside local employees and continually elicits information and technology from the Western companies. Whereas other studies in this book describe NOCs that have encouraged information and technology on best world practices by opening the oil sector to competition (e.g., Brazil and India), Abu Dhabi has done this within its oil company. In effect, ADNOC serves the dual roles of regulating the oil sector and also governing one of the world’s largest oil companies. Not surprisingly, it is the emirate’s leading institution for building indigenous talent.

Middle East Sour Gas Growing global demand for natural gas has pushed oil and gas companies to increase the development of sour gas fields, which contain about a third of the world’s gas reserves. The defining chemicals in sour gas are often hydrogen sulfide (H2S) and car-bon dioxide (CO2), though in some cases, other sulfurous compounds such as carbonyl sulfide and mercaptans are also found. The higher concentrations in sour gas demand more intensive and more expensive development processes. In the Middle East, developing sour gas fields have become a priority of local governments because of soaring regional gas consumption. In addition to tapping the development of new sour gas fields, companies in the region are also facing the issue of increasing level of sourness in operating fields in which the levels of H2S and other contaminants that were negligible on startup have become a problem later in production. UAE: Moving Ahead Fareed Abdullah, senior vice president (Bab and Gas) at Abu Dhabi Company for Onshore Oil Operations (ADCO), said the development of sour gas fields in the United Arab Emirates is a priori-ty given the growing gas requirements for power generation, gas injection to boost oil production, and the rising petrochemical sector. “It is expected that the Shah field will produce first gas in the fourth quarter of 2014, and the importance of future sour fields such as Bab, Hail, and Shuwaihat plus others under evaluation is underlined by the current activity levels and consideration within the Abu Dhabi National Oil Company (ADNOC) Group,” he said recently at the Sour Oil and Gas Advanced Technology conference in Abu Dhabi. “When the Shah field is operation-al in 2014, it is expected to increase gas capacity by 10.34 Bcm/yr, and all aspects of this project will serve as bench-marks for future sour gas development,” he said. ADNOC selected Shell to participate in a 30-year joint venture to develop the Bab sour gas reservoirs in Abu Dhabi. Shell will hold a 40% equity stake with ADNOC holding 60%. The two companies are beginning commercial and technical work leading up to the development of Bab, which is 150 km southwest of Abu Dhabi. Gas from the field will supply local markets. During the bidding process for the USD 10 billion deal, Shell recommended exporting the sulphur while another major bid recommended reinjecting it back into the reservoir. Once developed, the Bab field will produce 500 MMcf/D to 800 MMcf/D, but expertise is required to handle the large amounts of sulfur generated from the estimated 15% H2S content of the gas. ADNOC has also sent letters to companies inviting them to submit bids for the offshore Hail sour gas field. With a CO2 content of 11%, Hail is less toxic than Shah or Bab. Because it is located in ecologically fragile shallow waters, ADNOC will proceed cautiously. Estimates suggest that Hail could produce up to 1 Bcf/D.

From the day Edwin Drake drilled the first oil well in Titusville, Pennsylvania, in 1859, English has been<br>the lingua franca of the petroleum industry. This standardization has allowed diverse groups from<br>differing linguistic backgrounds to work together to get the oil to global markets efficiently and<br>economically. The United Arab Emirates (UAE) with its large numbers of migrant workers and its vast<br>oil reserves has certainly profited from this standardization.<br>Founded in 1971, the UAE has become a magnet for the world’s skilled workers and has judiciously<br>used its copious oil revenues to build a modern society. With citizens comprising less than 20% of the<br>total residents, English has replaced native Arabic as the dominant language, not only in the oil<br>industry but also in the daily business world of the UAE. Unified primarily by language, the migrant and<br>local residents of the UAE, forming differing cultural groups with distinct, ethnic identities, have<br>experienced some disagreements as the disenfranchised groups seek more inclusion and recognition.<br>When the Abu Dhabi National Oil Company (ADNOC) opened the Petroleum Institute (PI) in 2001, its<br>mandate was to educate Emirati young men to become engineers capable of managing ADNOC’s<br>extensive oil fields and reserves. Since then, the PI has opened its doors to Emirati women in 2006,<br>and Expatriate men and women in 2007. High school graduates of private and government schools in<br>the UAE, these students are pursuing engineering studies preparing them for leadership roles within<br>ADNOC’s Operating Companies (OpCos).<br>This paper introduces the UAE and ADNOC’s initiative to open a local engineering school. It describes<br>the PI’s evolving curriculum, demonstrating how it continues to adapt to meet the needs of its<br>changing population. Clarifying some of the political and economic policies that favor Emirati students<br>over Expatriate students and men over women, this inquiry will conclude by, first, examining the<br>implications of the particular standards and expectations for these different groups and, second, by<br>describing the results of a survey that explore the impact of these changes on the social cohesion<br>among Emirati and Expatriate men and women competing for recognition in the Institute’s engineering<br>programs and later for leadership positions within ADNOC.

Objectives/Scope This paper examined road traffic accident reduction measures in the United Arab Emirates (UAE) between year 2007 and 2011. There are three (3) main objectives of this paper. Firstly, the paper aims to ascertain if the measures put in place by UAE government and other non-governmental agencies (NGOs) towards the reduction of accidents on UAE roads were successful. Secondly, is to investigate why some measures were successful and why others failed. Thirdly, is to establish better ways on how to reduce road traffic accidents in UAE. Methods, Procedures, Process Quantitative data was gotten from survey questionnaires sent to 308 people of which 88% of the respondents were drivers and 12% were non-drivers. Qualitative data was gotten from interviews of ten employees of a transport organization in Abu Dhabi. The results of the content analysis of the interview answers were used to triangulate the results from the qualitative data. The UAE RTA statistics gotten was used to compare with the results of the obtained quantitative and qualitative data. Surveyconsole web-based survey software was used to distribute the survey questions. The descriptive analysis method was used to analyse the raw data that it generated. Results, Observations, Conclusion The result showed that accident reduction measures put in place in the UAE have been mildly successful and that more work is required to bring down the number of road traffic accidents that occur on UAE roads. The study revealed that persistent adverts utilizing posters and bill boards (in both English and Arabic language) made a significant impact on the drivers while the use of flyers and leaflets made the least impact. RTA adverts that are persistent, constant and persuasive are vital in educating and creating awareness programs on better ways to reduce accidents on UAE roads. This paper advocates for more studies into finding out better ways of educating and communicating road accident reduction messages to the UAE population in order to create the desired personal safety consciousness among drivers. Furthermore, more studies is canvased to ascertain the impact of social culture on drivers’ behaviours and to determine how it can contribute to either an increase or a reduction in RTAs. Novel/Additive Information It is considered that the recommendations posited will be used by the transport authorities in the Gulf region to advance their efforts towards achieving their goals with respect to RTA reduction.

Q&A What is the current production capacity of your company? What is your contribution to ADNOC’s overall production? We are on the growth agenda, as is the case with all global oil and gas producing countries. As a subsidiary of Abu Dhabi National Oil Company (ADNOC), Abu Dhabi Marine Operating Company (ADMA-OPCO) is playing a major part in the ongoing efforts to increase oil production capacity by 35% to 3.5 million BOPD by 2018 from the current 2.7 million BOPD. This production target is set to be achieved through three major subsidiaries of ADNOC: ADMA-OPCO, Abu Dhabi Company for Onshore Oil Operations (ADCO), and Zakum Development Company. For ADMA-OPCO, we are planning to increase production by 370,000 BOPD over current production levels of 550,000 to 600,000 BOPD. The new production target will be achieved mainly from the Lower Zakum field (100,000 BOPD) with 270,000 BOPD from the Umm Lulu, Satah Al-Razboot, and Nasr fields. Added to the Umm Shaif production share, which currently stands at 275,000 BOPD, and Zakum production of 325,000 BOPD, we are targeting a total production of 1 million BOPD by 2020. Are the fields under development on track? What is the main scope of work at these fields? Phase I of the Umm Lulu and Nasr fields is to assess reservoir behavior; however, we are already now moving to full field development of Umm Lulu. We awarded two pack-ages: The first package consists of seven towers and flowlines and a pipeline to Zirku Island to join SARB. For SARB, the company is moving to a full field development to produce 100,000 BOPD, and all seven engineering and construction packages have been awarded. For the full development of SARB oil field, we have selected the construction of two artificial islands, SARB-1 and SARB-2, which are currently under construction by the ADNOC Civil Projects Division. The location of the islands is 120 km off the north-west coast of Abu Dhabi. The onshore facilities engineering, procurement, and construction work under-taken by Hyundai covers processing, storage, and export facilities on Zirku Island and wellhead facilities on two artificial islands. Meanwhile, the offshore work undertaken by Petrofac mainly includes around 200 km of subsea pipelines, 55 km of subsea cables, a single point mooring crude loading facility, four offshore flares, and two riser platforms, in addition to drilling utilities on the artificial islands. ADMA-OPCO has taken advantage of these major projects to develop and train young United Arab Emirates (UAE) nationals in engineering and project management.

UNESCO's activities in view of the Gulf ecosystems

This survey reviews some of the key legislative and executive measures of the government of the United Arab Emirates (UAE) in the year 2021–2022, which have relevance to mainly the rights of the migrant workers. Further, and in less detail, this survey also refers to some of the developments pertinent to the rights of women living in the UAE. However, more generally these rights are less relevant to women who are not UAE nationals. The UAE is a member country of the Gulf Cooperation Council (GCC) and a federal state comprising seven emirates namely, Abu Dhabi, Sharjah, Dubai, Umm Al Quwain, Ras Al Khaimah and Fujairah. The GCC comprises six states in the Arab-Gulf region: Oman, Bahrain, the UAE, Kuwait, Qatar and Saudi Arabia. These oil-producing states have a significant proportion of foreign workforce in the population. Foreign workers work mostly in the private sector and are also residents in the host countries. At 88.1 per cent, the UAE has the highest proportion of migrants in its population among the GCC members (UN DESA, 2020). Therefore, a broader spectrum of governments’ measures relating to the issues like labour, entry and residence, and ownership of property or business touch the lives of the foreign/migrant workers or expatriates in the Gulf country. Governments’ initiatives targeting domestic workers are relevant also for women because they comprise the majority in this group. The survey notes that most of the governmental activity in the Emirates in the past year largely concern new laws or amendments of the existing legislation and regulations linked to labour and residency matters. Some of the more relevant ones that the survey has selected here confirms this. It also marks the period post the pandemic, which had posed considerable economic challenge for the government. Hence, as also some neighbouring Gulf countries, the UAE has shown a balance of measures. On the one hand, to revive its economic dynamism and competitiveness, measures have been taken aimed at facilitating more ease and benefits to attract and retain foreign labour and investment in the country. On the other hand, measures have been taken that expressly favour the national workforce in order to boost their more active participation in the labour market and to support increased nationalisation efforts. The UAE government’s expansion and the introduction of new residence and entry visas, unified rules of labour, and the Abu Dhabi government’s initiative with separate personal status law for non-Muslim foreigners in the emirate are a few notable highlights. The survey has essentially drawn on the government’s documents and announcements as available in English or translated text, in addition to information in the press and other relevant sources.

This scientific research study investigated the effect of ethical leadership on organizational safety performance in Abu Dhabi National Oil Company (ADNOC) in the United Arab Emirates (UAE). The specific scientific objective of the study was: To establish the contribution of ethical leadership on organizational safety performance in Abu Dhabi National Oil Company in the United Arab Emirates (UAE). The research study employed survey and descriptive research designs in order to determine relations among the research scientific study variables using the quantitative approach. The scholar also employed the positivism paradigm so as to traverse through her research procedure. The independent variable (IV) was ethical leadership and the dependant variable (DV) was company safety performance (OP) among the human capital of ADNOC in the UAE. The parent population was 300 employees of ADNOC in the UAE. The sample size was 250 respondents obtained while making use of table made by Morgan & Kreijcie (1970). The scholar summarized data with use of descriptive statistics including means, standard deviation and inferential techniques like structural equation analysis and structural path analysis. The findings were among others: Ethical leadership positively predicts company safety performance. It was concluded that cooperation among company leaders and the general emploees leads to superior performance with the required safety measures.Recommendations of the organised research study included: organisational leaders should put more emphasis on sensitisation campaigns among ADNOC employees in order to promote safety programs within the company.

British forces withdrew from the Persian Gulf in 1971 and the treaties whereby the UK had been responsible for the defence and foreign relations of the Trucial States (see The Statesman’s Year-Book, 1991–92, p. 1292) were terminated, being replaced on 2 Dec. 1971 by a treaty of friendship between the UK and the United Arab Emirates. The United Arab Emirates (formed 2 Dec. 1971) consists of the former Trucial States: Abu Dhabi, Dubai, Sharjah, Ajman, Umm al Qaiwain, Ras al Khaimah (joined in Feb. 1972) and Fujairah. The small state of Kalba was merged with Sharjah in 1952.

Pharmacy profession is evolving steadily in the United Arab Emirates (UAE). This article presents a brief overview of the profession, and highlights some of the advances and challenges that face pharmacy in the UAE. The United Arab Emirates (UAE) is one of the Gulf Cooperation Council Countries of the Middle East. It is a constitutional federation that was established in 2nd of December 1971. The UAE constitutes seven Emirates; Abu Dhabi (the capital), Dubai, Sharjah, Ajman, Umm Al‐Qaiwain, Ras Al‐Khaimah and Fujairah. It lies between Oman and Saudi Arabia, and has coastal borders on the Arabian Gulf and the Gulf of Oman. The UAE is a rich country and has a gross domestic product (GDP), per capita, of around $49,116 (PPP US$) [1]. Nearly one third of the GDP is attributed to petroleum, oil and gas [2]. The UAE has a diverse and expanding population, estimated to be around four and a half million. UAE citizens however are considerably outnumbered by expatriates (non‐citizens), they constitute approximately only one fifth of the overall population. Seventy four per cent of the UAE population aged between 15‐64 years are expatriates [1]. Expatriates make up the majority of the work force in the country and mostly come from other Arab countries, Iran, South and South East Asia (predominantly from India, Pakistan and the Philippines). The country’s total expenditure on healthcare as a percentage of GDP is 2.6% [3]. It is estimated that 71.6% of that expenditure is provided by the Government and 28.4% is private expenditure. The majority (77.9%) of private expenditure on health is attributed to out‐of‐pocket expenditure [3]. The continuous increased demand due to the large influx of expatriate workers into the country, especially in the past five years, and rising costs of technology are believed to have over‐loaded the publicly funded healthcare services and increased the UAE Ministry of Health’s budget by 4.5% per year [4]. This instigated the Government to invest in the private health sector and mandate medical insurance for expatriates in Abu Dhabi, the largest Emirate in terms of size and population (1.7 million) [5]. Abu Dhabi’s new health insurance program includes three types of policies; basic, enhanced and emergency health policies [5]. By 2007,1.3 million expatriates residing in Abu Dhabi were covered by health insurance [5]. The remaining six Emirates continue to follow the previous health system in delivering healthcare. Whereby, expatriates are required to purchase annual healthcare cards to receive subsidised healthcare services (not including pharmaceuticals). Privatehealth insurance in the remaining six Emirates is voluntarily available to whoever can afford it. Also in recent years, new health authorities namely the Health Authority of Abu Dhabi and the Department of Health and Medical Services of Dubai emerged taking on the management and regulation of health services in Abu Dhabi and Dubai respectively. This role includes licensing pharmacies and registering pharmacists. The new authorities collaborate and have formed partnerships with several international institutions. For example the Health Authority of Abu Dhabi functions in partnership with Johns Hopkins and the Cleveland Clinic among other institutions [6]. Health and pharmacy services in the remaining five Emirates continue to be under the mandate of the UAE Ministry of Health.

The United Arab Emirates (UAE) is a federation of seven emirates. The capital and largest emirate is Abu Dhabi, followed by Ajman, Dubai, Fujairah, Ras al-Khaimah, Sharjah, and Umm al-Quwain. Since independence in 1971, the UAE has focused on the delivery of high-quality healthcare. This chapter focuses on the improvement story of the Abu Dhabi health system and its transformation from a fully government-funded sector to a predominantly private sector in just 1 decade. The Health Authority—Abu Dhabi (HAAD) was mandated to regulate the healthcare industry and to develop Abu Dhabi's health policy, while Abu Dhabi Health Services Company (SEHA) was made responsible for managing government-owned healthcare facilities. Sharjah is expected to establish a health authority and implement policies in line with Abu Dhabi. A transparent public reporting system is currently being developed, with the HAAD working on an Abu Dhabi Healthcare Quality Index, which could guide public decision-making about service providers.

<p>The United Arab Emirates (UAE), a young oil-rich nation, may not seem a likely candidate to lead cross-sectoral exchanges for climate research. Yet, the UAE’s long-term policy horizon, financial capital, and vision for a sustainable knowledge-based economy situates it as a potential leader for climate science. </p><p>At the center of its pivot towards climate research is a growing concern for sea-level rise and natural hazards. Over 85% of the population and more than 90% of the nation’s infrastructure is within a few meters of present-day sea-level. With its low-lying and shallow-sloping geography (about 35cm per km), this high-value coastline with Dubai and Abu Dhabi is particularly vulnerable to sea-level rise. Meanwhile, limited regional research and data scarcity creates deep uncertainty for sea-level projections. In the wake of COVID-19, the UAE is doubling down on government-led coordination for community health and security.</p><p>We set out a roadmap for the UAE to capitalize on its strengths to create usable and relevant sea-level projections for the region. With a newly established Climate Change Research Network, the UAE government is beginning to draw together academia, industry and policy makers for "furthering effective data collection and management, and advancing policy-relevant research on climate impacts and adaptation". By consolidating ideas from the science community within the UAE, we identify existing barriers to data gathering, information sharing, science-policy communication and access to funding. Our paper proposes pathways forward for the UAE to integrate sea-level science with coastal development and form best practices that can be scaled across the region.</p>

The United Arab Emirates (UAE) has a long-term policy horizon, the financial capital, and a vision for a sustainable knowledge-based economy. These characteristics uniquely situate it as a potential leader for sea-level rise research. Climate science is already growing, and at the center of the UAE's pivot toward climate research is a burgeoning concern for sea-level rise. Over 85% of the UAE's population and more than 90% of the nation's infrastructure is within a few meters of present-day sea-level. With its low-lying and shallow-sloping geography (about 35 cm per km), this high-value coastline, including the rapidly expanding cities of Dubai and Abu Dhabi, is particularly vulnerable to sea-level rise. Meanwhile, limited regional research and data scarcity create deep uncertainty for sea-level projections. We set out a potential roadmap for the UAE to capitalize on its strengths to create usable and relevant sea-level projections for the region. With a newly established Climate Change Research Network, the UAE government is beginning to draw together universities and research centers for “furthering effective data collection and management, and advancing policy-relevant research on climate impacts and adaptation1.” By consolidating ideas from the science community within the UAE, we identify promoters and barriers to data gathering, information sharing, science-policy communication, and funding access. Our paper proposes pathways forward for the UAE to integrate sea-level science with coastal development and form best practices that can be scaled across climate science and throughout the region.

Awareness of Effective Interventions for Autism among Practicing Pediatricians in the UAE