Abu Dhabi National Oil Company Research Articles

Greening the UAE workforce: Can green human resource management and domestic environmental regulations support green innovation at the workplace?

This study aimed to investigate how legal regulations mediated the relationship between green human resource management (GHRM) practices and innovation in organizations. It assessed the impact of GHRM on employees’ commitment to environmental sustainability through training and communication. Additionally, the study examined how employees’ environmental values influenced their innovative behavior within the organizational context. The study used structural equation modeling and multigroup analysis. A survey was conducted among 246 employees aged 20-59 years and employed in transportation (Etihad Airways and Dubai Silicon Oasis Authority), tourism (Burj Khalifa, Jumeirah Group, Sheraton, and Hilton), energy and utilities (Dubai Electricity and Water Authority, Masdar City, and Abu Dhabi National Oil Company), development (Department of Urban Planning and Municipalities, Research Technology and Innovation Parks, and National Health Authority), and agriculture (Agthia Group, Badia Farms, Al Dahra, and Al Rawabi) sectors. GHRM practices significantly affected employees’ attitudes and behaviors, fostering their engagement in sustainability initiatives. Environmentally conscious employees favored creative and sustainable work practices. Domestic legal regulations and organizational practices enhanced the innovative response. Moreover, younger pro-environmentalist employees demonstrated increased receptivity to GHRM practices compared to older employees. In conclusion, GHRM contributed to economic diversification in the UAE by fostering a workforce skilled in sustainable practices, attracting talent to support emerging industries, aligning with economic reforms, and enhancing the overall reputation of the country as a hub for sustainable and diversified economic activities.

Control of Brazil’s Braskem may change

Novonor says it is evaluating a proposal from Abu Dhabi National Oil Company (ADNOC) and the private equity firm Apollo Global Management to acquire its controlling stake in the Brazilian petrochemical maker Braskem. Novonor, a Brazilian engineering and construction conglomerate formerly known as Odebrecht, owns 38.3% of Braskem’s total shares and 50.1% of its voting stock. The offer would potentially value Novonor’s stake at approximately $2.9 billion. The Brazilian state oil company Petrobras owns 36.1% of Braskem’s shares and 47.0% of its voting stock. Braskem, Latin America’s largest petrochemical maker, generated sales of $18.7 billion last year. It operates four ethylene complexes in Brazil. It also has a polyethylene joint venture in Mexico and a large US polypropylene business. Novonor faces big fines, including $2.6 billion from the US Department of Justice, for its involvement in a Brazilian corruption scandal. It has been looking to sell its Braskem stake for

Markets Won’t Stop Fossil Fuels

In early January, the United Arab Emirates named Sultan Al Jaber president of COP28, the twenty-eighth meeting of the Conference of the Parties to the United Nations Framework Convention on Climate Change (UNFCCC). Al Jaber is CEO of the UAE’s state-owned oil company, Abu Dhabi National Oil Company (ADNOC), and chair of the board of Masdar, the state-owned renewable energy corporation. He has announced his commitment to bring the private sector’s “business mindset” to bear on “a pragmatic, realistic and solutions-oriented approach that delivers transformative progress for climate and for low-carbon economic growth.” Meanwhile, ADNOC is currently planning to increase production from 4.3 to 5.1 million barrels of oil per day by 2027, and potentially to 6 million or more by 2030—the very same year COP21’s Paris Agreement set as the deadline for a 43 percent reduction in global emissions.

Artificial Intelligence and Efficiency Operations in Abu Dhabi National Oil Company in UAE

This study was conducted to investigate the effect of Artificial intelligence on the efficiency operations in Abu Dhabi oil and gas industry in UAE. This most especially in relation to quality of data, process efficiency, product-cost efficiency, task efficiency, process flexibility and quality of operations. The researcher used the survey descriptive research design, structured questionnaire and sampling strategies such as simple and stratified random sampling to garner data from participants. Primary data for the research scientific study was collected from 253 respondents as sample size out of 10563 people as target population in Abu Dhabi oil and gas industry in UAE. The tools for data analysis that were used include descriptive statistics, Pearson Linear Correlation Coefficient, regression analysis and Analysis of Variance. Statistical Package for the Social Sciences (SPSS) was used as a software to enter data into the computer for analysis. It was found out that the adoption of technological innovation of artificial intelligence has positive effects on quality of data, process efficiency, product-cost efficiency, task efficiency, process flexibility and quality of operations at UAE oil and gas companies. It was concluded that all governments in the world must put more emphasis on artificial intelligence (AI) implementation strategies because it has a positive impact on quality of data, process efficiency, product-cost efficiency, task efficiency, process flexibility and quality of operation which may act as an impetus to growth and development in any country. It was recommended that the top management of UAE should make more proactive policies that can help guide government and company officials in the best ways to execute artificial intelligence (AI) activities and programs so as to be more effective in government and organisational settings.

The impact of strategic human resource development on organizational growth

There is a major need to focus on all such aspects to avoid inconsistencies. It is even noticed that managing the workforce during the time of pandemic has become a real challenge for the organizations because it started to create a negative impact over the workers' productivity that eventually has begun to develop the adverse impact over the organizational growth. It is even claimed by that the high focus over the human asset developed is essential to focus to have the competent and retained workforce. The research tends to clarify the relationship between the Strategic Human Resource Development (SHRD) practices and organizational growth. However, the following research has been organized in the context of the Abu Dhabi National Oil Company (ADNOC). This research has specifically investigated determining the key SHRD practices that contribute to the organizational growth and explained how SHRD helps establishments to maximize the organizational growth of ADNOC by embracing organizational learning. The overall study has an approach to focus more on the challenges areas of organizational development within ADNOC company. The outcomes were evaluated effectively to understand the issues and factors faced by the employees who were responsible for reducing the productivity of the company toward organizational growth by focusing over the organizational development.

The impact of organizational empowerment practices and learning organization on firm performance

Organizations adapt and implement different strategies and practices in order to improve and enhance its performance and competitiveness in the marketplace. This study investigates the impact of organizational empowerment practices and learning organization on organizational performance of Abu Dhabi National Oil Company (ADNOC) in the UAE. The study contributes to the knowledge by investigating empirical data about organizational empowerment practices, learning organization, and organizational performance and elaborating it in the context of the oil industry in the UAE. The study adopted the quantitative approach and explored participants from different managerial levels. A total number of 212 valid questionnaires were used for analysis. Further, appropriate statistical tests were used to examine the model validation and hypotheses verification. The literature findings suggest that organization performance and organizational commitment increase as the organization invests in training its employees. The study concluded that an increase in communication, rewards, stimulus culture, and sharing of vision among managers, supervisors, or mid-managers could positively impact the performance of ADNOC.

Petroleum++: Petroleum Industry’s Viewpoints Vital at COP27

Our industry is front and center with any wave of climate change discussion. This is our reality and was the case in the United Nations Framework Convention on Climate Change (COP27), held in the resort of Sharm El Sheikh in Egypt in November 2022. Reports indicate COP27 had a better outcome than the previous COP26 meeting. So naturally, I want to share this information with our members. There are numerous outcomes that I am certain SPE will be discussing in future meetings and publications. Three aspects, in particular, are the participation of the oil industry in the conference, decarbonization vs. reduction, and attempts to phase out petroleum. Petroleum industry participants outnumbered every national delegation at the COP27 climate summit. The influence of UAE, the host of COP28 in 2023, showed on the sidelines and in the negotiations with CEOs of several international and national oil companies and oil ministers in attendance. Getting involved in climate change events, presenting the industry’s viewpoint, and explaining the substantial efforts taken to mitigate the climate challenge is essential for our industry to continue, to level the playing field and offer a balanced path to energy security and sustainability that we owe the world based on what our industry can deliver. UAE President Mohammed bin Zayed Al Nahyan said at the leaders’ summit, “The UAE is known as a responsible supplier of energy and will continue to play this role as long as the world needs oil and gas.” The Minister of Petroleum and Mineral Resources of Egypt, Tarek El-Molla, added, “As the cleanest hydrocarbon fuel, natural gas is seen as the perfect solution that strikes the right balance and will continue to play a key role in the future energy mix.” Some of the highlights of the conference included: - The emphasis on decarbonizing, rather than reducing, fossil fuel use was adequately addressed and continually presented as a viable method to help reach net-zero emissions by 2050. - Abu Dhabi National Oil Company (ADNOC) showcased Al Reyadah, the region’s first commercial-scale carbon capture utilization and storage facility. - Saudi Arabia’s Minister of Energy announced the signing of a joint development agreement with Saudi Aramco for one of the largest planned carbon capture and storage (CCS) hubs in the world. The center in Jubail Industrial City will begin operation by 2027 and be able to store 9 million tonnes of carbon dioxide (CO2) in its first phase, and extract, use, and store 44 million tonnes of CO2 by 2035. At the 2021 COP26 in Glasgow, coal was named as a problem for the first time, with countries agreeing to phase down its use. In Sharm el-Sheikh, some sought to turn the heat onto other fossil fuels. Egypt never included fossil fuel phaseout language in the draft text, although it does promote renewables and “low-emission” energy. This could be interpreted as gas, which has lower emissions when burned than coal or other fossil fuels, with CCS. The final resolutions of the conference did not include any language to phase down petroleum.

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

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

Ethical Leadership and Organizational Safety Performance in Abu Dhabi National Oil Company in the United Arab Emirates

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.

The Relationship Between Transformational Leadership Behaviour, Organization’s Mission and Employees Job Performance of Abu Dhabi National Company

The purpose of this paper is to investigate the relationship between transformational leadership behaviours and the employees’ job performance by focusing on Abu Dhabi National Oil Company as a case study for the investigation.

The study of ultralow interfacial tension SiO2-surfactant foam for enhanced oil recovery

Surfactant selection and formulation are key factors in technological and economic success in chemically enhanced oil recovery (cEOR) applications. In this study, the silica nanoparticle (SNP) was added in an ultralow interfacial tension foam (ULIFT), called SNP-ULIFT foam, which was successfully prepared by ternary surfactant systems. The Carboxylate-based extended surfactant (Carboxylate), Dioctyl Sulfosuccinate Sodium salt (AOT), and Sodium Diphenyl Oxide Disulfonate (DODS) at a 0.48:0.48:0.04 wt ratio were conducted as the surfactant system. Remarkable results in the selected surfactant system were observed in terms of the ability to form foaming and ultralow interfacial tension (IFT) at 60 ± 2 °C with the ADNOC crude oil (Abu Dhabi National Oil Company) as model oil. The optimum salinity of the surfactant system was found at 2.5 wt% (8:2 Na:Ca by weight), indicating a minimum IFT of 0.0019 mN/m. The adsorption capacities at the optimum salinity condition of each surfactant in the mixture onto the SNP's surface were 1.4, 7.3 and 19.4 molecule/nm2 for the DODS, Carboxylate and AOT surfactants, respectively; the calculated total surfactant adsorption was 2.6 mg surfactant/mg nanoparticles. While in the presence of SNP, the surfactant adsorption of the ternary surfactant foam system onto the sand surface was significantly reduced by 16.2% at 200 psi and 60 °C when compared with the neat ULIFT foam system. It was remarkably noted that the adsorption of the surfactant onto the SNP surface could result in a reduction of surfactant adsorption onto the sand surface. The oil recovery performance in the core flood by ULIFT foam was the greatest with 43% of Original Oil in Place (OOIP), and it further increased by 13% in the presence of 200 ppm SNP. In addition, the stress and viscosity of ULIFT microemulsion significantly decreased with SNP. This suspension exhibited the most non-Newtonian behavior with shear-thinning behavior over different ranges of shear rate. Therefore, SNP-ULIFT foam with the appropriate surfactant selection was a successful method for improving oil recovery performance.

Prioritizing the Logistics Management Factors Affecting Company Performance: Case Study of ADNOC

This paper presents a study to prioritize the logistics management factors influencing the performance of the oil and gas industry in the UAE. The study discovered 56 logistic elements classified into seven groups: Logistics Information System; Transport Management; Inventory Management; Order Process Management; Information Flow Management; Logistics Agility; and Logistics Integration Capabilities. To rank these factors, Abu Dhabi National Oil Company (ADNOC) employees completed a questionnaire survey. The survey data was analysed descriptively, and the elements were ranked based on the mean score and standard deviation of each individual factor. According to the findings, the most critical logistic factor for the Logistics Information System (LIS) group is the accuracy of the logistics information system. The most critical logistic factor for the Transport Management (TM) group is Routing and scheduling; the most important logistic factor is size requirements for the Inventory Management (IM) group. The most critical logistic factor for the Order Process Management (OPM) group is top management support, while for the Information Flow Management (IFM) group; the most critical logistic factor is quantifying the level of detail of information packages. The Agility of Logistics Service (ALS) group is increasing the speed of the supply chain to improve customer service. Finally, the Logistics Integration Capabilities (ICL) group shares service information with LSSC members. These findings will be useful in assisting logistics parties in improving their services for the benefit of the company's performance.

Mediation Model of Logistics Service Supply Chain (LSSC) Factors Affecting Organisational Performance

This paper presents the modelling of significant Logistics Service Supply Chain (LSSC) factors affecting oil and gas industry performance in the UAE. Data collection involved the projects of Abu Dhabi National Oil Company (ADNOC). The model consisted of six independent constructs, one mediator’s construct and one dependent construct. The six independent constructs are Transport Management; Inventory Management; Order Process Management; Information Flow Management; Agility of logistics service and Integration capabilities of logistics. The mediator construct is logistic information, and the dependent construct is organization performance. The modelling used the AMOS-SEM approach, which indicates the graphical interaction of the factors toward the company performance. The data used to develop the model was gathered through the structured questionnaire survey amongst the selected respondents from the ADNOC oil and gas company in UAE, with a response rate of 90%, indicating strong participation from the population. Total 379 questionnaire forms were collected and used for analysis. The model was constructed according to the conceptual model and assessed at the measurement and structural level of the model. All the individual measurement models achieved the threshold criteria while the structural model reached the required fitness index. Then the model was run for hypothesis testing and found that four of the paths which are Transport Management; Inventory Management; Order Process Management; Information Flow Management have achieved a significant level. Also, Logistics Information Systems has not mediating effect to the relationship of Logistics Service Supply Chain (LSSC) factors affecting oil and gas industry performance in the UAE. This model contributed to the body of knowledge in presenting the relationship of factors affecting the performance of logistics in the oil and gas industry. It is hoped that the oil and gas practitioners can gain from this model to be applied in their profession.

Gazprom Neft Courts Middle East NOCs With Digital Technologies as it Seeks Bigger Role in the Region

Far from the Siberian gas fields that it is best known for producing, Gazprom Neft—the oil-focused subsidiary of Gazprom—is taking steps toward a larger footprint in the Middle East. The Russian oil company said it wants to open doors in the region by opening up its portfolio of advanced technologies to national oil companies (NOCs) there. To that end, Gazprom Neft chose this year’s SPE Annual Technical Conference and Exhibition (ATCE) held in Dubai to showcase half a dozen proprietary developments, some of which remain in the R&D phase while others are being used companywide. They included an in-house-developed hydraulic fracturing simulator, drilling advisory and automation software, a new material for drill bits, and digital twins for its facilities. Each represents a major investment of time and resources, but the majority state-owned Gazprom Neft said it doesn’t necessarily want cash from those who might use the fruits of its labor; it wants relationships. “We are not a sales company, we are an oil and gas company,” said Roman Sokolov, the manager of international technology scouting and commercialization at Gazprom Neft. Speaking from the company’s booth at the industry conference, he explained that Gazprom Neft is looking to exchange experiences with other operators “rather than commercializing in the traditional sense. “Essentially, we are open to partnerships and that’s why we are here—to show [what] we have in our portfolios and see what people are offering,” he added. Unlike several of the largest US and European oil companies, Gazprom Neft’s Middle East exposure today is relatively modest. It operates a single development, the Sarqala field in the Kurdistan region of Iraq, where production is reported to be about 33,000 B/D. In 2019, however, Gazprom Neft began its quest to enter the growing UAE market by inking a wide-ranging collaboration agreement with the Abu Dhabi National Oil Company (ADNOC) spanning everything from joint assessments of concession blocks to sharing digital technologies. At ATCE, the Gazprom Neft delegation made clear it wants to build stronger ties with other NOCs too, including Dubai’s Dragon Oil and Abu Dhabi’s Mubadala Petroleum. Gazprom Neft’s new friendship campaign comes against the backdrop of economic sanctions that the US and members of the European Union imposed on Russia following its military actions against Ukraine in 2014. As a result, Russian energy companies have been forced to rely more on domestic innovation to keep pace with international rivals on things such as the digital revolution and shale production. This is of course a position that is somewhat familiar to the Russian oil and gas story. As many remember, it was Russian engineers working inside the then Soviet Union who are credited with making key advances in horizontal drilling during the Cold War in the 1960s.

E&P Notes (October 2021)

E&P Notes (October 2021)

Developing Future Leaders

The processes of acquiring and managing human capital are critical to achieving success and to gaining and sustaining a competitive advantage. Talent management planning is a means to manage changes in workforce supply and demand and to implement strategies to recruit and retain talented individuals. This study investigates how managers at one of the world's largest energy companies in the United Arab Emirates (UAE) perceive and develop talent management in their organization. The study utilized an exploratory non-probability purposive sampling method of 10 individual managers within Abu Dhabi National Oil Company and its subsidiaries (ADNOC) triangulated with organizational documentation and archived records. The study results are organized under three themes: (1) recruitment and selection strategies; (2) training, education, and professional development; and (3) attractive compensation and benefits packages.

Technology Focus: Health, Safety, and Environment (August 2021)

In some respects, the prospect of returning to some degree of normality is evident on the horizon. However, climate and the future of energy show little sign of a return to prepandemic normalcy. The future of our energy system is being transformed, and oil and gas are crucial for energy stability as well as the transformation. One of the miracles over the past year has been the accumulated knowledge around the human genome and application of this science to the rapid development of efficacious vaccines. As within oil and gas, humans can rise to the challenge to solve complex problems when identified. This is playing out as we see societal drivers around climate change and net-zero carbon emissions. Over the past year, SPE produced 11 events focused on the energy transition and continued the development of the Gaia Sustainability Program initiated by the SPE Health, Safety, Environment, and Sustainability (HSES) discipline. It is now a thriving community of SPE members across all disciplines committed to enabling and empowering all members and other interested parties who wish to engage in the alignment of the future of energy with sustainable development. An on-demand library of Gaia Talks and other resources has been built using the strategic programming framework (www.spe.org/en/gaia). Advances in our understanding and application of technology, and the development of those who can use it to better the world, are highlighted in the selections made for this month’s Technology Focus—genome sequencing of invasive species, technology to identify fatigue, and development of human capital for the industry in Kazakhstan. We must not forget the key element in any strategic improvement of performance: the human being. This starts with developing human capital at the university level. The industry is also working on progressing our understanding and application of human factors and human performance. As mentioned in the October 2020 JPT, the oil and gas industry has formed the Human Performance Oil and Gas (HPOG) alliance modeled after the very successful Dropped Objects Prevention Scheme program. The return to a more-normal life also means that our traditional conference model can reengage membership. Face-to-face meetings accelerate networking and the transfer of knowledge, which is core to the SPE mission. Events focusing on HSES this year include a planned in-person gathering the first week of November: HSES Focus on the Future—Responding to Changes and How the HSES Function Will Grow (3–5 November). This event will primarily cover health, environment, and sustainability with one panel on land transportation safety. It is strategically planned for the same week and at the same hotel in Fort Worth, Texas, where the American Institute of Mining, Metallurgical, and Petroleum Engineers will hold its first Joint Congress on Safety (1–3 November). A key element in building strategies within the SPE HSES discipline is the future of the function. Leading the efforts around this will be the newly formed HSES Executive Advisory Committee (EAC). This EAC, led by Fawaz (Fuzzy) Bitar, senior vice president of HSE and carbon at BP and former chair of the International Association of Oil and Gas Producers, includes HSE leadership from various upstream operators and contractors and will help with guidance and direction for SPE HSES Technical Director Annamaria Petrone. The EAC will hold a meeting and participate in plenary panels during the SPE HSES event in November. Recommended additional reading at OnePetro: www.onepetro.org. SPE 202737 6×6 Occupational Health Hazard Risk Rating Matrix: A Useful Tool in the Determination of Risk Levels of Workplace Health Hazards by Bufford Ang, Abu Dhabi National Oil Company, et al. OTC 30840 Self-Certification and Safety Compliance for Robotics Platforms by Osama Farouk Zaki, Heriot-Watt University, et al. SPE 201312 Long-Term, Periodic Aerial Surveys Cost-Effectively Mitigate Methane Emissions by Sri Sridharan, Pioneer Natural Resources, et al.

Technology Focus: Extended-Reach and Complex Wells (May 2021)

In selecting papers for this feature, reviewer Stéphane Menand of Helmerich and Payne has identified a trio of papers that investigates new approaches toward familiar issues encountered when drilling complex well types. Whether considering the customization of drilling approaches in Middle Eastern carbonate reservoirs, implementing a collaborative work flow in tackling high-tortuosity wells offshore Western Australia, or researching the ability of a fibrous material to effect hole cleaning as opposed to polymeric sweeps, the authors of these papers understand that technical expertise may not be completely realized if it is not applied to problems in original ways. In carbonate reservoirs, the goal of drilling extended-reach wells is set against the geological makeup of such formations, the complexity of which adds significant uncertainty to geosteering and well placement. The authors of paper SPE 203335 develop a work flow that makes possible the customization of drilling scenarios through an emphasis on mechanical specific energy, as well as the use of an optimized borehole-assembly design. The work flow helped deliver what the authors write is the longest well in the Middle East offshore Abu Dhabi. In a similar vein, the authors of paper SPE 202251 describe a challenging scenario involving an ultraextended-reach well in a mature field offshore Western Australia. The project overcame shallow water depth and a high tortuosity requirement by implementing an integrated plan that used a reservoir-mapping-while-drilling service. The authors stress that this technology, coupled with active collaboration between specialists, town, and rig site, allowed the project to achieve the desired oil-column thickness with zero collision incidents. Highly deviated wells often face problems resulting from ineffective hole cleaning. Paper SPE 203147 studies the properties of a fibrous material when compared with the hole-cleaning performance of common polymeric pills. The authors write that the fibrous material proved effective, in part because of a unique characteristic in which a spiderweb-like network of fibers is created that does not allow cuttings to settle easily in complex wells. In addition, the material is environmentally friendly. All three papers approach well- established problems in the critical industry sector of extended-reach drilling with innovation and confidence. Enjoy the papers and be sure to search SPE’s OnePetro online library for more fresh approaches to the technical challenges posed by these well types. Recommended additional reading at OnePetro: www.onepetro.org. SPE 196410 - Analysis of Friction-Reduction System During Drilling Operation at a High-Inclination Well on Field X by Rizqiana Mudhoffar, Tanri Abeng University, et al. SPE 197257 - Successful Management of Collision Risk in an Extended-Reach Well by Manchukarn Naknaka, Mubadala Petroleum, et al. SPE 202730 - Challenges in Drilling and Completion of Extended-Reach-Drilling Wells With Landing Point Departure of More Than 10,000 ft in Light/Slim Casing Design by Nitheesh Kumar Unnikrishnan, Abu Dhabi National Oil Company, et al.

Needles in the Pay Stack ADNOC Exploring Tight-Oil Rock, Triples Production In First Pilot

In the midst of an industry downturn last year, the Abu Dhabi National Oil Company (ADNOC) reached a new oil production ceiling of 4 million B/D. The UAE’s largest producer has no intentions of slowing down. By decade’s end, ADNOC expects to have raised its maximum daily output by another million barrels. To cross that milestone, the company has set its sights on mastering the tight, thin, and unconventional formations that dot the UAE’s subsurface landscape. One of the places where such developments are hoped to unfold soon is known as Field Q. Found in southeastern Abu Dhabi, Field Q sits above a tight carbonate reservoir that holds an estimated 600 million bbl of oil. But with a permeability ranging from 1 to 3 millidarcy and poor vertical communication, the reservoir and its barrels have proven difficult to cultivate economically - until recently. ADNOC has published new details of its first onshore pilot of a “fishbone stimulation” that involved using more than a hundred hollow needles to pierce as far as 40 ft into the reservoir rock. The additional drainage netted by the fishbone needles boosted production threefold in the test well, as compared with its traditionally completed neighbors on the same pad. ADNOC ran the pilot in the summer of 2019 and by the end of the year saw enough production data to launch a wider 10-well pilot that remains underway. Based on a longer-term data set from these wells, the company will decide whether to leap into a fieldwide deployment of the niche completions technology. In the meantime, the petrotechnical team in charge of the test projects have issued roundly positive reviews of the fishbone technique in two recently presented technical papers (SPE 202636; SPE 203086) from the Abu Dhabi International Petroleum Exhibition & Conference (ADIPEC). “There is a chance that the fishbone-stimulated wells can avoid the drilling of multiple wells targeting different sublayers in the same zone,” said Rama Rao Rachapudi, listing one of several of the technology’s advantages over other approaches that were considered. The senior petroleum engineer with ADNOC, who is one of several authors of the papers that cover both the drilling and completions aspects of the pilot, shared during ADIPEC that his onshore team found motivation to test the technology after bringing in a batch of dis-mal appraisal wells. The fishbone system, also known as multilateral jetting stimulation technology, has been a specialized application ever since it was introduced just over a decade ago. Underscoring the potential impact of the current round of pilots on the technology’s adoption rate, ADNOC noted there were only around 30 worldwide fishbone deployments prior to this project. Most of those have been in the Middle East’s naturally fractured and layered carbonate formations - just like those of Field Q.

Implementation Challenges of Data Quality Management <br/>—Cases from UAE Public Sector

Data quality is a significant concern in today’s world. The majority of organizations are being challenged by the data quality issues both in the structural and systematic context. Bad data quality is still being experienced even though expensive tools have been innovated and incorporated into the data quality control practices. Common measures of data quality metrics are accuracy, completeness, proper dissemination, integrity, validity, uniqueness, and consistency. For this reason, intense analysis and evaluation of the most applicable ways in managing data quality can serve as a roadmap that can be utilized by the company’s executive team, practitioners and even learners in formulating efficient planning as well as implementing feasible data and information quality control and management programs. This paper is based on intensive research and the use of practical examples and will seek the evaluation of the challenges faced in data quality management. The paper will also provide an analysis of data quality management from the local and global context by giving critical inspection trends to improve the data quality, the tools, techniques, and the policies that are necessary for achieving the data quality management goal. By using the Civil Project Division (CPD) in Abu Dhabi National oil company (ADNOC) and Dubai Health Insurance Corporation in Dubai Health Authority (DHA) as the real-world examples, the paper will give a critical viewpoint of the challenges, trends, policies, and techniques that apply to data quality management.