Automation INSIGHT!
INDUSTRIAL AUTOMATION AND CONTROL
Justification For Migration
ASSET PERFORMANCE AND PRODUCTIVITY ENHANCEMENTS
Operating Companies Should Consider Oilfield Operations Management Systems
FEATURED PROJECT
Dana Gas - Zora Gas Field
INSIGHT! ANALYTIC
Quarterly Market Analysis NOVEMBER 2014
COMPANIES IN SAUDI GATHER TOGETHER TO EXPLORE TECHNOLOGY ADVANCEMENTS
Rockwell Automation University Classic
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Automation INSIGHT!
ISA AUTOMATION CONFERENCE 2013
Europe - Middle East - Africa INSIGHT! ANALYTIC
Weekly Market Analysis
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FEATURED PROJECT
ZADCO - Upper Zakum Full Field Development
INSIGHT! PAPARAZZI
MEPEC - Bahrain
December 2013
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Automation INSIGHT!
FIRST WORD INDUSTRIAL AUTOMATION AND CONTROL
Dear DMS-Members,
Justification For Migration
ASSET PERFORMANCE AND PRODUCTIVITY ENHANCEMENTS
Operating Companies Should Consider Oilfield Operations Management Systems
FEATURED PROJECT
Dana Gas - Zora Gas Field
INSIGHT! ANALYTIC
Quarterly Market Analysis
COMPANIES IN SAUDI GATHER TOGETHER TO EXPLORE TECHNOLOGY ADVANCEMENTS
Rockwell Automation University Classic
NOVEMBER 2014
COVER: Yahya Darwish, SalesDirector - KSA Rockwell Automation Automation Insight! November 2014 Vol. 2 Issue 3 PUBLISHED BY Data Media Systems (for private distribution) President & CEO Mohammed Loch mloch@dmsglobal.net Administration Manager Sara Loch sloch@dmsglobal.net Editor-in-Chief Hugh Wingrove hughwingrove@hotmail.com Editoral Designer Tracy Gutierrez tgutierrez@dmsglobal.net
Although all efforts to ensure accurate reporting are taken, some errors may occur. The views and opinions herein are not those of the Publishers. All Rights reserved. For any suggestions and questions about AUTOMATION INSIGHT! please write to: insight@dmsglobal.net
For this issue of Automation Insight! I want to give the magazine a bit of a personal touch by announcing the launch of the DMS Foundation. I wanted DMS to start a CSR program so just over a year ago I went to Bangladesh to sponsor The Choice To Change Change (C2C) Iftar during Ramadan in July 2013. I had such an amazing time with the children it inspired me to start a foundation to support under privileged children with education to give them a better opportunity in life. The DMS Foundation is there to inspire our employees and our business partners. Every issue we will provide an update on our activities and it gives me great pleasure in this issue to introduce our vision. I would also like to take the opportunity to thank the ISA Saudi Arabia Chapter for their support as we also donated from the profits of the ISA EMEA Conference & Exhibition hosted by Saudi Aramco last year to get School Uniforms for all the children at C2C as well the Qatif Autism Centre in Saudi Arabia. Anyone can get involved in the DMS Foundation so if you are interested to learn more please contact me directly on mloch@dmsglobal.net or my cell no. +971 50 3123510. Mo Loch President and CEO DMS Global
CONTENTS: 3 4-12 14-19
First Word Analytic Reports Company News Post Show Report
20-29
• Setting New Standards for Tackling Energy
30-31
• Companies in Saudi Gather Together to
32-33 34-37
• PlantPAx from Rockwell Automation
38-42 44
• In Focus: Yahya Darwish
46-54 56-58 60-61
Industrial Automation & Control Control System Cyber Security Asset Performance and Productivity Enhancement Custody Measurement Installation, Operation and Maintenance Issues Featured Project Project Listing DMS Foundation
Sector Challenges Explore Technology Advancements
Paparazzi Insight! Feature • 10 Year Anniversary with DMS Global: Sundeep Narula
63-65 67-70 74-75 78-83 84-86
Dear DMS-Members, We see this edition released in time for ADIPEC, which for the first time is taking place one year after the last ADIPEC and I am left wondering how the price of oil will affect this strategy. One thing is for sure that, at 80-something US Dollar per barrel, the end-user will be concerned about costs. The pressure to drive down costs usually leads to technological innovations but in our industry, users are nervous to adopt new technology. This is understandable due to the costs related to failure but we should not let this prevent us from promoting and developing new technologies. Maybe the price of oil will be our ally. Hugh Wingrove Editor-in-Chief DMS Global
NOVEMBER 2014 | Automation INSIGHT! | 3
Analytic REPORT Emirates LNG to Meet Growing Gas Demand Emirates LNG is the UAE Government’s strategic initiative created with an aim of importing further gas supplies in order to meet growing energy demand from the nation’s fast pacing economy. Over the last decade, the UAE has experienced an industrial and population boom that ultimately increased power demand and subsequently triggered imported gas demand and reliance. Furthermore, with its location, the project places attention and efforts in development of the region of Northern Emirates through planning to build facilities at the east coast in the Emirate of Fujairah. This initiative has been created through the joined forces of Mubadala Development Company and International Petroleum Investment Company (IPIC). Once complete, the Emirates LNG will build and operate the first land based liquefied natural gas (LNG) in the Middle East. Initially, the project did not run as smooth as planned as result of various technical changes that had to be implemented. This caused scope of work restructuring that changed the overall project plan from installing a phase of the project as floating facility at sea, to a fully land based terminal. Effectively, the new terminal is currently planned to be placed on a busy oil port of Fujairah in order to facilitate the largest LNG tankers where the gas will mainly be aimed for the Power sector production.
4 | Automation INSIGHT! | NOVEMBER 2014
Once complete, the project is expected to produce 1.2 billion cubic feet per day of gas, or 9 million tonnes of LNG per year. Divided into two phases, the first phase of the project is expected to embody a capacity of 600 million standard cubic feet per day, and the second phase is expected to have an additional equal amount of capacity. Moreover, the elements of the scope of include constructing a re-gasification terminal, an onshore import terminal and vaporisation unit, and associated facilities required. The front and engineering design (FEED) has been carried out by France’s Technip, and recently an announcement of submission of technical bids for the phase 2 has been made and the following bidders have been revealed: • • • •
Mitsubishi Heavy Industries (MHI) Ishikawajima-Harima Heavy Industries (IHI) Corporation Enterpose Contracting CB&I Lummus
The submission of EPC contract commercial bids for the phase 2 is expected in December 2014, whilst phase 1 is expecting commercial bids submission this November. References: • http://gulfbusiness.com/2013/11/emirateslng-to-build-lng-importterminal/#.VD9gj_mSxgg • http://www.ipic.ae/english/our-investments/emirates-lng
ANALYTIC
GASCO Responds to Environmental Concerns Global environmental concerns have reached significant importance within the UAE causing project owners to focus their intentions on the issue and implement practices that lower the environmental impact. Consequently, companies within the oil, gas and power and other sectors have recognised the need to restructure various existing facilities and procedures in addition to the ongoing and planned new developments.
for the phase 1 consists of 15 gas turbines and it is the first part of the replacement project comprising of 2 x 220 kV substations connected to the Abu Dhabi Transmission & Despatch Company (TRANSCO) network. For the 220 KV substation and associated facilities scope of work covers the following:
Abu Dhabi Gas Industries Ltd. (GASCO) gas processing facilities at Abu Dhabi’s Asab, Bab, Bu Hasa, Habshan and Ruwais sites are currently operating 65 gas turbines. Nevertheless, after the recent strategic study which involved analysis of the available options for reduction of greenhouse gases emission at these GASCO sites, it has been decided to replace these gas turbines with an alternative source.
• Design of the 220 KV substation in accordance to TRANSCO standards & specification. • Gasco substation existing equipment modifications, including metering, protection, signals exchange, interlocking & Intertripping. • Modifications of TRANSCO’s existing remote end substation equipment, including 220 kV GIS, telecommunication systems, SCMS, FMS, and further as required. • All modification for existing equipment for ADCO substations, including metering, protection, signals exchange, interlocking & Inter-tripping.
Evidently, after thorough evaluation and draw up of conclusions, GASCO has decided to launch a project which comprises of the replacement of gas turbines along with associated gas compressor trains. This particular project is referred to as phase 1, which comprises of the outlined procedures and facilities within Asab and Bu Hasa plants. More specifically, the scope of work
To ensure that project related works will be carried out to highest quality and potential, GASCO selected Mott MacDonald as the front end engineering design consultant (FEED), and has appointed Tebodin as the project management consultant (PMC) to overlook the related activities. As per the latest update, the project is undertaking FEED, and the engineering procurement and construction (EPC) tender is not expected to float before March 2015.
Nasr Field Emerging Phase 3 The Nasr Full Field Development, carried out by Abu Dhabi Marine Operating Company (ADMA OPCO) is located 30 kilometres north east of the Umm Shaif Super Complex in UAE’s Emirate of Abu Dhabi. The Nasr Full Field Development is set to consist of several wellhead towers, super complex facilities which include gas processing and oil separation production facilities. There are also set to be implemented
utilities platforms, infield subsea pipelines as well as an export pipeline to Das Island. With several ongoing packages required to develop the overall field development, ADMA OPCO is steadily progressing with the development. Situated in the completion stage, the first phase of the development scope of work revolves around production facilities works, which are carried out by Larsen & Toubro. Subsequently, the second phase of the development, with its two separate NOVEMBER 2014 | Automation INSIGHT! | 5
ANALYTIC overall development and Technip as the project management consultant (PMC), ADMA OPCO also began dedicating attention and efforts towards undertaking the third phase of the oil field development.
engineering, procurement and construction (EPC) packages remains at an earlier development stage. In effect, National Petroleum Construction Company (NPCC) undertaking engineering works to develop wellheads and platforms, while a consortium of Hyundai Heavy Industries and KBR are undertaking the platform related works. With Fluor Corporation as the appointed front end engineering and design consultant for the
With continuous efforts of Abu Dhabi’s long term plan and strategy to increase offshore oil production capacity, the package 3 consists of civil works and all facilities associated with this kind of development. Momentarily, the project’s recent updates reveal that the package is currently in the middle of the engineering procurement and construction (EPC) tendering stage with the award date speculations directed at the end of the year 2014. Effectively, so far the bidders revealed for the EPC contract include the following companies: • Consolidated Contracting Company (CCC) • Target Engineering and Construction • Petrofac Reference: http://www.arabianoilandgas.com/article-9596-fluor-scoops-contract-fornasr-field-in-abu-dhabi/
The Northern Focus The Fujairah Refinery Project is a strategic UAE Government initiative overlooked by the International Petroleum Investment Company (IPIC) who aims to construct, operate and maintain a grassroots refinery complex in the Emirate of Fujairah. The project’s location has been placed at a close proximity to the new ADCOP pipeline and oil terminal, as well as the port’s deepwater oil export terminals.
both packages incorporate various installations to be implemented, some of which include naphtha hydrotreaters and splitters, twin catalytic reformers, isomerisation units, distillate hydrotreaters, vacuum distillation units, hydrocrackers and fluid catalytic crackers (FCCs). In terms of process units, the project scope consists of alkylation units, amine treating/regeneration unit, condensate distillation unit, crude unit, diesel and kerosene merox units, hydrocrackers, LPG merox and recovery units, naphtha hydrotreaters merox unit, splitters and stabilisers.
With the expected processing capacity of 200,000 barrels per day, Fujairah Refinery will be designed to process a mixture of crudes including Murban, Upper Zakum and Dubai. The refinery will be set to produce middle distillates, mainly aimed at Northern Emirates of the UAE, bunker fuel to meet the world’s second largest bunkering port, Fujairah’s strong demand, and for general export. Furthermore, the refinery project will require a construction of a power-generation facility for the purpose meeting its power requirements and for provision of power to the Northern Emirates grid.
The project, which is a significant development for Fujairah and the Northern Emirate region, has been initially set for completion for 2016. Nevertheless, the EPC one tendering process still remains, with bidders including:
More specifically, the project’s scope of work is split into two separate engineering, procurement and construction (EPC) packages. The EPC package one incorporates design and construction of processing units, while the EPC package two will revolve around utilities, offsites and infrastructure works. Furthermore,
6 | Automation INSIGHT! | NOVEMBER 2014
• GS • Hyundai Engineering & Construction • Hyundai Heavy Industries • Samsung Engineering • SK Engineering & Construction France’s Technip has provided the front end engineering and design (FEED) services, while Shaw Stone & Webster is the development’s project management consultant (PMC). Reference: http://www.ipic.ae/english/our-investments/fujairah-refinery
ANALYTIC
70% of Sadara Chemical Company’s Integrated Refining & Petrochemicals Complex Complete Sadara Chemical Company represents a unique alliance between two corporate leaders in their respective industries, namely Saudi Aramco and Dow Chemical Company. The project has been brought together through shared values and a dedicated vision to create a game changer in the chemical industry. Established in October 2011, Sadara Chemical Company is an unprecedented undertaking, as it is the largest chemical complex ever built in the world in a single phase with 26 state-of-the-art integrated world-scale manufacturing plants, over 3 million metric tons of capacity per year, and a total investment of about $20 billion. Upon completion, Sadara aims to be a Fortune 500 company within the first year of full operation as it will support the Kingdom’s industrial and economic diversification by developing key value chains downstream and generating thousands of employment opportunities, both through the complex and through the adjoining PlasChem Park. The PlsChem Park is a twelve square kilometer site located next to Sadara’s manufacturing complex and will be devoted exclusively to chemical and conversion industries that make direct or indirect use of Sadara’s products and raw materials from other suppliers. It will be owned by Sadara and the Royal Commission for Jubail and Yanbu (RCJY) and the site will consist of two main sections: • Chemical Park • Conversion Park
Saudi chemical industry far beyond its existing commodity products. Cracking naphtha will also make it possible to produce new intermediate products, which in turn will open up a whole new range of additional downstream opportunities. Furthermore, Sadara is adding new value chains to expand and transform the Kingdom’s existing chemical landscape. Construction works, which commenced in 2011, continues to be on schedule for initial start-up in the second half of 2015. Officials revealed in October 2014 that 70% of the works have been completed. Capitalizing on rapidly expanding markets in energy, transportation, infrastructure and consumer products, Sadara is expected to deliver high-margin growth for decades to come, as more than half of the products Sadara offers will be targeted for expanding Asia Pacific markets.
IPCOS Provides Independent specialised Services and People for:
IPCOS’ SERVICE OFFERING APC benefits studies Instrumentation recommendations PID Tuning DCS reconfiguration work Inferential modeling Turnkey APC projects
As an innovator, Sadara’s unique product portfolio, employing cutting-edge technologies, will add downstream value chains to expand and transform the Kingdom’s existing chemicals landscape. Fourteen of Sadara’s twenty six world scale manufacturing plants are new to the Kingdom. It will be the first chemical complex to crack naphtha in the GCC. This discovery will open the door to new specialty chemical plants and businesses in the Kingdom and take the
PID and APC training services Post audit studies APC controller revamp projects
“Payback for the project was achieved after IPCOS had revised the complete control and operating strategy, prior to implementing APC, which is now attaining record levels in plant availability and production yields”
Project management Ammonia Production Manager Yara
IPCOS – Abu Dhabi Salaam Street, PO Box 107172, Abu Dhabi United Arab Emirates
info@ipcos.com
www.ipcos.com
Tel : +971 2 642 6555 Fax: +971 2 642 6665
ANALYTIC
Expansion of Khurais Oilfield In the second half of 2013, Saudi Aramco decided to expand the Khurais oilfield, which is located adjacent to one of the world’s largest oil field named Ghawar, in the Eastern province of Saudi Arabia. The objective of the Khurais expansion program is to increase production capacity at the Khurais Central Processing Facilities (CPF) by 300,000 barrels of oil per day (bpd) from its current capacity of 1,200,000 bpd, as well as to enhance production from the Mazalij and Abu Jifan fields by installation of a satellite Gas Oil Separation Plant (GOSP). Khurais is located on a large structural trend to the west of, and parallel to the Ghawar trend. Because of this superficial resemblance to Ghawar, there were high hopes that the Khurais reservoir would be comparably large. However, it turned out that it was much smaller and not as high quality as Ghawar. Variable reservoir quality had also been a problem at Khurais. Pilot-scale production at Khurais began in 1963, but the field was never fully developed. The first time Khurais oilfield went online was on 10 June, 2009. With an area of 2,890 square kilometres and 127 kilometre long, the scheme is expected to cost around $3 billion and increase Saudi Arabia’s export
capacity from 11.3 to 12.5 million bpd. Halliburton started drilling wells in 2006, followed by Snamprogetti and Hyundai Engineering for crude, utilities and gas respectively. Abu Jifan covers 520 square kilometres south-west of Khurais and Mazalij covers 1,630 square kilometres south-east of Abu Jifan. In October 2014, Saipem was awarded a $1.6 billion contract for the main processing facilities, while Consolidated Contractors Company (CCC) scooped the award for the seawater and Mazlij-Abu Jifan pipeline package. There are four existing gas/oil separation plants (GOSPs) in operation in the Khurais field and one GOSP in each of the two other fields. The scope of the construction programme involved major construction at six separate locations and the development of ten million square metres of land. At the forefront of the programme was the Khurais CPF, providing crude processing and stabilization facilities. It was supported by infrastructure including wells and trunk-lines, an air strip, seawater supply and injection lines, residential facilities for 1,000 personnel and an industrial complex, and product lines. In addition to the 1.2 million bpd of Arabian light crude blend that is produced and delivered through the east-west pipeline, the programme also produces 320 million standard cubic feet per day (cfd) of sour gas for Shedgum Gas Plant and 80,000 bpd of natural gas liquids (NGL) for the Yanbu Gas Plant.
Solvay and Sadara Builds World’s Largest Hydrogen Peroxide Plant In September 2013, Solvay and Sadara Chemical Company formed a joint venture to build one of the world’s largest hydrogen peroxide plants in the Kingdom of Saudi Arabia. The plant, which will provide a key raw material to Sadara and strengthen Solvay’s global leadership position in hydrogen peroxide technology and markets, will have a capacity exceeding 300,000 metric tons per year. Saudi Arabia is the most active petrochemicals projects market for contractors as the Kingdom looks to add value to its hydrocarbons resources. Currently the most active GCC country in terms of petrochemicals schemes, the Kingdom has more than $28.5 billion of chemicals engineering, 8 | Automation INSIGHT! | NOVEMBER 2014
procurement and construction (EPC) projects currently under execution. With a planned start up in late 2016, the mega plant is being built by Consolidated Contractors Company (CCC) at Sadara’s chemical complex in Jubail Industrial City 2. Sadara will use output from the plant as a raw material for the HP-to-propylene oxide (HPPO) manufacturing plant on the site, thereby supporting its propylene oxide (PO) derivative units that produce polyols and propylene glycol. For Solvay, this will be its third joint venture mega HP plant following the 230,000 MT per year plant in Antwerp, Belgium, a JV with The Dow Chemical Company (Dow) and BASF, and the 330,000 MT per year mega plant in Map Ta Phut, Thailand, a JV with Dow. FEED and PMC works for the scheme were completed by
ANALYTIC Jacobs Engineering in November 2012. “We are delighted to be partnering with Solvay, a global leader in HP, to build this world scale plant to feed our PO, PO derivatives and Polyurethane business,” said Ziad Al-Labban, CEO of Sadara. “This partnership will provide us with a stable
and reliable supply of a key raw material which is critical to support our Polyurethane-based customers and downstream value chains. Solvay’s high-yield HP technology enables such unique, large scale plants to benefit from advantages in both specific investment and production costs.”
More Contracts Awarding for Khazzan Field Development BP Oman has award two long term drilling contracts for the Khazzan Field Development project. The first contract, valued at more than $400 million, has been awarded to KCA Deutag for the construction and operation of five build land rigs, while the second contract has been awarded to Abraj Energy Service. Abraj, as per the contract, will supply three drilling rigs at a cost of more than $330. Khazzan Field Development project involves a drilling programme of around 300 wells over 15
years in the South of Block 61. The partners in the project include BP, operates Block 61 and holds a 60% interest, and the Oman Oil Company for Exploration and Production, holds a 40% interest. A gas sales agreement and an amended production sharing agreement for the development of the field was signed in December 2013 and initial production is expected in late 2017. The total investment on the project is expected to reach $16bn. The project, besides the drilling of 300 wells, also involves the installation of central processing facilities, water treatment plant, power generation plant, Gas gathering pipeline system, Gas
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ANALYTIC production well site facilities, Gas export pipeline, Condensate export pipeline, wellhead production facilities, operating base and residential complex and associated infrastructures and utilities. The EPC contract for the Central Processing Facility (CPF), worth $1.2 billion, was awarded to a consortium of the Petrofac and CCC earlier this year. Petrofac share of the deal worth as much as $900 million, with its partner CCC taking $300 million. The CPF will include two process trains, each having a capacity of 525 million standard cubic feet/day of gas. Also, among the major contracts awarded by BP, is $50 million contract awarded to Veolia to design, build and operate a raw water treatment
plant. The plant has a maximum capacity of 6,000 m3/day, 4,000 m3/day of which is process water and 2,000 m3/day is drinking water. The plant will start production in January 2015. Veolia will operate the plant for one year, with extension options of up to four additional years. Jacobs Engineering Group was awarded a contract to provide engineering, procurement and construction management services for the gas gathering and water pipelines, wellhead production facilities and export pipelines for the development. Jacobs’ scope also includes the detailed design and program management for the associated infrastructure. In addition to the major contracts, several contracts with a value around $106 million have been awarded to Omani companies. The contracts include well pads, in-field roads, supply carbon steel pipes and manufacture, supply and install a water pipeline.
Pre-Qualification Call for Liwa Plastics Project EPC contracts 300 KTA polypropylene (PP) plant. Randall Gas Technologies will provide NGL extraction technology, which will be installed at the extraction plant in Fahud, while Axens will provide the PyGas hydrogenation unit. CB&I will be the technology licensor for the Methyl tert-butyl ether (MTBE) producing unit. Univation Technologies will provide technology for polyethylene unit.
International and local contractors have been invited to pre-qualify for one or several EPC contracts for the development of the Liwa Plastics Project (LPP). The four EPC packages comprising: • LPP-EPC-1: Steam Cracker with Off-Site Works & Utilities • LPP-EPC-2: Polyethylene and Polypropylene Units with Off-Site Works & Utilities • LPP-EPC-3: NGL Extraction Unit with OffSite Works & Utilities • LPP-EPC-4: NGL Pipeline (300km pipeline to link the Fahud plant with the Liwa Plastics Project) The call for the pre-qualification came after the client, Oman Oil Refineries and Petroleum Industries (Orpic), has signed five technology contracts worth $80 million for the Project. LyondellBasell Spheripol polypropylene process technology has been selected for the 10 | Automation INSIGHT! | NOVEMBER 2014
Ahead of this, CB&I was awarded a contract for ethylene technology, front-end engineering and design (FEED) services for the LPP. The Dutch company won the contract after a strong competition with KBR, Linde and Technip. When completed in 2018, the project will increase the plastics production by 1 million tones, giving Orpic a total production of 1.4 million tonnes of polyethylene and polypropylene. Feedstock for the project will be supplied by Sohar refinery and aromatics plant. The feedstock will include the NGLs extracted from the existing natural gas supplies and the dry gas produced from the Residue FCC (RFCC) unit and new delayed coking unit, which is currently under construction as part of the Sohar Refinery Improvement Project. The anticipated production volumes from the project include: • • • •
838 KTA of Polyethylene (LLDPE/HDPE) 215 KTA of Polypropylene 186 KTA Mogas 46 KTA Benzene
The Liwa Plastics Project is part of the Sultanate of Oman program to reduce its reliance on the export of crude oil and natural gas in developing its downstream industry to retain more added value in the country.
ANALYTIC
Construction Works Set to Commence in the First Quarter of 2015 for Kuwait’s Clean Fuel Project As part of Kuwait National Petroleum Company’s (KNPC) plans to rehabilitate and upgrade its refineries at Mina Al Ahmadi and Mina Abdullah in Kuwait, they have kick-started the “Clean Fuel Project”, which aims at increasing the refinery’s combined capacity from 736,000 barrels per day (bpd) to 800,000 bpd by 64,000 bpd of fuel. Estimated to be around $12 billion, the Clean Fuel Project will consist of three phases. Foster Wheeler, along with its subsidiary Global Engineering and Construction Group is providing project management consultancy (PMC) services contract on both the refineries while Fluor Corporation has been awarded the FEED contract. In the first quarter of 2014, the EPC contracts has been awarded to all three phases of the scheme. The consortium between Petrofac, Samsung Engineering and CB&I were awarded the Phase 1 ($3.8 billion). The consortium between Fluor Corporation, Hyundai Heavy Industries and Daewoo Engineering & Construction were awarded the Phase 2 ($3.4 Billion). And the consortium between JGC Corporation, SK Engineering & Construction and GS Engineering & Construction were awarded the Phase 3 ($4.8 billion). The main objective of clean fuel package is to: • Meet year 2020 market demands and specifications for transport fuels • Increase processing capacity at MAA/ MAB to 800000 BPSD from 736000 BPSD (after SHU Retirement). • Integrate operating capability of the MAA/ MAB with optimum utilization of the existing Infrastructure.
However, this means benzene and aromatics concentrations also will decline. The CFP will lower gas oil sulfur content to as low as 10 ppm, depending on destination. The facilities now produce gas oil with 500-5,000 ppm sulfur. Bunker fuel oil sulfur content will also drop from the current 4.5 ppm to 1 ppm., while the maximum sulfur content of full- range naphtha will drop from 700 ppm to 500 ppm. Mina Abdullah Refinery(MAB) became a state property, following a transition period in 1978 during which the refinery was managed by a national company under the name of “Wafra Oil Company”. It was then transferred to KNPC. The refinery was first built in 1958 during the rule of the late Sheik Abdullah Al-Salem Al-Sabah, by the American Independent Oil Company “AMINOIL”. It was at that time a simple refinery that contained one crude oil distillation unit with a capacity of approximately 30,000 bpd. Following several expansion projects between 1962 to 1967, its refining capacity rose to approximately 145,000 bpd. The total area covered by its installations is 7,935,000 square metres. Analysts have also said that the Clean Fuel Project will re-shape the refining industry in Kuwait as the packages will re-configure the country’s three refineries and, in conjunction with grassroots construction planned at Al Zour, nearly double total refining capacity to 1.4 million bpd. The project will also enhance and make sure a reliable power supply is available to help Kuwait meet its future market demand for transport fuels by 2020, as it seeks to increase processing capacity at its refineries. NOVEMBER 2014 | Automation INSIGHT! | 11
ANALYTIC
EPC contract To Be Awarded In January 2015 for Qatar’s Al-Karaana Petrochemical Complex Al-Karaana Petrochemical Complex is an olefins and derivatives plant which will be located at Ras Laffan Industrial City in the northern part of the country. The project is being developed by a consortium of Qatar Petroleum (QP), which holds an 80% share in the project and Shell holding the remaining 20%. In December 2010, the consortium between QP and Shell signed a Memorandum of Understanding (MOU) to jointly study the feasibility of developing a world-scale petrochemicals complex to be based in Ras Laffan Industrial City. The MOU was signed by His Excellency Abdulla bin Hamad Al-Attiyah, Deputy Prime Minister and Minister of Energy and Industry of the State of Qatar, and then CEO Mr. Peter Voser. In late 2011, the QP and Shell consortium signed the Heads of Agreement (HOA) with His Excellency Dr. Mohammad Bin Saleh Al-Sada, Minister of Energy and Industry of the State of Qatar, and then Shell CEO Peter Voser. Estimated to be around $6.5 billion, Al-Karaana Petrochemical Complex consists of two packages: • Package 1 - Involves the construction of Steam Cracker Off-Sites and Utilities • Package 2 - Involves the construction of Mono-ethylene Glycol (MEG) Unit, Liner Alpha Olefins (LAO) Unit and Oxo-Alcohol Units
12 | Automation INSIGHT! | NOVEMBER 2014
In February 2013, the Front-End Engineering and Design (FEED) works for the complex were carried out by Fluor, with their scope including: • Offsites & utilities • The LAO and oxo-alcohols units will have capacities of 300,000 tpy and 250,000 tpy respectively. • The MEG unit will have a capacity of 1.5 million tonnes per year (tpy) and will use Shell technology. The scope of works involved the construction of two trains each with a capacity of 750,000 tpy. The remaining package is the mixed-feed steam cracker unit, which will be supplied with ethane and propane feedstock. The cracker will have a capacity of 1.1 million tpy of ethylene and 170,000 tpy of propylene. In 2014, several companies submitted their technical bids for the engineering, procurement and construction (EPC) contract, which is likely to be awarded in January 2015. The companies are as follows: • Daelim • Eni Saipem • GS Engineering & Construction • Hyundai E&C • JGC Corporation • Linde • Samsung Engineering • SK E&C • Toyo Engineering Corporation
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COMPANY NEWS
Rockwell Automation to Host 23rd Annual Automation Fair in Anaheim
MILWAUKEE, Oct. 16, 2014 — The manufacturing sector is on the cusp of unprecedented change, when operations and information technology seamlessly and securely converge to generate actionable data that leads to more profitable decisions. The tools, technologies and solutions that enable this new Connected Enterprise will be the focus of the 2014 Automation Fair event, hosted by Rockwell Automation and the members of its PartnerNetwork program. The annual automation industry event is expected to bring together thousands of manufacturers, industrial operators, analysts and global media to the Anaheim Convention Center in Anaheim, California, from Nov. 17 to 20. “Our vision for a Connected Enterprise is characterized by industrial operations that are more nimble and sustainable, while driving greater 14 | Automation INSIGHT! | NOVEMBER 2014
productivity,” said Keith D. Nosbusch, chairman and CEO, Rockwell Automation. “The 2014 Automation Fair event will offer a wealth of opportunities for attendees to learn how they can differentiate themselves and improve their global competitiveness.” On Nov. 19 and 20, the company will host more than 140 exhibitors, comprised of its PartnerNetwork members, universities and industry media. Exhibits will showcase the newest and most advanced power, control and information solutions available to securely share information across processes, facilities, suppliers and consumers. Attendees will learn how secure information access leads to better collaboration, faster problem solving and improved innovation. At the event, attendees can work directly with Rockwell Automation products and technology at 18 hands-on labs and participate in any of the 17 demonstration workshops or 99 technical sessions available. During nine industry- and audience-specific forums, customers and experts will share best practices for the following industries and segments: engineering and consultants (EPCs), food and beverage,
COMPANY NEWS machine and equipment building, mining, oil and gas, power and energy management, safety for OEMs, safety for end users, and water wastewater. The week will kick off with the Process Solutions User Group (PSUG) annual meeting and Automation Perspectives global media forum. Process Solutions User Group (PSUG): On Nov. 17 and 18, operations, IT and engineering professionals in process industries can select from 20 educational sessions, hear presentations from more than 24 customers, and network with peers and leaders. During the technology-voting session, attendees can voice valuable feedback used to
direct the development priorities and the technical roadmap for the PlantPAx process automation system from Rockwell Automation. Automation Perspectives Global Media Forum: On Nov. 18, from 8 a.m. to 1 p.m., industry media members from more than 20 countries will gather to hear from automation industry experts about how they are operationalizing their own Connected Enterprise strategies. Through their stories, media will learn what The Connected Enterprise journey entails, how it is creating value, and why those not on-board are putting themselves at risk. To register for the 2014 Automation Fair event, PSUG or the Automation Perspectives global media forum, visit http://www. automationfair.com.
FANUC Corporation and Rockwell Automation Announce Global Collaboration on Integrated Manufacturing Solutions ROCHESTER HILLS, Mich., and MILWAUKEE, Sept. 8, 2014 — FANUC CORPORATION, the world’s largest company in CNC, Robot and ROBOMACHINEs, and Rockwell Automation, Inc. (NYSE:ROK), the world’s largest company dedicated to industrial automation and information solutions, announce today an advanced global collaboration to provide customers a more seamless and integrated manufacturing solution. The two companies have expanded their initial collaboration, started four years ago, in the CNC and Logix programmable automation controller (Logix PAC) environments with further integration of robotics, ROBOMACHINEs and enterprise software products. The effort will have an initial impact on applications in the automotive industry, where customers can experience benefits of a preferred integration plug-and-play automation and information solution. “FANUC had already been offering flexible open interfaces to complementary automation systems globally. However, FANUC and Rockwell Automation together agree that our globally shared customer base wants a completely integrated automation solution. So, I am proud to announce
this advanced global collaboration with Rockwell Automation that allows us to offer a preferred integration solution to our customers around the world,” states Dr. Eng. Yoshiharu Inaba, President and CEO of FANUC CORPORATION. Rockwell Automation chairman and CEO Keith D. Nosbusch stated, “The global collaboration between Rockwell Automation and FANUC is a direct response to our customers’ needs for more effective integration across manufacturing disciplines. Integrating FANUC CNC, robot and ROBOMACHINE portfolios with our integrated control and information solutions will result in better manufacturing agility, to help customers achieve a secure connected enterprise.” The two industry leaders will demonstrate the collaborative solutions at IMTS 2014 in the FANUC Booth #S-8919 and Rockwell Automation Booth #E-4979. System integrators, end-users and machine tool builders can see firsthand the benefits these solutions bring including; simplified architectures, faster startups, improved synchronization between platforms, lower maintenance, improved productivity and transparent data access across the entire connected manufacturing enterprise. Demonstrations include: • A fully integrated automotive machining cell – showcasing FANUC ROBODRILLs, powered by FANUC CNCs, integrated with a Rockwell Automation Logix PAC, showing automotive machining with a FANUC robot loading/unloading FANUC ROBODRILLs. NOVEMBER 2014 | Automation INSIGHT! | 15
COMPANY NEWS
• An ability to use a Rockwell Automation HMI to operate a FANUC robot – allowing attendees to use a Rockwell Automation industrial computer which supports FANUC 4D graphics to operate a FANUC robot in an interactive kiosk. • A fenceless robot cell in action – demonstrating a fenceless FANUC robot system using Rockwell Automation safety sensors. • Live access to machining data from multiple sources using traditional HMI and commercial mobile devices – Rockwell Automation Logix PAC and FactoryTalk View and VantagePoint software gather machining data from FANUC CNCs in 4 different locations: a remote
fabrication factory at FANUC in Japan, the automotive cell in the FANUC IMTS Booth, a 5-axis demo of 2 machines in the FANUC IMTS Booth, and the Rockwell Automation automotive powertrain demo in the Rockwell Automation IMTS Booth. • Component assembly demo – the Rockwell Automation iTRAK Intelligent Track System integrated with a FANUC robot showcases independent control of multiple pallets for component assembly system demo in the Rockwell Automation IMTS Booth. Similar demonstrations are planned globally at additional events including at JIMTOF (in Tokyo, Japan, October 30-November 4, 2014) and Automation Fair (in Anaheim, CA, November 19-20, 2014).
About FANUC CORPORATION
About FANUC America Corporation
FANUC CORPORATION, headquartered at the foot of Mt. Fuji, Japan, is the global leader and the most innovative manufacturer of Factory Automation, Robots and ROBOMACHINEs in the world. With over 230 offices in 45 countries, FANUC provides world-class service and support to customers globally. Since its inception in 1956, FANUC has contributed to the automation of machine tools as a pioneer in the development of computer numerical control equipment. FANUC technology has been a leading force in a worldwide manufacturing revolution, which evolved from the automation of a single machine to the automation of entire production lines.
FANUC America Corporation is headquartered at 3900 W. Hamlin Road, Rochester Hills, MI 48309, and is a subsidiary of FANUC CORPORATION in Japan. FANUC America provides innovative automation solutions in the Americas including industry-leading CNC systems, robotics and factory automation solutions with 39 locations supporting customers throughout North and South America. For more information about FANUC America Corporation, call: 888-FANUC-US (888-326-8287) or visit our website: www.fanucamerica.com. Also, connect with us on YouTube, Twitter, Facebook, Google+ and LinkedIn.
16 | Automation INSIGHT! | NOVEMBER 2014
About Rockwell Automation Rockwell Automation Inc. (NYSE: ROK), the world’s largest company dedicated to industrial automation and information, makes its customers more productive and the world more sustainable. Headquartered in Milwaukee, Wis., Rockwell Automation employs about 22,000 people serving customers in more than 80 countries.
COMPANY NEWS
Yokogawa Targets Upstream Oil and Gas Applications with Release of New Low-power DPharp Series Differential Pressure/Pressure Transmitters Aiming for the Top Position in the Global Sensor Market Yokogawa Electric Corporation announces that it has developed a new low-power version of the DPharp EJA-E series differential pressure/ pressure transmitter and will release this product in all markets other than Japan and Europe on December 15. The European release will follow in 2015. This new low-power product outputs both 1 to 5 V DC and HART signals and has been developed to meet the specific requirements of oil and gas exploration and production (upstream) applications.
Product Features 1. Superior energy efficiency Thanks to a redesign of its power circuitry, this new low-power DPharp EJA-E series transmitter achieves superior energy efficiency, consuming just 27 mW (0.96 to 3 mA) of power.
Yokogawa’s differential pressure/pressure transmitters are playing a key role in achieving the objectives of the Evolution 2015 mid-term business plan, which calls for the company to focus on the booming upstream oil and gas industries, and in the implementation of a control business strategy that commits the company to capturing the No.1 position in the global sensor market. With this new low-power DPharp transmitter, Yokogawa aims to expand its control business and achieve the targets set out in its Evolution 2015 plan.
Development Background Differential pressure/pressure transmitters are widely used in the oil, petrochemical, and chemical industries to measure the pressure, flow rate, and level of liquid, gas, and steam. They can be found both in plants and in the field, at locations such as oil and gas wells. Thanks to the global rise in demand for energy, oil and gas resources are being actively developed. As technological progress in recent years has made it possible to develop and produce oil and gas in places with poor infrastructure (such as electricity and communications), instruments and devices in such areas must be able to function on a limited power supply from solar power or batteries.
NOVEMBER 2014 | Automation INSIGHT! | 17
COMPANY NEWS 2. Superior accuracy and stability Like all DPharp transmitters, this new lowpower model is both highly accurate and stable. It has a reference accuracy of ±0.055% and will remain within ±0.1% of the upper range limit for seven years. In these respects, this new product outperforms most other generally available lowpower models with equivalent specifications. 3. Easy installation and maintenance Basic settings for this new DPharp transmitter can be done easily using a setting switch and an external adjustment screw on the transmitter.
Major Target Markets Process industries such as oil and natural gas, petrochemicals, chemicals, iron and steel, pulp and paper, power, and water treatment.
Applications Measurement of pressure and flow rate of liquid, gas, and steam; measurement of liquid level.
Yokogawa’s Approach to This Field In 1961, Yokogawa became the first company in Japan to release a differential pressure/pressure transmitter to the market. In 1991, we were the first to introduce a monocrystal silicon resonant sensor and a micro-electro-mechanical system (MEMS) technology, for use in the pressure detectors that are at heart of our DPharp differential pressure/pressure transmitter, a truly revolutionary, high-precision measurement instrument. In 1994 we launched the DPharp EJA series of compact, multipurpose transmitters. In 2004 we released the DPharp EJX, a high-end SIL2 certified transmitter with a multisensing function that can simultaneously measure both differential and static pressure. In 2013, we added Modbus protocol support to the DPharp EJX multivariable transmitter for gas exploration and production (upstream) applications. With the goal of attaining the No.1 position in the global sensor market, Yokogawa will continue to release new products that meet its customers’ needs.
Murata and Yokogawa Announce Alliance for Development of ISA100 Wireless™ Communication Modules Murata Manufacturing Co., Ltd. and Yokogawa Electric Corporation announce that they have reached an agreement whereby they will cooperate in the development of communication modules for field wireless devices used in plants. Under the terms of this agreement, Yokogawa will license its technology to Murata and Murata will develop the communication modules. Through this alliance, Murata will be able to expand its communication module business to wireless devices for use in plants and Yokogawa will be able to promote wider acceptance of its field wireless systems based on the ISA100 WirelessTM* standard.
Background / Overview Plants use all kinds of field devices to measure items such as temperature, pressure, liquid level, 18 | Automation INSIGHT! | NOVEMBER 2014
gas concentration, and vibration. With a field wireless system, communication between field devices and host monitoring and control systems is done wirelessly. To boost productivity and make plants safer, there is a growing need for the collection of more data on plant operations; this in turn is driving up demand for field wireless devices, which can be placed in locations that cannot be accessed by conventional wired devices and cost less to install. Field wireless devices require communication modules that can convert sensor data into signals that conform with specific field wireless protocols, for transmission to field wireless networks. Through this alliance, Yokogawa will license its ISA100 Wireless communication module technology to Murata, and Murata will use this to develop wireless communication modules and driver software. Murata has a solid track record in developing wireless communication modules for use in mobile phones, PCs, and other devices, and Yokogawa has developed a number of leading-edge technologies for use with ISA100 Wireless devices and systems. By making combined use of these technologies, the two companies aim to quickly develop and provide new communication modules
COMPANY NEWS to field wireless device manufacturers and sensor manufacturers around the world.
Murata’s Approach to the Communication Module Business Murata provides Wi-Fi modules, Bluetooth® Smart modules, and other types of wireless communication modules for use in smartphones, tablets, and other mobile devices and for use in automotive applications. Murata is also developing and providing other types of wireless communication modules as connectivity solutions, in line with the Internet of Things (IoT) initiative. Developing ISA100 Wireless communication modules is one such solution since ISA Wireless has been specified to reflect the requirements of industrial users.
Yokogawa’s Approach to Field Wireless Communications Yokogawa released the world’s first ISA100 Wireless system devices and wireless pressure and temperature transmitters in July 2010. In addition to enabling sophisticated control techniques in continuous processes, this gives customers a wider range of devices to choose from. In line with the Wireless Anywhere concept, Yokogawa continues to provide new best-in-class ISA100 Wireless solutions and promote the use of field wireless technologies. *ISA100 Wireless, or ISA100.11a, is an industrial wireless networking technology standard developed by the International Society of Automation (ISA). ISA100 Wireless features high reliability, diverse applications, network extendibility, and high compatibility with wired communications standards such as FOUNDATION™ fieldbus, HART®, and PROFIBUS. This standard will be published as IEC62734 by the International Electrotechnical Commission (IEC) within this year.
About Murata Murata Manufacturing Co., Ltd. is a worldwide leader in the design, manufacture and sale of ceramic-based passive electronic components & solutions, communication modules and power supply modules. Murata is committed to the development of advanced electronic materials and leading edge, multi-functional, high-density modules. The company has employees and manufacturing facilities throughout the world. For more information, visit Murata’s website at www.murata.com.
About Yokogawa Yokogawa’s global network of 86 companies spans 56 countries. Founded in 1915, the US$4 billion company conducts cutting-edge research and innovation. Yokogawa is engaged in the industrial automation and control (IA), test and measurement, and other businesses segments. The IA segment plays a vital role in a wide range of industries including oil, chemicals, natural gas, power, iron and steel, pulp and paper, pharmaceuticals, and food. For more information about Yokogawa, please visit the company’s website www.yokogawa.com. The names of the companies, organizations, and brands in this text are the trademarks or registered trademarks of the respective holders. NOVEMBER 2014 | Automation INSIGHT! | 19
Post Show REPORT
Setting New Standards for Tackling Energy Sector Challenges
POST SHOW REPORT PMI AGC – DMS energy forum debate 2014, which brought together 160 attendees, was held successfully on the 2nd and 3rd of September 2014, at the Gulf Convention Centre under the patronage of Eng. Adel Al Moayyed, Chairman of BAPCO. The two-day event opened with a Gala Dinner, and keynote speeches from Sheikh Mohammed Al Khalifa, CEO of Noga Holding, Hashim M. Al-Rifaai, President of PMI AGC and Najib Al Naim, General Manager of Schneider Electric. During the keynote speeches, Sheikh Mohammed Al Khalifa expressed that “Project Management is becoming a very important discipline in all sectors. It has become a crucial skill for the oil and gas sector. To grow you need to add value to an organization, and to add value you need to constantly execute projects, so project management is really about defining the methodology, the best guides in an organization for project completion ”
Subjective evaluation criteria, have resulted in complaints from disqualified bidders
Right: Sheikh Mohammed Al Khalifa, CEO of NogaHolding Hashim M. Al-Rifaai, President of PMI AGC
Najib Al-Naim, General Manager Schneider Electric
Hashim M. Al-Rifaai followed by stating “The project management industry faces enormous challenges, many of our projects do fail, because they are poorly conceived, or poorly managed or communicated. And as we said projects are the bridge to sustaining and achieving better value, so if projects fail, we will never improve value. Projects are a way of translating strategy into network for the community.” Najib AlNaim closed by adding “ A study of more than 600 projects for over 15 years between the years of 1992 to 2007, provided a result that 80% projects failed to meet project costs and budget goals. Also an average of 70% failed schedule and cost. More over 264 global structure of infrastructure where over run between 20% to 45% on top of all of this especially in our oil and gas sector, our projects are more complex, more capital intensive than others, the problem is not new, and may even get worse, due to the lack of skilled personnel in our industry.” The second day of the event hosted a series of Debates and Panel Discussion around challenges currently being faced within the energy sector across the G.C.C and was opened by a keynote speech from Dr. Peter Bartlett, which was followed by Keynote speeches by Abdulmajeed Al Gassab, President of PMI AGC Bahrain and Mohammed Loch President & CEO of DMS Global. 22 | Automation INSIGHT! | NOVEMBER 2014
Mohammed Loch, Majeed Al-Gassab, Adel Al Moayyed, AlSheikh Mohammed Al Khalifa, and Hashim Al-Rifaai
Diamond Sponsor - Bapco
POST SHOW REPORT Dr. Peter Bartlett opened the debate stating “ I think everybody in this room who has been involved with big projects will recognize that the Kit, the gear, the steel is what people see, but very importantly its about the implications for an organization and its capabilities to the job well, and to run a different facility. It is not only about the materials we put into the facility, it’s about the people and the opportunity that we make sure to invest that time and energy we have to bring people up to standards.” Abdulmajeed Al-Gassab continued by adding “Today’s mega-projects in the oil and gas industry are now facing tremendous challenges as they become increasingly complex and technologically driven. Safety, Quality, Schedules, Budgets are the usual drivers for performance and every project faces a network of stakeholders concerned about its impact on the environment and communities. While best practices and experienced talents are essential, they are not enough. There is a need for a consistent reference framework that guides their decisions and processes.” And Mohammed Loch closed by adding “The DMS & PMI AGC team has worked very hard to bring together the best experts in their fields to share experiences in handling serious project management challenges. We are confident that this event will leave you with some real-life examples and practical tools on how to manage your projects better.”
Gold Sponsor - Schneider Electric
Silver Sponsor - Pentair
Dr. Peter Bartlett, CEO - BAPCO
Bronze Sponsor - Technip
Abdulmajeed Al-Gassab, President - PMI AGC Bahrain
Adel Al Moayyed receiving the patronage award
NOVEMBER 2014 | Automation INSIGHT! | 23
Project Owners Should Give Commercial Advantages to Bidders Based on Quality Technical Proposals Rather than Award a Contract to the Lowest Technically Approved Bid The first debate “Project owners should give commercial advantages to bidders based on quality of technical proposals rather than award a contract to the lowest technically approved bid” took place at 9.30 am and was moderated by Hashim M. Al-Rifaai. Speaking for this motion was Mohamed Daoud, Manager (Projects Quality) Engineering & Projects of ADCO. Mr. Daoud, opened his debate, by stating that projects should be awarded on a competitive bidding basis. Prior to the bid invitation, contractors need to submit pre-qualification documents and that the evaluation should concentrate on the price as well as the merits of a contractor. He stressed that the evaluation criteria should focus on: 1. Technical Capabilities. 2. Financial Balance Statement. 3. HSE & Quality Performance. 4. Appraisal & Audits. 5. Customer Feedback. 6. Resources and Software. However the evaluation criteria is not enough to judge and award a contract, Capabilities & Experience also play an important role. 24 | Automation INSIGHT! | NOVEMBER 2014
Budget
Canadian Firearms Registry, Initial cost forecast: CAN$2m cost, final cost: CAN$946m
Budget Guangzhou City Transport Project (China)
Budget
Budget Budget US 101 Hellicopter (USA) Boston Big Dig (USA)
Visegrad Hydroelectric Project (Yugoslavia 1985-1990)
Budget Budget
Budget Nanchang Jiujiang Highway (China)
Gezhouba Dam Project (China)
Budget
Budget
Dublin Port Tunnel (Ireland)
N20 Patrickswell Cork (Ireland)
CuernavacaAcapulco Toll Road (Mexico)
Budget
Budget
Sydney Opera House
Humber Bridge (UK)
Budget
Budget Budget Verrazano-Narrows Bridge (USA)
M50 South East Motorway (Ireland)
Copenhagen metro, stage 2A+B, NørreportVanløse (Denmark)
1. Do the contractors have the relevant experience and work? 2. What is their annual work value, nature and size? 3. Is the staff experience suitable for critical operations, do they have the technical skills needed? 4. Do they have availability of specified equipment?  He then went on to explain setting the Pass/Fail Criteria, which if not met by the applicants, results in disqualification. A points system that relies on the apportionment of “merit points”. The criteria adopted must relate to characteristics to ensure satisfactory execution of the contract.
POST SHOW REPORT He ended his debate by saying that, it isn’t an argument of yes or no, it is a matter of the whole cycle, the criteria’s and qualifications needed, and the commercial and technical quality. Speaking against the motion was Salah Al Bufalah, Manager Major Project ZADCO. After the discussion, Mr. Al Bufalah opened his debate with a question, Why techno-commercial evaluations after the bids have been opened are not successful? To which he answered, it is because if you have already done the pass/fail criteria, you have already eliminated the incompetent contractors. So the techno-commercial evaluations after bidding has been opened has very little advantages to standard straight forward EPC contracts, as these contracts don’t have any advanced technological requirements. If you have already done the pass/fail criteria and have set the passing bar high, like for example 80% , that would automatically eliminate the non compliant contractors and the non capable contractors. So why would you give an advantage over someone one who is 2% higher based on bid, rather than based on price? Techno-commercial evaluations only work for contracts that have very specific requirements in their needs, however for most majors EPCs, that are very standard in nature, were contractors spend a
1st Motion - Salah Al Bufalah (against), Hashim M. Al-Rifaai (moderator), and Mohamed Daoud (for)
lot of time, money and effort putting together a proposal, and passes the pass/fail criteria, only to be rejected despite being the lowest bidder because there is someone who is slightly higher in value, would cause problems for the bidder, becomes a problem and an issue of transparency and subjectiveness.
votes were in favour of the motion
The motion was voted upon, and the votes were 63% in favor of the motion.
votes were against the motion
How to Manage an Effective Centralized Control Room for Green & Brown Field Projects After a short break, the 1st panel discussion “How to Manage an effective centralized control room for green & brown field projects” took place. Moderating the discussion was Hafedh Al Qassab, General Manageer Refining BAPCO. The first panelist Hugh Wingrove Editor-inchief of DMS Automation Insight! spoke about remote operations using centralized control room and full intelligent automation. He mentioned that both Brown and Green field projects can benefit from the advances in technology to allow centralized control rooms, however Brown field projects face more difficulties due to existing plant layout and often stick to distributed control rooms to follow DCS concept, while Green field have blank sheet.
He stated that the key will be to concentrate on technology and ergonomics, however there will be human-centred problems existing for both, If we manage those centralized control rooms can be successful. He also provided a useful guide on how to create a remote operations using centralized control room and full intelligent automation. • • • • •
Make sure the process is highly automated Rotate between units to maintain skills and share knowledge Set good appropriate work procedures Better communication protocols Constant training
The second panelist Nilangshu Dey, Project Engineer (instrumentation) Operations Engineering of Qatar Petroleum, gave the audience a case study on the topic. NOVEMBER 2014 | Automation INSIGHT! | 25
POST SHOW REPORT
1st panel discussion - Hugh Wingrove, Nilangshu Dey, Hafedh Al Qassab (moderator), Martin A. Turk, Ph.D., Paul Steinitz
Mr. Dey’s case study focused on the NGL Control Room revamping due to various brown field projects and Qatar Petroleum. The NGL-3 GSF Plant control room was built in 1990, and has had major upgrades of control systems in the subsequent years for having centralized control room operations. The Operator interfaces/HMIs added in the stages caused a disruption in operators attentions. The several HMI/operator consoles and fire & gas mimic panel added gradually through brown field projects resulted in multiple operating systems in the control room. Some of the challenges faced were 1. Number of individual operator stations (HMI) gradually added in the control, in bits and pieces, faced difficulty during any emergency operations. 2. The control room was overcrowded with various operators stations 3. The operators attention was getting diverted by
That very sophistication of a remote controlled system has removed “the touch and feel” of the operator from the process so that they are less ready to handle unforeseen events compared to the past.
26 | Automation INSIGHT! | NOVEMBER 2014
multiple operating systems With the new layout, the advantages were: 1. Operator effectiveness for 24 X 7 operation 2. Empowering operator alertness and increase each operators efficiency 3. Reduce the implementation time for brownfield and green field projects 4. Reduce unnecessary downtime 5. Attract the new generation of operators 6. Reduce the number of operators 7. Create attractive 24-7 environments and prevent operator fatigue Martin A. Turk, PH.D., Director of Global Application Consulting Invensys, the third panelist, spoke about the Capabilities of Automation System to Meet the Challenges. Mr. Turk, explained in depth, the following: 1. How to achieve longer process run times between turnarounds 2. How to prevent cyber attacks from compromising system integrity 3. Managing increasingly complex automation systems 4. Avoiding obsolescence of automation systems 5. Capitalizing on the increasing numbers of non-control process inputs without significantly increasing automation system cost and/or reducing performance 6. Sustaining consistent best-practice operator performance across all operating crews 7. Minimizing the chances for errors in judgment due to operator fatigue and/or stress He also stressed that the success and growing sophistication of control systems has inadvertently led to a detachment from the process, operators aren’t fully aware of what to do to handle major crises. The final panelist, Paul Steinitz, Director Strategic Services of ARC Advisory Group, spoke about information driven manufacturing.
POST SHOW REPORT Mr. Steintz gave us a brief overview of what has changed within the last ten years: 1. Sensors became less expensive and more intelligent 2. Data storage & sharing moved to cloud based 3. Understanding the data – descriptive, predictive, in-context 4. Pervasive Communication, Industrial Internet of Things (IIoT) and Mobile devices He then moved to benefits of Centralized Operations: 1. Integrates people & work processes across locations & job functions 2. Staffing efficiencies 3. Business integration with operations 4. HSE benefits – safety, environmental, travel
And the challenges: 1. Response to alarms 2. Completeness of data And finally ended with the challenges of Cyber Security. He mentioned that not all threats are equal, not all threats produce catastrophic results. The safest cyber security mode is completely isolated, but that loses the benefits of IIoT and remote operation. He also ended with the fact that the cost of cyber security perhaps could be paid by the benefits of remote operation.
How to avoid Mega Projects Cost Over Runs The event breaked for lunch at 1 pm and was resumed at 2 pm for the second panel discussion “How to avoid mega projects cost over runs” which was moderated by Abdul Jabber A. Karim, General Manager Projects, BAPCO Moderator A. Karim, briefly explained that project fail because of either , Poor risk management, Unduly compressed schedule, Poor Attention-to-detail, No money during FEL or Poor direction from the top. He expressed that we should never, sacrifice quality for low cost, sacrifice quality for fast schedule, sacrifice cost for fast schedule and sacrifice safety for speed, before he handed the floor to the first speaker. The first panelist Rolf Baumgartner, project manager of Technip, spoke about how to avoid Mega Project Cost Overruns, during FEED, EPC Bid and EPC Mr. Baumgartner, mentioned the strategies in achieving success through different project phases. First during FEED 1. Efficient, cheap and strong mitigation of EPC Risks of Design Growth, delayed POs. 2. Perform Quality FEED, complete & consistent
Second during EPC Biding 1. Extended PVL secures Procurement flexibility, 2. Agree on Critical LLI Vendor Deviations; prepares TBT & PO in EPC phase 3. Resolution for Endorsement Findings & Post-Feed changes (ie updated Key Feed deliverables) And lastly during EPC - Project Set-up 1. Nominate single point of responsibility for client, empowered and within Project Task Force, ensures efficient decision making 2. I-PMT under Client Leadership instead of PMC, leads to higher performance 3. Technical Authority to be designated for Project Other topics he touched upon were, client sponsorship for local content, as the client has a stronger local leverage than contractor, due to either its local presence or familiarity with the site regulations. He mentioned that client active Sponsorship can facilitate: 1. Site Access & Gate passes, reducing Risk of workforce standby 2. Securing local resources 3. Visa delivery by Authorities He also stressed on how cash flow makes a difference and indirectly affects Project, if budgets tighten, prices are renegotiated, or purchases can be postponed if there isn’t enough cash flow. Lastly he ended with active Trend Management, with review and “Approval in Principle”, will support smooth implementation of mitigation measures. The last panelist Madhu Pillai VP (International) – AACEI & Projects Director of Kentz Engineering International Co. Ltd, spoke NOVEMBER 2014 | Automation INSIGHT! | 27
POST SHOW REPORT
about the main two reasons that cost Overruns He Began his discussion with the statement, different researches show cost overrun happens on 65 to 85% of the projects, and that the main two reasons that cost overruns are Under-estimating during FEED / Bid Phase or Poor cost management during execution. He mentioned that estimates fail because: 1. Inexperienced Project Managers & Estimators 2. Lack of Definitive Project Scope 3. Lack of Proper Basis for Cost Elements 4. Not Employing the Estimating Department 5. Limited Budget for Estimate Preparation And that some factors influencing Cost management during execution are: 1. Completeness on Scope 2. Selection of the Right Form of Contract 3. Project Management Team’s Competency 4. Commitment of all Key Stakeholders 5. Relationship Between all Parties
2nd panel discussion: Rolf Baumgartner, Abdul Jabbar A. Karim (moderator) and Madhu Pillai
6. Reasonableness on Fixed Costs 7. Risk Management System 8. Cash Flow 9. Early involvement of All Functional Departments HHe stressed that the key would be to consistently perform a validation and verification of the project. That ideally the first validation should be within 2 months, for projects with a completion date of more than a year, while the second validation should happen when the engineering is fairly complete.
Refiners Should Outsource Their Hydrogen Needs Rather than Produce it Themselves Followed by a short coffee break, the final Debate “Refiners should outsource their Hydrogen needs rather than produce it themselves” Moderating this discussion was Dr Dawood Nasif, Adivsor Noga Holding Speaking for the motion Shaya Al Qahtani, Project Manager Hydrogen Yaserf, Mr. Al Qahtani started his debate by stating that Hydrogen is not our business, so let’s focus. By outsourcing hydrogen, refineries are getting more value and a higher refinery margin, reduced risk, optimized resources and a long term partnership with someone you trust. He mentioned that a higher performance due to outsourced hydrogen, improved overall operations, as safety, availability and efficiency were no longer a concern, And that the project execution time and budget improved. Other advantages he mentioned were: • Partner manages and bears construction risk 28 | Automation INSIGHT! | NOVEMBER 2014
• • • • •
Highest (Gold Medal) Safety Performance Modularization that leads to early delivery Availability is guaranteed long-term Higher On-Stream Factor Minimize risk of unexpected and major outages , costs and risk born by H2 Partner • Leverage feedback from world wide network of operations Against the Motion was Ahmed Al Majed, Team Leader, Process – NRP of KNPC Mr. Al Majed, Also started his debate with a question, What is hydrogen to a modern refinery? To which he answered, for a modern refining operation, hydrogen is very precious, with main processing in hydrotreating of various streams or hydrocracking of heavy products. He then moved to discuss the advantages of captive generation: • As a capital cost, the cost of captive generation is only 10% of a large expansion project. • The production of steam • The flexibility in swing production to coup with operational cycles • Compliment the recovered Hydrogen on site by HR unit and FGRU
POST SHOW REPORT • Synergy with other processes such as CO2 capture (which can be used for oil recovery) , waste water treatment, Biofuel • Hydrogen balance optimization can add value and synergy in the refinery He proceeded with the disadvantages of outsourcing: • Relying on a third outside party for a vital critical product • The destiny of the critical margin is outside the fence • The need to coordinate and synchronize the planned turnarounds And lastly he ended with a case study based on 5 years of import, in one of the refineries in the Middle East. He shared that within 5 years, there were 7 unplanned cuts of hydrogen supply, causing a disturbance of operation in the refinery. That a special mitigation plan needed to be developed to give priority in what units to sacrifice first. He explained that there where losses with every shut down, and that when a refinery shuts down without synchronizing with the source, the hydrogen is flared
whether it is a technical challenge or a commercial one. The debate provided a neutral platform, that allowed delegates to debate potential solutions to current challenges in an open environment, while the voting at the end of each debate served as an indicator as to how the energy sector feels this particular industry challenge should be addressed.
2nd panel discussion: Shaya Al Qahtani (for), Dr. Dawood Nassif (moderator) and Ahmed Al Majed (against)
Various Risks
Make case Self Production
Project execution Capex, timing
remain yours, exposed to capex overruns
borne by partner
Industrial risk
All yours major breakdown
borne by partner
Operational risk
Its all yours
borne by partner
At 5.30 pm, the best speaker was announced; Nilangshu Dey; and the debate was closed.
Efficiency long term
after performance test all yours
borne by partner guaranteed long term
The energy industry faces many challenges in a constantly changing market. There is always an industry challenge that needs to be addressed,
Maintenance cost
remains yours
Safety
It’s all yours
The motion was voted upon, and the votes were 72% in favor Of the motion.
H2 Outsourcing
all included borne by partner
votes were in favour of the motion votes were against the motion
Nilangshu Dey (right) receives the Champion Speaker award from Mohammed Loch (left) and Hashim Al-Rifaai (middle)
NOVEMBER 2014 | Automation INSIGHT! | 29
Companies in Saudi Gather Together to Explore Technology Advancements
Industry specialists and leading automation companies gathered at Dammam to impart the most up-to-date technologies and solutions available. Abu Dhabi, UAE – 16 September 2014 – The Kingdom of Saudi Arabia has transformed itself into one of the world’s most competitive economies. In response to the transformation the country is undergoing, private firms and government-owned corporations congregated at the Automation University Classic in Dammam organized by Rockwell Automation. Rockwell Automation top executives headed by Hedwig Maes, President EMEA, inaugurated the event with a VIP guest delegation from Saudi Electricity Company, Mr.Talal Al Shammari, Gas Plant Manager, Saudi Aramco representatives 30 | Automation INSIGHT! | NOVEMBER 2014
- Mohammed K. Al-Juaib, General Supervisor - P&CSD/Process Automation Systems Division, Abdullah S. Ghamdi, Supervisor Instrumentation Unit and Luay H. Awami - Engineering Consultant - Instrumentation Unit along with network partners and media from all over GCC. “We are thrilled to host the very first manufacturing event of this kind in the Kingdom” mentioned Hedwig Maes. “The region has shown great potential and we, together with our partners, hope that this platform will contribute to the country’s development while we expand our footprint in the Middle East.” added Mr. Maes. Mr. Talal Al Shammari during his speech and presentation at the press conference highlighted his company’s future growth objectives by generating, transmitting and distributing electric power in the Kingdom of Saudi Arabia (KSA) either by itself or through its
wholly or partially owned subsidiaries. “This event has been an eye opener to the Kingdom. I am highly impressed that Rockwell Automation has come a long way to bring their Automation and technological offerings to us and I’m sure this will help build a solid foundation in the Kingdoms development in the years to come” commented Mr. Shammari. Over the two-day event, visitors got the opportunity to see the latest in industrial automation, a variety of demonstrations that showed real-life industry environments, scenarios and complimentary products, systems, services and expertise from Rockwell Automation and its partners. ProSoft Technology being the Platinum Sponsor along with Molex and Stratus Technologies sharing the gold sponsorship, exhibited at the showfloor together with 10 other partner exhibitors including ATCO, Avanceon, Cisco, Endress+Hauser, Ewon, Fluke, Oldi, Panduit and Spectrum Controls. “We are committed to provide the best-in class products, solutions and services to our customers here in region. And this is just the beginning. The
Automation University has empowered the local team to set a new business benchmark and increase the momentum in building up strong customer relationships” mentioned Yahya Darwish, Rockwell Automation Country Sales Director. Furthermore, the Connected Enterprise seminar held at the same day explained how imperative that is to connect the plant floors with enterprise systems, including disparate systems, in a seamless and secure way by using enabling technologies such as mobile devices, the cloud and big data. More importantly, the seminar gave emphasis on bringing greater productivity, better utilization of assets, faster problem solving, and improved decision-.making to industrial companies. Whilst it offers ease of use, lower total cost of ownership and improved operations. The event was held for two days and over 500 registered professionals from IT sector, power and water, metals, oil and gas industry, and more, attended. Simultaneous hands-on sessions of 150 demo cases and computers enabled participants to experience actual hardware and software products in a class room environment. A variety of Integrated Architecture presentations and seminars streamlined the manufacturing environments. Rockwell Automation in Saudi Arabia looks forward to keep the momentum going by conducting industry specific programs as per the needs to the customers and take the Automation University to the next level of customer engagement and technology awareness.
For more information on the lab and presentation sessions during the event, you may download the documents on the tabs here > http://www.rockwellautomation.com/mde/events/automation-university/ksa-automation-university-classic.page?%20%20#/tab1 NOVEMBER 2014 | Automation INSIGHT! | 31
POST SHOW REPORT
Rockwell Automation PlantPAx:
The modern DCS for your next CapEx investment If you are using a large cumbersome legacy DCS Systems to run your production, you typically face low flexibility, integration difficulties and higher TCO. With PlantPAx from Rockwell Automation, this no longer needs to be the case. If you are building a new production facility or migrating legacy systems, you need to prepare for the future with a modern DCS – one that is adaptable to your needs, both now and in the future. The alternative is to stay with what you have and accept that you will have to adapt your new installation to your existing system’s limitations. Modern production facilities in the oil and gas industry require much higher flexibility through modular design and significantly higher levels of integration. PlantPAx from Rockwell Automation provides just such a solution in the form of a modern DCS that allows you to optimize your production, while helping to reducing your risk and lower you total cost of ownership. When building up your plant, you want to ensure that all skid-based systems and builders,
such as metering, GOSP, Boiler, Turbines & others, can be easily connected to your DCS, even if they have their own embedded process control systems. PlantPAx provides a scalable and modern DCS that allows the small systems used for small skids to be easily integrated. Using the same programming tools and faceplates for small, medium & large process control systems significantly reduces engineering and commissioning, while optimizing the operator experience. PlantPAx is already running production facilities around the world and is helping to reduce TCO, while providing integrated reporting to productions managers, quality managers and plant managers.
32 | Automation INSIGHT! | NOVEMBER 2014
POST SHOW REPORT Do you want to stay dependent on your DCS supplier for maintenance contracts and possible planned upgrades and, as a result, pay a premium price? Rockwell Automation believes that you should have a choice of partner for your project implementation and services at no extra costs. PlantPAx is an open platform available from either Systems Integrators or the Rockwell Automation solutions group. This gives you a choice of partner and will help lower TCO as all PlantPAx components are standard, off-theshelf products. The core of PlantPAx, the Logix hardware and software solution, is used today in virtually all industry sectors across the globe for both discrete and process control applications. Applications demanding a redundant solution are addressed with same controllers as simplex solutions, the system is that powerful. As process control systems provide more and more options, information is key to translating this to meaningful information for the operators. PlantPAx can provide advance diagnostics & PID information to the operators in order to reduce MMTR and improve production outputs.
users can stay in control of the unplanned shutdowns. The standalone AADvance and TMR solution from Rockwell Automation integrate into PlantPAx through EtherNet I/P, which allows the operators to check the system status at any time. Why keep paying a premium price when you want to add small applications onto your DCS system? PlantPAx is a scalable solution that allows you to extend your system to match your needs, without paying for extra licenses. What is more, you can make changes or additions without interrupting your production. Do you want to reduce energy bills without having to go through multiple standalone solutions?
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PlantPAx on a virtual machine allows users to quickly reinstall an OWS or EWS and reduce their risk when running PlantPAx on one of our Industrial Data Centers. Running your production with a modern DCS allows you to optimize your facility while reducing your TCO, but what if you need to shut down in a controlled way? Rockwell Automation provides an ICSS to help towards production facility safety and, at all times,
Saving energy is key to improving your bottom line and with the energy management tools embedded in PlantPAx, energy management is no longer a futuristic concept, instead it is something that you can deploy today.
Providing reports on the correlation between gas, steam, electricity a fuel consumption at your production facility in real time allows you to quickly react and adjust your key process control loops. So, the question is simple! Are you looking for a next-generation DCS to help reduce your engineering and commission, while improving your operator experience and improving your bottom line? If the answer is yes, discover more at: http://www. rockwellautomation.com/rockwellautomation/industries/oil-gas/ overview.page NOVEMBER 2014 | Automation INSIGHT! | 33
PAPARAZZI | AUTOMATION
Rockwell Automation University Classic
Dammam, Saudi Arabia
9-10 September 2014
34 | Automation INSIGHT! | NOVEMBER 2014
AUTOMATION | PAPARAZZI
NOVEMBER 2014 | Automation INSIGHT! | 35
PAPARAZZI | AUTOMATION
36 | Automation INSIGHT! | NOVEMBER 2014
AUTOMATION | PAPARAZZI
NOVEMBER 2014 | Automation INSIGHT! | 37
INSIGHT! FEATURE
In Focus
Yahya Darwish Rockwell Automation Sales Director, KSA
38 | Automation INSIGHT! | NOVEMBER 2014
NOVEMBER 2014 | Automation INSIGHT! | 39
INSIGHT! FEATURE Tell us about the Rockwell Automation (RA) – what makes your company unique and what role it plays in driving the global automation industry forward? While our customers’ challenges may be complex, their ultimate goal is likely simple: run a profitable, safe and sustainable operation. Rockwell Automation offers our customers Services and Support, leveraging industry and technology-specific expertise, to maximize operational investments, improve their business and meet their everyday needs. Worldwide talent and local expertise means you get the right team for your project, from a global organization with a local touch. Our industry and application experts have streamlined processes in the major industries worldwide – in all levels of production environments to help: • • • •
Increase productivity Lower manufacturing risk Speed time to market Reduce costs of quality and compliance
Common project management methodology based on the PMI PMBOK ensures that you receive reliable project management for every project, delivered by certified project managers. What are the RA most recent innovations? How do you stay on top of the technological edge? PlantPAx combines the plant-wide control technologies and unmatched scalability of Integrated Architecture with the core capabilities expected in a world-class DCS. It’s the only process automation system capable of integrating process, motion, safety, power and information. PlantPAx enables plant-wide optimization from raw materials and primary processing through to packaging and warehousing. Additionally, with real-time access to device information and premier integration of power control components on industrial EtherNet/IP, it helps improves maintenance and energy conservation. Our migration services and solutions help end users quickly and expertly migrate to newer technologies while minimizing downtime and maximizing operational success. These services and solutions can help achieve productivity gains, lessen the risk of maintaining legacy equipment, 40 | Automation INSIGHT! | NOVEMBER 2014
With the goal of energy savings in mind, Rockwell Automation helps companies design, monitor and control their energy usage. In the end, a primary benefit of this broader vision of the connected enterprise is to enable more immediate access to information, which leads to better decision-making for employees at all levels. and allow for migration to occur at a comfortable pace. Most importantly, they are instrumental in driving system lifecycle cost savings. We have expert migration solutions for most legacy DCS systems including ease-of-migration tools such as scanners, cables, wiring harnesses, database conversion tools, and much more. Tell us a bit more about your Connected Enterprise solution. The convergence of new technologies that securely connect plant information with enterprise systems can bring greater productivity, better utilization of assets, and improved decision-making to industrial companies. By bridging the gap between factory-level systems and enterprise systems, Rockwell Automation can show how the connected enterprise offers ease of use, lower total cost of ownership, and improved operations. A broad vision of enterprise information connects the plant floor with enterprise systems in a seamless and secure fashion by use of new technologies such as mobile devices, the cloud, and big data. But industrial firms must deal with the challenges posed by these technologies, such as the disruptive nature and security risks associated with them. For industrial firms interested in sustainability, using the capabilities of the connected enterprise, such as variable speed drives and use of real-time monitoring can help save energy. With the goal of energy savings in mind, Rockwell Automation helps companies
INSIGHT! FEATURE
design, monitor and control their energy usage. In the end, a primary benefit of this broader vision of the connected enterprise is to enable more immediate access to information, which leads to better decision-making for employees at all levels. The RA University where you share your latest technologies and best practices has proven to be a very popular event worldwide– what makes it successful? This is the largest event Rockwell executes on global basis and this year it was in KSA. We share our experience freely and transparently. Throughout 2 days, our users get to experience almost 50 hands-on training lab sessions that no other similar event will give such experience. Simply the amount of knowledge transfer transmitted in those two days is equal to our 113 years old technology evolution. Now you tell me where can you find a similar event?. This is why this event is popular and successful. Tell us about your PartnerNetwork – what are the key advantages of such model?and how does it work in the MENA region? The PartnerNetwork framework represents
well-managed partner Programs that unite upstream and downstream members to develop best-in-class solutions. As part of this program, industry specialists with decades of experience solving customer-specific business challenges work together to increase the value of Rockwell Automation solutions. The members of the PartnerNetwork consist of: Strategic Alliances, OEMs, System Integrators, Authorized Distributors, Encompass™ Referenced Products and Licensed Developers. End users often say they prefer working with PartnerNetwork member companies because of their ability to simplify project implementation, collaborate to find the best solutions, and offer innovative new approaches and technologies, which ultimately helps them receive the best value for their automation investment. In MENA Rockwell have invested in the development of a well structured, well trained and well geographically spread PartnerNetwork that would enable our customers with their desired solutions. What is your 5-year strategy for the EMEA region? Create a balanced growth across our vast Rockwell portfolio of products, solutions and services whilst adapting our technology to the local market needs. What do you think your key challenges would be? We challenge ourselves how to be the best at we do in order to best serve our clients with our products and people. NOVEMBER 2014 | Automation INSIGHT! | 41
INSIGHT! FEATURE When did RA enter the KSA market and what are the main industries it currently serve? Rockwell Automation as a solution partner to the local industries existed in KSA since the early days of the Oil and Gas exploration. Our products at those days were recognized under the name of “Allen Bradley” or “AB” which is a protected brand acquired later by Rockwell Automation. As business offices, we existed in KSA since mid 1990’s through our own offices and local partners. We serve across industries. When we zoom in to our KSA key serviced client where we are adding our value not in terms of products only but as well with our domain expertise and professionals in Oil and Gas and Water and Waste water.
While our customers’ challenges may be complex, their ultimate goal is likely simple: run a profitable, safe and sustainable operation. Current conditions and the future outlook for the oil and gas industry are resulting in unprecedented challenges for companies serving it from intensifying global demand for affordable energy to increasing regulatory pressures and skyrocketing capital and operational costs to a shrinking pool of experienced employees. From exploration through delivery, you’ll find a large variety of tools designed to help our customers understand more about our integrated information, control, power and safety solutions, services and globally-available industry domain expertise. Water industry professionals around the world face major challenges: tighter water quality standards and rising labor, operating and maintenance costs; increased security and stringent government regulations; system capacity expansion with increased equipment reliability; and aging control and distribution systems which require upgrades. Rockwell Automation invests extensively in the development of new products and technologies to deliver best-in-class process control solutions to help customers maximize productivity while reducing costs.
42 | Automation INSIGHT! | NOVEMBER 2014
Unlimited change and expansion of hardware and software, including operating systems, while the system is running. Fully integrated and protected power distribution Three different mechanical sizes, two different field wiring concepts, and rack or®panel installation. Multitasking operations: Separate applications independently Theexecuted firstin the safety system that improves productivity and profit same processor module; Each application can be modified without affecting other applications; Each application with user defined scan times. Condition monitoring for relay modules
HIMax
HIMax®
The first safety system that improves productivity and profit HIMA introduces a new era in safety and plant profitability. It’s called HIMax.
With offer: Maximum plant uptime HIMax HIMax, redefineswe what you can expect from a safety solution.
experience legendary HIMA safety performance and a new A solution that can increase output You threshold in plant uptime and productivity. Possibilities to reduce CAPEX/OPEX HIMax is a flexible SIL 3 platform designed for critical production that can neverflafford Future-proof, lifetime exibilityto go down. HIMax adapts to all processes I/O count, response-time and fault-tolerance requirements as as centralized or distributed applications. Yet it always delivOpen platform integration all leading well HIMA introduces a newwith era safetyDCSs and plant ers maximum plant availability and in future-proof flexibility. Superior ease of use
profi tability. It’s called HIMax. HIMax is loaded with smart features
HIMax redefines what you can expect from a safety solution. triple (TMR), dual and single modes. YouUnlimited experience legendary HIMA safety performance and a new change and expansion of hardware and software, Applications including operating systems, while the system is running. plant andcritical productivity. HIMax ts inwith all uptime safety and control applications in the Fully fiintegrated and protected power distribution threshold Three different mechanical sizes, two different field wiring process industry, including: concepts, and rack or panel installation. Multitasking operations: Separate applications independently HIMax is a flexible SIL 3 platform designed for critical production executed in the same processor module; Each application can be modifithat ed without affecting applications; Each applican never afford toother go down. HIMax adapts to all Emergency Shutdown Systems (ESD) processes cation with user defined scan times. count, andrelay fault-tolerance Condition monitoring for modules requirements as & Gasresponse-time Systems (F&G) I/OFire as centralized or distributed applications. Yet it always delivHigh Integrity we Pressure Systems well With HIMax, offer:Protection Maximum plant(HIPPS) uptime solution that can increase and output plant availability future-proof fl exibility. ersA maximum Solutions for Pipeline Management & Control (PMC)
XMR architecture: scalable redundancy for operation in quad,
Possibilities to reduce CAPEX/OPEX Future-proof, lifetime flexibility Open platform integration with all leading DCSs Superior ease of use
Solutions for Turbo Machinery Control (TMC) is loaded smart features Solutions for Burnerwith Control Systems and HIMax XMR architecture: scalable redundancy for operation in quad, Applications Boiler Protection (BCS) triple (TMR), dual and single modes. change and expansion of hardware and software, Unlimited Emergency Shutdown Systems (ESD) & Gasoperating Systems (F&G) including systems, while the system is running. Fire High Integrity Pressure Protection Systems (HIPPS) Fully integrated and protected power& distribution for Pipeline Management Control (PMC) Solutions Solutions for Turbo Machinery Control (TMC) different mechanical sizes, two different field wiring Three Solutions for Burner Control Systems and Boiler Protection concepts, and rack(BCS) or panel installation. HIMA Middle East FZE Multitasking operations: Separate applications independently P.O. Box 261487 I RA#8, UC6 executed in the same processor module; Each application can Jebel Ali Free Zone I Dubai, UAE be modified without affecting other applications; Each appliHIMA Middle East FZE Phone +971 4user 883I defi 4489 Iscan Fax +971 4 883 4778 P.O. Box with 261487 RA#8, cation nedUC6 times. Jebel Ali Free Zone I Dubai, UAE I www.hima.ae Phone +971 monitoring 4 883 4489 4 883 4778 Condition forI Fax relay+971 modules info.hme@hima.ae HIMax fits with all safety and critical control applications in the process industry, including:
info.hme@hima.ae I www.hima.ae
With HIMax, we offer: Maximum plant uptime A solution that can increase output Possibilities to reduce CAPEX/OPEX RZ_HIMA101-398_Anz_MiddleEast.indd 1
23.04.14 10:21
INSIGHT! FEATURE
10 Year Anniversary With DMS
Sundeep Narula Regional Director for UAE & India What attracted you to join DMS Global ten years ago? Taking up challenges and building businesses has always driven me.10 years ago I saw a similar opportunity with DMS which was a small company at the time. We had one business line - Project Database for the Middle East. However the opportunity it provided for me was to grow the company into a multi division and multinational operation. In order to make this happen it also required that the senior management had a similar outlook and Vision of taking the company Global. When I met with Mohammed Loch for the first time he was in his early twenties. But as we got chatting it did not take me long realize that he was a man that had a Vision, led from the front and working with him we could put DMS on the map. This is just what I was looking for and I jumped in. What was your role back then & what is your role now? I started with the company as a Corporate Business Development Manager my role at the time was sales of the Project Database in Dubai. Today as the Regional Director - UAE & India I am responsible for UAE as a Profit Centre. I also Head the Sales both these regions for all our divisions – namely DMS Projects – project database business, DMS Events ,DMS Promo station – Exhibition stand building business, DMS Cybernation – corporate videos & website business. How has the company changed since you joined? The Company has grown exponentially. When I started we used to be a regional project database company with a small operation in the Middle East. Today we have a Global projects database that tracks projects in over a 100 countries across 13 sectors. We have diversified into various other areas - like Events, Marketing ,Consulting ,Corporate Videos, Exhibition Stand Building. 44 | Automation INSIGHT! | NOVEMBER 2014
What are your plans for the DMS UAE Operations in the future? My goal is to make DMS Global the number one Marketing and Project Intelligence Company in the region and make UAE the number one contributor. The same is not possible without a certain amount of internal and external change. I have put into place a Strategy for business innovation and growth .As part of the first phase of the same the next two year DMS in UAE is going to see a lot of improvement & refining of our value proposition. We have identified areas that we are going to consolidate. There is also going to be addition of new marketing services. Internally we are also in the process of increasing our product focus and are bringing on board product specialists. Exciting times ahead!
Your Winning Formula for Infinite Creative Possibilities! DMS PromoStation is the region’s most innovative design-led Exhibition Stand and Events service provider. Our designs are creative, affordable, innovative, versatile, adaptable and reusable stands which will enable you to attract higher delegate footfall and make your company the envy of all others. DMS Global has been a leader of marketing solutions for every major engineering sector across the globe, hence this enables us to work more closely with your teams to understand your needs, your objectives, and business message. SERVICES WE OFFER • Custom Stand Design and Build • Shell Scheme Rental (Octanorm) • Truss System Rental • Audio/Video & Furniture • Dismantling, Maintenance, Storage • Onsight Project Management Give DMS PromoStation a call today and we will deliver your exhibition stand beyond your highest expectations email: sales@dmsglobal.net • tel: +973 1740 5590 www.dmspromostation.net
INDUSTRIAL AUTOMATION AND CONTROL
Justification For Migration How to calculate financial justification for migration from an existing distributed control system to a new automation system Authors: Mike Vernak and Tim Shope, Rockwell Automation
Many process plants have an outdated Distributed Control System (DCS) currently in place. As a DCS reaches the end of its useful life, migration to a new automation system is required, but before this can take place internal plant personnel must provide a financial justification, typically to their corporate offices. This justification must compare the cost of continued operation with the DCS to the costs and benefits of migration to a new automation system. Cost and benefits for each option consists of many factors that together comprise the Total Cost of Ownership (TCO). To perform the most accurate analysis, all of these factors must be identified and quantified.
46 | Automation INSIGHT! | NOVEMBER 2014
INDUSTRIAL AUTOMATION AND CONTROL
Once TCO for the existing DCS is quantified, then cost and benefits for migration to a new automation system must be identified and quantified. New automation system costs are generally easier to identify as they consist of the expected expenditures to perform the migration, revenue lost from downtime during the migration, and training expenditures. Financial benefits are harder to quantify as they consist of many factors, most of which are projected future values.
and improved cyber security—are particularly hard to quantify. Other benefits, such as less required maintenance and reduced labor requirements, are clearer.
Some benefits—such as less anticipated downtime, lower chance of safety-related incidents,
When TCO for the existing DCS is compared to the TCO for a new automation system, a true picture emerges that shows if the migration is financially viable, and if so by what amount. Plant personnel don’t upgrade their DCS on a regular basis, so outside assistance to help develop financial justification is often required.
Comparing the TCO of the existing DCS with that of the new automation system is the most comprehensive way to analyze and justify a DCS migration project. TCO is the preferred metric as it takes into account all relevant financial factors including but not limited to purchase price, maintenance costs, energy consumed, downtime and quality.
This assistance can be provided by consultants, system integrators and automation suppliers. It’s imperative that the selected partner
NOVEMBER 2014 | Automation INSIGHT! | 47
INDUSTRIAL AUTOMATION AND CONTROL have experience migrating from the specific DCS in use to the preferred new automaton system, and that the partner is able to provide quantitative data that can be used to prepare a financial justification for the DCS migration. Once all quantitative data is gathered, these data can be assembled into a document that analyzes the DCS migration in preferred internal corporate financial terms, showing justification for the migration if warranted. At some point, every DCS will require replacement, and financial analysis will show just when this point has been or will be reached. But before financial analysis is undertaken, a basic question must be answered, namely why a DCS should be replaced. A DCS doesn’t have moving parts and isn’t subject to normal wear and tear, so reasons for migration must often transcend basic loss of functionality and extend to other more complex areas as detailed below.
Table 1. Automation System Total Cost of Ownership Components
Purchase price Cost to integrate into balance of plan Training Required maintenance Spare parts acquisition and stocking Downtime Changeover time Off spec product due to quality issues Energy to run the system Throughput less than optimal Cyber security compliance Integration to other plant automation/information systems Long term support Required maintenance and spare parts are significant factors in any migration decision, and can be quantified in most cases. Older DCSs can become very expensive to maintain for three reasons. First, electronic components may be reaching the end of their useful life, and may be failing at an excessive rate. Second, it may be very expensive to find replacement parts, and excessive spare parts inventory of these parts may need to be maintained. For older DCSs, eBay often becomes the preferred supplier for spare parts, as spares are no longer available from the original DCS vendor.
Excessive Maintenance and Support Costs An existing DCS is typically controlling and monitoring various process plant operations on a daily basis without overly excessive downtime or frequent safety-related incidents. But, depending on years of service and vendor support, the DCS may be very expensive to own and operate in terms of TCO. When TCO becomes excessive, then migration to a new automation system should be considered. The main components that make up TCO are listed in Table 1. The first three components— purchase price, cost to integrate and training— aren’t relevant to an analysis of an existing system, but the other factors in Table 1 are germane to determine TCO for an existing DCS. 48 | Automation INSIGHT! | NOVEMBER 2014
Third, it may be difficult to find personnel qualified to troubleshoot and repair these older systems, particularly if they are proprietary and don’t use well-known or current technologies. As internal plant personnel familiar with the existing DCS move on or retire, it may become necessary to seek outside support. The older the DCS, the harder and more expensive it is to find qualified outside support personnel, both from suppliers and system integrators. Excessive failure rates, difficultly in procuring spare parts and lack of qualified maintenance personnel can result in relatively high levels of downtime, a significant expense for any manufacturing facility, but particularly for a process plant. Unlike discrete part manufacturing facilities, plants running continuous processes frequently take hours or even days to restart after a process upset. For example, a large scale coal-fired power plant has many disparate systems that must all be restarted in correct sequence after a trip including but not limited to the coal supply system, the steam generator and the steam turbine. Due to thermal effects and other factors, it can take hours to restart each system, and cumulatively more to bring the entire plant back online. For plants running batch processes, the effects of downtime can be even worse. Consider a pharmaceutical plant running a batch process with a 30-day period. If downtime occurs on the 29th day, then the
INDUSTRIAL AUTOMATION AND CONTROL
Process plants must continually improve their operations to stay competitive, and an automation system upgrade can often offer a superior return-on-investment.
batch process must often be restarted from scratch, in effect causing 29 days of downtime. Downtime is also caused by product changeovers. Many older plants were originally built to produce just a few products, with infrequent required changeovers. The DCS was often specified accordingly, with little built-in flexibility to accommodate changeovers. But in today’s world, product changeovers tend to be much more frequent, and the automation system must be designed to react accordingly. If product changeovers require excessive manual operations, then downtime is often excessive, greatly increasing production costs. Excessive maintenance and support costs along with relatively high levels of downtime are perhaps the most visible reasons to migrate from a DCS to a new automation system, and are also the easiest to quantify. Much harder to analyze, but often more important, are the costs associated with poor process control.
Poor Process Control Poor process control results in excess costs because of poor quality, excessive energy use and reduced throughput. When processes are controlled near setpoints, quality is maximized. Deviations from setpoints, particularly for long periods of time, can directly impact quality in a negative fashion. For example, adding too much of a particular ingredient to a batch can result in an unacceptable product, necessitating scrap. Even if the batch is acceptable, costs may be higher than needed if the ingredient is added in excess quantity. The closer control is to setpoint, the less energy consumed. Heating a product to 0.1 degrees over setpoint consumes less energy than heating it to 2
degrees over setpoint. It’s particularly important to minimize energy use as these costs are predicted to continue to rise, often in a volatile fashion. Throughput can also be greatly affected by poor process control. In general, the more automated a process, the greater the throughput and the less variation. Newer automation systems often allow more processes to be automated, and may allow tighter control of existing processes. A common method for improving process control is to add new features to the existing automation system. With an older DCS, this may not be possible. With a new automation system, needed features may be built-in, or relatively simple to add or integrate. In some cases, the desired level of advanced process control (APC) is most readily available from a specialist third-party vendor. Common APC technologies include fuzzy or rule-based control, and model predictive control. Many of these APC technologies run on separate platforms from the main automation system, but integrating such third-party hardware and software into an older DCS can be very problematic, as older DCSs generally don’t support modern open communication standards. A very effective method for improving process control is to analyze data using tools such as asset management systems. Other popular data analysis tools push process data to remote locations for analysis using Excel and other software programs. In the above cases, it’s necessary to distribute data to other computing platforms, a relatively easy task for modern automation systems, but often very difficult to accomplish with an older DCS. In summary, it’s often difficult to improve process control with an older DCS, particularly as compared to a modern automation system. Substandard process control results in poor quality, excessive energy use and reduced throughput—and these costs can be very substantial. Once it’s determined that existing DCS TCO is currently excessive or quickly increasing to an unacceptable level, the next step is to examine costs and benefits of a new automation system. NOVEMBER 2014 | Automation INSIGHT! | 49
INDUSTRIAL AUTOMATION AND CONTROL New Automation System Costs Excessive TCO for an existing DCS is the main reason for any migration, but financial justification for any such migration also requires a quantification of new automation system costs and benefits. New automation system costs can be broken down into three main categories: installed cost of the new automation system, cost to train employees on new system, and downtime incurred while installing the new system. Installed cost includes all cost to purchase, test, install and start up the new automation system. In addition to these three main cost categories, there are other costs as summarized in Table 1. The first two costs are generally straightforward to quantify as suppliers can be required to give fixed-price quotes for each. The cost of downtime incurred while installing the new system is harder to quantify, but it can be minimized by following certain migration methods. Perhaps the most common migration method is to replace the entire DCS at once—including the HMIs, the controllers and the I/O. This method is simple to execute, and often results in lowest overall purchase and installation costs, but downtime can be excessive, with all of the downtime coming in one period.
Breaking the total required downtime up into multiple periods is often advantageous, and this can be accomplished with a threephase migration strategy. This strategy also spreads migration costs out over a longer period. With three-phase migration, the most obsolete components— namely the Human Machine Interfaces (HMIs)—are converted first. This can often be done with minimal downtime, and in some cases no downtime. In the second phase, the controllers are replaced. This will necessitate some downtime, but it can be kept to a minimum as explained below. In the third and final phase, the I/O is replaced. Again, there are methods to minimize required downtime during this phase, and these methods will be explained below. Once the new HMIs are configured, they can be tested using software that simulates connection to an actual automation system. There are many ways to perform this simulation, with benefits and costs generally increasing with the accuracy of the simulation. Virtually all modern HMIs are PC-based, as are most simulation systems. In many cases, the simulation software can be installed in the same PC as the HMI, minimizing costs and required footprints. Once the HMIs are configured and the simulation software is active, the HMIs can be installed in the process plant control room. Viewing these simulated HMI screens next to existing HMIs can be a low-risk and low-cost method to train plant operators on the new HMIs. Once the operators are comfortable with the new HMIs, the simulation software can be uninstalled from the HMI PCs, and the
Upgrading the operator interface is a key component of any DCS upgrade as major improvements can often be made in this area with minimal disruptions to ongoing operations. Image courtesy of Evans Consoles.
50 | Automation INSIGHT! | NOVEMBER 2014
INDUSTRIAL AUTOMATION AND CONTROL PCs can be connected to the existing controllers. Depending on the DCS, this may necessitate some downtime, and may also require some programming to integrate the new HMIs with the existing controllers. The second phase in a three-phase migration strategy is replacement of the controllers. To minimize downtime, the new controllers are programmed, and the programs are run and tested in a simulated environment. As the new HMIs are already in place, the HMI software can often be installed on the same PC as the simulation software, adding to the veracity of the simulation. As with the HMIs, benefits and costs of simulation increase with the accuracy of the simulation. But unlike with HMIs, controller simulation is much more critical as mistakes in controller programming can cause downtime, and it’s much harder to change controller programming online as compared to HMI programming. For these reasons, it’s generally a good idea to invest in controller simulation to the greatest extent possible, as this will go a long way towards ensuring a smooth switchover from the old DCS to the new automation system. Once the controllers are programmed and tested via simulation, they must be installed and connected to the HMIs and the I/O. Connection to the HMIs is very straightforward as both sets of components will typically be supplied by one vendor, or by two vendors adhering to a standard open communications protocol such as EtherNet/ IP. However, connections from the new controllers to the existing I/O can be more problematic as it’s unlikely that the existing I/O will support modern communication protocols. Fortunately, many automation suppliers have I/O scanners or other interface components that enable communications between current model controllers and older I/O systems, minimizing required engineering effort and downtime. Once the new HMIs and the new controllers are in place, the final step in a three-phase migration strategy, I/O replacement, can take place. In this case, software simulation isn’t required, but hardware simulation often is.
Automation system suppliers can often provide components that enable seamless connections from new controllers to existing I/O infrastructures, minimizing downtime during a DCS upgrade.
connecting new I/O modules to field sensors, actuators and instruments of the same models as that found in the existing plant. For discrete inputs and outputs, these simulations are quite simple and may not need to be performed. For analog inputs and outputs, these simulations can be more complex, particularly when an instrument output is connected to an automation system input via a 4-20mA current loop. If a digital fieldbus is used to connect smart instruments to a controller, testing becomes even more important. Once hardware testing is performed, the new I/O can be installed and connected. As with HMI/controllers connections, the connection between the new I/O and the controllers is very straightforward as both sets of components will typically be supplied by one vendor, or by two vendors adhering to a standard open communications protocol such as EtherNet/IP. Connections among I/O points and existing field sensors, actuators and instruments is more complex, but many automation suppliers have wiring solutions that minimize downtime when replacing and connecting I/O. Whatever migration method is chosen, certain benefits will be realized, and these benefits can be quantified with varying degrees of certainty.
New Automation System Benefits Once the new automation system is installed and operating, and plant personnel are trained in its operation, maintenance should be very minimal. Virtually all modern automation systems are very reliable, and most include tools that can proactively identify problems with field devices before they occur, further reducing maintenance costs.
Hardware simulation for I/O consists of NOVEMBER 2014 | Automation INSIGHT! | 51
INDUSTRIAL AUTOMATION AND CONTROL For example, an existing transmitter connected to the new automation system via a digital fieldbus such as EtherNet/IP will send a host of information about the process to the automation system. The new automation system can easily be connected to asset management software specially designed to analyze this information. Diagram 1, Multidiscipline Control System Architecture, shows how a modern automation system uses standard open communication protocols to connect to a wide variety of other control and information systems, including asset management systems.
Table 2: Benefits of Migration to New Automation System
Reduced maintenance Less downtime Enhanced data collection and analysis capabilities Ability to integrate other control/information systems Quicker product changeovers Fewer manual operations required Improved quality Less energy required Increased throughput Advanced process control capability Built-in cyber security features Diagram 1: Multidiscipline Control System Architecture
Most modern automation systems use Ethernet to provide reliable and high-speed communication system connections among controllers, motor drives, motor control centers, operator interface stations, engineering workstations, process safety systems, and higher-level applications such as ERP systems.
Once analyzed, this information can be used to alert plant personnel of impending problems, allowing maintenance to be performed on an as-needed basis rather than on a calendar basis, or in response to a failure. Changing maintenance schedules from annually to only-as-needed can result in substantial maintenance savings, as well as reduced downtime as replacement and repair can be planned.
estimating maintenance costs for the existing DCS. Maintenance costs for the new automation system can then be quantified, with some savings added for avoiding downtime due to proactive maintenance.
Costs for performing maintenance proactively as opposed to reactively can be quantified by first
Quicker product changeovers can generally be expected, and time saved can be quantified by comparing changeover time with
52 | Automation INSIGHT! | NOVEMBER 2014
Estimates for maintenance and spare part stocking costs for a new automation system can typically be provided by the selected supplier. Alternately, these costs can be identified with greater certainty by entering into a maintenance agreement with the supplier.
INDUSTRIAL AUTOMATION AND CONTROL the existing DCS to that anticipated with the new automation system. Most plants have a cost number for each hour of downtime, and that number can be used to complete the calculation. With a new automation system, there may be existing manual operations that can be automated. This should result in direct labor costs savings which can be quantified, as well as estimated cost savings for the greater accuracy and repeatability of automatic as opposed to manual operations. Many process plants are faced with costs to comply with cyber security mandates. In addition, many plants want to improve their cyber security to lessen vulnerabilities. Most new automation systems will have built-in cyber security tools, reducing compliance costs, with added savings from increasing overall automation system security. Perhaps hardest to quantify are savings due to improved process control. As previously mentioned, a new automation system can be expected to provide tighter process control and thereby help a plant reduce energy use, increase throughput and improve quality. These improvements are often realized through implementation of advanced process control technologies such as model-based control. One method to quantify these savings is to estimate percentage improvements. For example, the new automation system might be expected to reduce energy use by 1% due to improved process control. Scrap and rework might be cut by 2%, and throughput might be increased by 1.5%. Adding the savings from these improvements can result in a quantifiable and substantial number. Now that the main factors comprising TCO for an existing DCS and a new automation system have been discussed, a financial analysis can be undertaken to determine if migration can be justified.
Financial Analysis Previous sections of this white paper showed how to calculate the factors comprising TCO for an existing DCS and a new automation system. Summing up the numbers for each will allow comparison of the two. If the TCO for the new automation system is lower than the TCO for the
existing DCS, then migration is justified. If the TCOs are roughly equal, but if the TCO for the existing DCS is increasing, then migration may be justifiable in the near future. Many companies prefer different financial metrics than TCO, but these metrics can all be calculated using the numbers gathered in the TCO analysis. Many of the numbers used to calculate TCO will be estimates with varying degrees of certainty, but putting some degree of quantification to these numbers is still beneficial and necessary. Some companies use payback period as a financial metric for new investments, which in this case would simply calculate the number of years it would take to pay back the total cost of the new automation system through annual expected savings. Payback period is simple to understand, but doesn’t take into account savings realized from the new automation system after the payback period. For a long-lived asset such as an automation system, the payback period metric understates true benefits. Another problem with payback period is that it doesn’t accurately incorporate the time value of money. For example, an investment of $1,000,000 that saves $200,000 per year would have a payback period of five years, but that assumes that $200,000 five years from now is worth the same as $200,000 today, when in fact it’s worth less, with how much less depending on the discount or interest rate. Varying the acceptable payback period length, increasing it for relatively low interest rates and decreasing it for relatively high interest rates, does incorporate the time value of money to some extent—but not as accurately as other financial metrics. Popular metrics that directly measure return on capital include return on assets, return on net assets, and internal rate of return. These metrics are more accurate for a DCS migration to a new automation system as they inherently assume a life for the new automation system after the payback period, and as they take into account the time value of money. For example, a new automation system might cost $1 million and save $100,000 each year, resulting in a 10% return. If the acceptable corporate rate of return is 8%, the new investment would surmount this hurdle. But these metrics are generally more effective for incremental investments, as opposed to comparisons between two different options as with a DCS migration. Perhaps the most accurate financial metric for a DCS migration is net present value (NPV). NPV estimates the value of continuing with the existing DCS as opposed to the new automation system, and it incorporates the interest rate, also referred to as the corporate discount rate. Net present value can be harder to quantify as it requires annual costs/savings for each option to be listed for the expected life of the shorter-lived option. For example, if the DCS is expected to be totally NOVEMBER 2014 | Automation INSIGHT! | 53
INDUSTRIAL AUTOMATION AND CONTROL obsolete and unsupportable in five years, then the annual TCO for the existing DCS and the new automation system would have to be calculated for each of five years, with all values discounted back to the present. Table 3 shows an example of an NPV calculation for a five-year period. As Table 3 shows, the existing DCS has an annual TCO of $100,000 that’s increasing at a rate of 10% the first year, rising by 5% per year to 25% in the fifth and final year as the DCS becomes increasingly unsupportable. A new automation system would require an
investment of $1,000,000, but would save $150,000 per year in TCO as compared to the existing DCS. These savings would reduce the first year cost to $850,000, and would accrue annually. The interest or discount rate is assumed to be 6%. The bottom line is that the NPV of the new automation system would be a negative $311,542, while the NPV of the existing DCS would be negative $560,843, making this a good investment. There are many options for quantifying the value of migrating from an existing DCS to a new automation system. But to ensure accuracy, the TCO for each option must be considered. TCO takes into account all factors related to each option, and includes cost savings and benefits from investment in a new automation system.
Table 3: Net Present Value
Net Present Value
Existing DCS
New Automation System
Net Present Value
$560,483
$311,542
Year 1 TCO, investment plus savings minus costs
($100,000)
($850,000)
Year 2 TCO, savings minus costs
($110,000)
$150,000
Year 3 TCO, savings minus costs
($126,500)
$150,000
Year 4 TCO, savings minus costs
($151,800)
Interest or Discount Rate
6%
Year 5 TCO, savings minus costs
Conclusion Comparing the TCO for the existing DCS to that of a new automation system indicates if the migration is financially justifiable. Outside assistance is often required to evaluate a prospective upgrade—and this assistance can be provided by consultants, system integrators and/or automation suppliers. The selected partner should have experience migrating from the specific DCS in use to the preferred new automaton system. This will allow the partner to provide much of the data required for the financial justification, and to also provide technical assistance as required.
References 1. Best Practices in Control System Migration; Dan Hebert, PE, Senior Technical Editor; http://www.controlglobal.com/articles/2007/006.html 2. The Great Migration: Before Deciding, Always Look for Risk Versus Return; John Bryant, Arkema and Mike Vernak, Rockwell Automation; http://www.isa.org/InTechTemplatecfm?Section=Features3&template=/ TaggedPage/DetailDisplay.cfm&ContentID=74170 3. Upgrading Your DCS: Why You May Need to Do It Sooner Than You Think; Chad Harper, Maverick Technologies; http://www.mavtechglobal. com/dcsnext/pdf/Upgrading-Your-DCS-White-Paper.pdf 4. Control System Migration: Reduce Costs and Risk by Following These Control System Migration Best Practices; Nigel James, Mangan Inc.; http:// www.controlglobal.com.articles/2009/ControSystemMigration0901. html?page=full 5. Take Off to New Heights in Your Legacy Control Systems Migration Programs; Krishnakumar Nagarajan, Tata Consultancy Services; http:// www.controlglobal.com/Media.MediaManager/tcs_fibervision.pdf For more information, please visit www.rockwellautomation.com/go/ process.
54 | Automation INSIGHT! | NOVEMBER 2014
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CONTROL SYSTEM CYBER SECURITY
Addressing Cyber Security of ICS Networks as a Fundamental Engineering Discipline Authors: Bryan Singer, Principal Investigator - Kenexis
“We are different than IT!” is the mantra lofted up by almost every asset owner of Operational Technology (OT) networks. Holding up these perceived differences, owners of OT assets shy away from allowing IT professionals to scan their networks, conduct vulnerability assessments, or be involved in critical decisions for OT network upgrades: they fear that common IT practices will introduce too much risk to uptime for OT networks. Ironically, when challenged to address the cyber security of these networks, IT is the first place these same engineers go to seek guidance on protecting their assets. Engineering problems require engineering solutions. So why should do we rely only on IT to protect OT networks? This conflict often results in a fundamental misalignment of IT and OT security controls. This means confusing roles and responsibilities for supporting OT networks, challenges in managing remote support, and frequent use or misuse 56 | Automation INSIGHT! | NOVEMBER 2014
of security countermeasure: firewalls, antivirus or antimalware, Intrusion Detection Systems, remote access, disabling anti-malware on ICS assets, disabling remote connections vital to maintaining system uptime, or failures to identify threats to ICS networks such as active malware. Companies are becoming much more aware of cyber security and recognize that it could happen to them. Emerging threats – such as BlackEnergy, Stuxnet, Flame, Duqu, NightDragon, and active and attempted attacks against Honeypots emulating ICS environments – are driving the realization among most operators that it is no longer a question of if, but when – or worse yet, when again. When protecting a physical site, considerations include the target, the direction the attack will come, and what the attack is trying to accomplish. Based on this analysis, owners can design a defense, which includes layers of protection to address possible threats. Even though the threat may never happen, it is still good practice to defend against the possibility. For instance, your home has most likely never been broken into; but you nevertheless lock your doors and windows before you leave. When considering an electronic or Internet attack, we should be just as practical as we are with our home: we must lock both doors
CONTROL SYSTEM CYBER SECURITY and windows. If our IT department is watching the door, we shouldn’t be leaving windows open for an attacker.
Attack and Defense for ICS Assets A pervasive myth in the IT and cyber attacker communities is that attacking ICS is as simple as cruising the Internet for the latest vulnerability in a vendor product, scanning for the device at the target company, launching the attack at 8:01 AM, and verifying that the plant is compromised and that catastrophic failure has occurred by 8:03 AM. This simply is not the case. Attackers need time to learn the system; and when considering that an industrial process is made up of many Basic Process Control Systems (BPCS) as well as engineering safeguards – including relief valves, machine over speed protection systems, physical limit switches, and safety instrumented systems (SIS) – the chance that a single vulnerability could be used to effect a catastrophic failure scenario is quite limited. Effective attack and defense of an ICS network requires an in depth understanding of three areas: 1. Knowledge of Cyber Security Attack and Defense Techniques – This requires knowledge of the tools and techniques required to successfully penetrate a target network. 2. Knowledge of Industrial Control Systems – This includes a full understanding of components such as PLC and DCS, and the industrial protocols such as MODBUS and EthernetIP. 3. Knowledge of the Specific Process – This requires a full understanding of each of the components in the actual target system: the physics of the process, the actual control systems in use, and the engineering safeguards and techniques to bypass these safeguards. In order to illustrate this concept, this article explores a commonly found industrial process and how it works. It explains both the cyber and engineering considerations when assessing cyber risk to a process and when selecting safeguards to protect against attack. For this exercise, we will consider a distillation column, and how we might protect it in several different ways from a cyber attack.
First, a distillation column represents a significant investment for a business; and it has some risks associated with it that are taken into account after analysis and safety systems are designed to protect the people, property or the environment. The US Department of Energy estimates that distillation columns utilize about 40% of the total energy required to run plants . To keep costs down, plants seek to optimize the energy usage of the distillation columns. However, this must be balanced with creating on-spec product. An attacker who has selected a distillation column as his target may have a number of motivations, including trying to create financial impacts to the system such as premature physical wear and failure of the distillation column, or an inefficient operation that wastes energy and increases costs. While in many distillation columns the possibility of a catastrophic failure exists that could result in safety impacts, a well-engineered column that has been properly assessed and designed should be well protected against cyber-attack. However, let’s now consider the process that a cyber-attack could alter, and how the system would respond with or without operator interaction. Attackers have a myriad of techniques available to compromise the industrial process, once they are on the network. These include technique such as man in the middle (MITM) attacks against an HMI to control its operation, installing remote desktop software on HMI to allow an attacker remote access to the process, and directly manipulating control protocols to spoof/forge alarms to misdirect operators, open or close valves, or bypass certain alarms and system safeguards, but in order to do this, they must first well understand the scenario they are trying to accomplish. Considering a distillation column, here are a few of the objectives an attacker may wish to achieve. 1. High Pressure/ High Temperature: Attackers could create a high pressure or temperature scenario through multiple means. If properly designed, however, the most significant impacts should be limited to financial impacts, as a mechanical overpressure device should limit the impact of an overpressure scenario by venting to flare. The following upsets would result in a high temperature/pressure of the column: a. Increased Steam to the reboiler b. Increased Reflux c. Disabled Valve to Flare from Overhead Receiver 2. Flooding the Tower: The efficiency of the distillation tower is dependent on the trays. When too much liquid is in the tower, the distinctive space between the trays is lost and the degree of separation is decreased. Most likely this would be accomplished through decreasing flow rates to the output and manipulating material sent to input, again through operator misdirection at the HMI or direct control. 3. Low Temperature: By disturbing the equilibrium of the tower, the split of the feed will be off. This will result in decreased product quality, and possibly the requirement of rerunning the product. This scenario could be accomplished through either decreasing steam flow rate, or increasing distillate flow. NOVEMBER 2014 | Automation INSIGHT! | 57
CONTROL SYSTEM CYBER SECURITY Assessing Risk and Implementing Safeguards In some industries, an engineering effort called a Process Hazards Analysis (PHA) is executed to identify hazards using a variety of techniques. This is the design basis for establishing the safeguards necessary to protect people, property or the environment. We could easily argue that we should be doing this for virtually every industrial process to insure that there are safeguards in place to protect against a problem regardless of what initiated the failure. For instance, a well-designed machine or process should be protected using mechanical and electromechanical safety systems to protect against even a cyber-attack. If a hacker, malware, or simply bad communications prevent proper action, something as simple as a mechanical over speed switch could take the machine offline before it causes significant damage. In addition, there are a wide host of IT based security controls, which should be considered. Well-managed firewalls can prevent external infiltration and can help alert if host based attacks are attempting to communicate off network through information exfiltration. Secure remote
58 | Automation INSIGHT! | NOVEMBER 2014
access strategies can limit the opportunity for attackers to remotely control a process. File based integrity checkers and whitelisting can work together to prevent installation of harmful malware or unauthorized services such as remote desktop software that could allow an attacker visual access to process HMI’s. This is where engineering and IT need to meet in order to select, implement, and maintain a comprehensive ICS cyber security strategy that is all inclusive of both engineered safeguards and IT controls.
Summary At the end of the day, IT controls should be considered as not only protection against security threats, but also as an opportunity to allow greater flexibility, better performance, and greater functionality. When working together in concert with IT, OT operators have the ability to maintain their systems more effectively with greater confidence in the protection against cyber attack. Through effective understanding of actual cyber risk to industrial assets, and a unified approach between OT and IT, industrial processes can be made safer, more reliable, and more resilient to communications failures and cyber threats. This may only be accomplished through a balanced approach to assessing and determining both the best cyber and engineered system safeguards.
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ASSET PERFORMANCE AND PRODUCTIVITY ENHANCEMENTS
Operating Companies Should Consider Oilfield Operations Management Systems Author: Tim Shea, Senior Analyst, ARC Advisory Group
The global upstream oil & gas segment has been growing and evolving in a rapid and dramatic way. International oil companies (IOC) and national oil companies (NOC) are both competing and cooperating in the constant race to recover hydrocarbons, primarily oil and natural gas. Many industry participants now understand that focused investments in oilfield operations management systems can help increase production, enhance recovery rates, improve HSE metrics, and improve profitability in the face of increasingly more complex operational and technical challenges. Recent ARC Advisory Group research indicates that investment in oilfield operations management 60 | Automation INSIGHT! | NOVEMBER 2014
systems (OMS) can provide significant operational value and ROI. Major applications for oilfield OMS include: • • • • • • •
Production optimization & allocation Reservoir management/monitoring Downhole control/well monitoring Artificial lift optimization Multiphase flow simulation Flow assurance Predictive analytics & production simulation
Oilfield operational management systems are typically comprised of one or more applications or modules that are integrated with other applications to create a more comprehensive solution.
ASSET PERFORMANCE AND PRODUCTIVITY ENHANCEMENTS Since there is no “more easy oil,” owneroperators, independent E&P companies and related stakeholders need to invest in operational solutions that provide greater operational visibility, agility and flexibility to help recover more oil and gas, improve production rates and profitability, and do so with fewer “knowledge based” human resources.
Operational Optimization Oilfield operations management systems are designed to empower owner-operators and independent E&P companies to enhance operational efficiency, optimize production, enhance profitability and provide real-time operational visibility, agility, and flexibility. These systems can help maximize production, improve recovery rates in new wells, enhance oil recovery in more mature wells, and open up production on a broader array of well types and application locations including subsea, offshore and onshore. Depending on the production level of an individual well (or field) the financial benefit of increasing operational performance by even 2 percent to 3 percent can translate into millions of dollars per year for very large projects. ARC research indicates that investment in oilfield operations management systems (OMS) is paying real dividends. Depending on the operational complexities involved, end users can deploy more basic oilfield OMS for applications such as artificial lift optimization, or they can deploy a comprehensive OMS solution that addresses the needs of the entire production process, including visibility into the reservoir. The specific operational requirements for an OMS solution may vary somewhat by end user, project location, or various operational parameters. However, the main drivers for adoption include the desire to: • Enhance artificial lift solutions to maximize enhanced oil recovery (EOR) and both increase the production rates and extend the life of fields deemed “near end of life.” • Gain a better understanding of the reservoir characteristics to establish more efficient well spacing parameters, maximize the use
of multi-pad drilling, and integrate production flow rates with reservoir management solutions • Leverage the power and performance of modeling, simulation, and predictive analytics tools to gain deeper insight into current and future operational parameters and associated challenges and opportunities • Improve the performance of artificial lift solutions and multiphase pump solutions by leveraging real-time measurement data to develop actionable information. • Automate critical workflows
Collaboration Critical for Success Several suppliers have developed their respective operations management solutions based in large part on collaboration with major owner-operators and independent E&P companies through joint industry projects. ARC believes that users would be advised to consider working closely with suppliers during the installation and implementation phase to learn and better understand any potential nuances that may exist. Users that lack the needed in-house technical expertise or level of resources necessary to effectively maximize the full benefits of an operations management system should consider outsourcing some or all of the operational activities to a capable and proven third party, such as one of the leading oilfield service suppliers.
Not Investing Now Could be More Expensive in the Long Run ARC’s research determined that, while there is significant disparity between the comprehensiveness and sophistication of different suppliers’ oilfield operations management systems, all of these systems will likely meet at least some of most company’s requirements. ARC believes that owner-operators and others cannot afford not to invest in solutions that – when properly implemented and applied -- can enhance production and/or enhance recovery rates in today’s challenging upstream environment and tight skills market. Potential users should evaluate the technology on a small scale and evaluate actual business/operational benefits prior to widespread deployment. ARC is attending ADIPEC in November and will be available to meet with prospective clients. If you are interested in meeting with ARC, please email psteinitz@arcweb.com or call +1 980-2138633 to reach Paul Steinitz directly to set up a convenient time & meeting place.
NOVEMBER 2014 | Automation INSIGHT! | 61
CUSTODY MEASUREMENT
Follow the Product – Follow the Data Oil is transported around the world, from the oil well to the final consumer with many tanks in between. With high oil prices, it becomes more and more important that data of the stored and transported volumes is available in real-time for efficient tank and terminal operations and for all parties involved in the trade. To “follow the product” and “follow the data” allows business decision makers to work more efficiently and competitively.
Author: Toni Käsbeck, Endress+Hauser GmbH+Co. KG Tank and Terminal systems are in place to give, among other tasks, information about the products stored in a tank farm: “How much is in the tank?”, “How much space is available?”, ”How much is loaded onto a truck?”. When one “follows the product” from the oil well to the final consumer it is seen that in every storage location the amount of product is measured and calculated. While this product flow is mainly a monitoring task, the business decisions in a refinery or a depot rely on where and when the data on the product is available. Obviously, the more faster and accurately one knows the data, the more effective the operation of a tank farm will be. And that is where one must “follow the data”, the information available to the people who manage the products stored. Let us look at an example: One of the traditional ways of retrieving the inventory data in a typical depot is a paper print-out of all tanks on site, grouped by products, at 6 AM before the shift begins (…. Fortunately, most systems can do that automatically…). The shift manager comes in shortly after 6, picks up the paper report, reads it while having the first cup of coffee, puts it in the fax machine and sends it to the company headquarters. Later, it will be filed away, at the terminal and at the headquarters.
Business relies on the information Most of the business processes have changed in recent years, mostly due to the use of computers, email and the Internet. Data about the tank farm is not only used at the location where it originates, but at the location where the oil comes from and where it goes to. The static determination of “what is in the tank” is still an important information, e.g. for the daily or monthly inventory. But
for many tasks in the daily operation of a tank farm (in addition to static volumes), even the change in inventory is important. An example is the importance of accurate measurement, when importing oil into a country. While many sites have custody transfer approved flowmeters in place, other tank farms calculate the transferred oil volume via the change in tank levels of one or several tanks. If seller and buyer agree, this forms the basis for invoicing this B2B transaction. When the oil is transferred from an international carrier (typically, when crude oil is imported into a country) Weights & Measures authorities require this measurement with approved gauges and systems, if no approved flowmeter is in place. The calculated volumes and masses form the basis for the import tax to be paid. Therefore, as one “follows the product” being transported from the oil well upstream to the refinery and downstream to consumption, it is beneficial to follow the data as well at every transition point: • The earlier importers know how much oil is carried in by a ship, the more time they have to plan into which tanks the oil is to be pumped. • The earlier terminal managers know how much their customers will need next month, the better they can plan: “Better planning permits buying at the right moment, … buying at a lower price”. NOVEMBER 2014 | Automation INSIGHT! | 63
CUSTODY MEASUREMENT
Figure 1. How to link process to business systems
Examples of data exchange
Analyzing the data flow
Data exchange automation is a major advantage, especially when seamlessly integrated into tank and terminal systems. Examples are:
When designing a system, first the current work flow needs to be analyzed:
• Summarizing product totals not only in one location, but across the complete enterprise, e.g. knowing the total amount of Diesel in all terminals of an oil company in a country or region • Automatic, real-time import of orders from customers, before the truck arrives at a terminal • Export of all transactions of a terminal, e.g. grouped by customers to an ERP system Many oil companies have seen the need for such systems over the years and developed customized solutions which are difficult to maintain when changes in the system components cannot be avoided, like a Windows upgrade of all computers, initiated by the IT department. An “off the shelf product” is the preferred solution and minimizes the total cost of ownership. 64 | Automation INSIGHT! | NOVEMBER 2014
• The data “may already flow”, but often it is a “fairly manual” process, like the headquarters calling the terminal, asking for the current stock. This works well, if it is not lunch time, the contact person is not on vacation and is not on the phone with someone else: A manual, error prone process. • Identifying key performance indicators from current data helps to find other data items which, if transferred to other systems, improve the work flow. Having identified the flow and all data items, it is important to find out the final destination of the data, “where it is actually needed” as an input into a business process. The person calling generally needs the data, it is written down or typed into a spread sheet (hopefully without any typo errors) and stored or emailed. One needs to take note of the final destination where the information will be used and not only where the data goes through to reach the final destination. “Information is not data”: Information means, that the data has an influence at the receiver’s end, on decisions and on the business of the receiver.
CUSTODY MEASUREMENT Once the source and destination are identified, the data content and frequency has to be identified: • Real-time is not defined in milliseconds, but constitutes a time span which is sufficiently fast for the underlying process: While new orders should be imported fairly quickly, e.g. seconds after an order is received by phone and the truck arrives on the yard, it may be sufficient to export the actual invoicing data of shipments once at the end of the day, before the host system starts printing invoices. • The data content is mostly oriented to units which are the basis for sales: These are calculated tank parameters, like gross volume (via tank capacity tables), net volume (temperaturecompensated) or mass. The actual measured parameters, like level or temperature are not used at this point. • Formats used depend on the capabilities of the source and destination system • Further details on engineering units, abbreviations have to be defined
Initial architecture of the system Having data exchange services integrated into the tank and terminal systems, supported by one supplier for measurement tasks and the business solution, results in much higher independence and reduces long-term costs for software maintenance. A good architecture is to have “middleware” between the tank and terminal system and the partner for the data exchange. Advantages of standardized interface modules are: • Independence of technical changes in the inventory system and therefore reduced or no cost when internal interfaces change • Product support when base technology, like the operating system, interfaces changes • Standardized solutions for an interface to ERP systems, not typically seen in tank gauging systems • Simple CSV or XML data import and export as very cost-effective solutions with very little system dependencies • Support of higher level data protocols (web services, SOAP, XML, iDOCs) provide a higher level of information and diagnostics compared to exporting data via CSV files
Maintenance and upgrades As important as the initial design of the information transfer is the continuous re-evaluation of the process. Although changes in the processes may not be as frequent as in other industries, processes can be improved by reviewing and adapting. In successful communication to exchange information, it is mandatory that both sender and recipient understand the communication protocol. The practical consequence in system upgrades is often that “the external interfaces have to be compatible”, meaning that the “previous, old” method of information exchange stays in place, when one side of the communication is changed. Then, a couple of years later, when the other partner gets upgraded . . .. “the external interfaces have to be compatible”, meaning that the “previous, now very old” method continues to be used. In many projects this results in keeping old, proprietary interfaces for a long time. The cost for having these implemented instead of changing to standard interfaces is often high or prohibitive. A thorough review of the actual requirements at this point in time often shows, that not only the core components, but also the external interfaces should be upgraded. Although a change of a partner incurs higher cost, it will give a long-term cost advantage and a higher usability of the system. But experience shows, that moving from proprietary protocols to standard interfaces has no higher cost initially and definitely reduces cost with the next upgrade. Customers do not purchase a device from a catalogue, but expect expert consultancy and connectivity of their inventory systems. The information available ranges from measured tank parameters, calculated and temperature-corrected volumes to product totals, as well as daily customer-specific logs of truck loadings or invoices. A major benefit initially and over the life time of a system is, if all parts of a system can be provided by one company, who offers the complete project execution with a certified SAP integrator: Follow your data from the measurement on the tank to the business process in the ERP system!
About the Author Toni Käsbeck is a senior system consultant at Endress+Hauser’s factory in Germany where level, pressure and tank gauging products are developed and manufactured. Toni has a Master’s degree in computer science from the Technical University of Munich, Germany, and over 25 years of experience in software systems for factory automation and process control. Having worked in Germany, Japan and the USA, he currently supports projects all over world and is based in the Tank / Terminal Management Group at Endress+Hauser Maulburg.
NOVEMBER 2014 | Automation INSIGHT! | 65
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INSTALLATION, OPERATION AND MAINTENANCE ISSUES
Operation & Maintenance Excellence, New Trends in Process Automation Author: Vahid Rezagholizadeh In today’s competitive global marketplace, manufacturers in the process industry are being driven to continuously optimize their production processes. In view of this, calls for innovative strategies for improving the efficiency of process control and therefore optimizing plant operations are becoming louder and louder [1]. Dr. Joachim Birk, Director of the Center of Excellence for Automation Technology, BASF SE: » The top priority is that automation technology has to make a contribution to plant operation. «
In the following sections, individual aspects of process automation are discussed, that have a direct impact on economic efficiency, e.g. • “Advance Process Graphic” • Advanced process control, • Asset management, • Alarm management, • Performance monitoring and KPI calculation, • Energy management, • Simulation, • Safety and Security, • Service and support, • Innovative application know-how, • Standard- and sector-specific libraries, incl. control modules.
In general, efficiency describes a result in relation to the effort or resources needed to achieve it, in mathematical terms, efficiency is a quotient of the valuable result and the resources consumed [2].
In following we just study the above first three items:
Companies operating process plants are concerned with economic efficiency or excellence of plant operation as ratio of earnings and costs. All factors that contribute to the numerator of this fraction have to be maximized: throughput, availability and product quality. All factors that contribute to the denominator of this fraction have to be minimized: operating cost and maintenance costs, energy consumption and raw material consumption, off-spec products, emissions and garbage amounts, safety risks and environmental pollution [3].
The operators in control room are playing the major role in controlling the system. The goal of operative process control is to sustain intended plant operation and safe plant operation, maximize production availability despite all disturbances. As human nature the cognition and concentration has certain limit despite of all capabilities like experience, knowledge, intelligence, recognition, troubleshooting, handling new scenarios.
→
→ →
throughput availability operational product quality = efficiency operating costs maintenance costs energy consumption raw material consumption off spec product emissions safety risks environmental pollution
Why we need “Advance Process Graphic”?
Increasing complexity of production processes and working environment in process control rooms makes it ever more difficult for the opera-tor to create a holistic mental model of the plant and the processes to be monitored. A solution to these problems is offered by user-oriented and task-oriented concepts: [3].
→
→ → →
→
→ →
On the other side computer has capability of learning patterns as pattern recognition, doing the complex calculation, data mining, vigilance task, Automatic task implication which can be used in optimization and cover the weakness of Human. These concepts aim at holistic design of operator systems, i.e. they intend to optimize the application of technology, organization and user qualification altogether in a balanced way. The following general issues to improve process visualization have been derived from those concepts:
→
•
Supplementary application of abstract operator screens that are not based on process topology, e.g. process oriented overview NOVEMBER 2014 | Automation INSIGHT! | 67
INSTALLATION, OPERATION AND MAINTENANCE ISSUES
• •
• • •
pictures with important plant performance indicators, in a combination of hybrid displays with tolerance and limit value visualization that supports pattern recognition. About 80% of process monitoring and control during normal operation are performed inside these overview screens. Partial replacement of alpha-numeric displays by analog displays, hybrid displays (analog value and status display) and trend curves. Complexity reduction of process flow diagrams by task oriented and process state oriented selection of process values to be displayed (dedicated selections for plant start-up, shutdown, normal production, load change and diagnosis). Consequent application of a color scheme inclusive alarm colors. Process flow diagrams as part of operator station organization. Display of information instead of data, e.g. new display objects for temperature distributions or trend curves for situation description and decisions support with respect to operating strategies.
Figure 1. Task Orientation
Figure 2. Trend with Bar graph
Figure 3. Temp Bar-graph
The concept is based on the guidelines stated by VDI/VDE 3699 “Process operation by computer displays”. An example for the visual assessment of process values is the display of distillation column of Fig 4, which showing by using “Advance Process Graphic” we can bring more clarity for aid the operation from reactive to active operation.
Advanced Process Control APC (Advanced Process Control) methods are a tool of vital importance to improve operational efficiency of process plants with respect to productivity and economics, product quality, operability and availability, agility, safety and environmental issues. APC solutions can be realized much more cost effectively due to a DCS embedded implementation with standard function blocks and pre-defined CFC templates as offered by Siemens in the PCS 7 Advanced Process Library [4]. Now APC solutions are available for many standard applications. Improved controller tuning (e.g. using a PIDTuner software tool) allows to avoid unnecessary actor movements and improve energy efficiency 68 | Automation INSIGHT! | NOVEMBER 2014
Figure 4. Level 2 Plant Area
(e.g. reduce compressed air consumption) and reduce wear and tear (e.g. wear of valves). Several extensions to PID control are provided as CFC templates and can be applied efficiently if needed, e.g.: PID Tuner Controller Parameters
SP + -
• •
PID Controller
Process
PV
MV
Override control, if two or more controllers share one common actor. PID gain-scheduling for nonlinear process behavior.
INSTALLATION, OPERATION AND MAINTENANCE ISSUES Plant Asset Management and Performance Monitoring
Measurement (X)
Gain Scheduler Control Parameter sets
SP +
-
PID Controller
PV
Process MV
• Smith predictor control for dead-time processes. SP
+ - + -
PID Controller
MV
Process
g(s)
Deadtime
Model gm(8)
•
PV
e-g(s)
+
e-g(s)
-
Dynamic disturbance compensation (lead-lag feed-forward) if there is a known disturbance acting on the process, whose cause can be measured. Performance Control Monitoring.
•
Control Performance Index
ConPerMon
SP
+ -
PID Controller
Process
PV
A model based predictive controller (MPC) reduces the variances of manipulated and controlled variables by holistic consideration of the whole plant unit (multivariable control) and forward-looking planning of manipulated variable moves [5].
G(1,d) G(1,1) MV1 DV1
+ + +
CV1
G(2,1)
ModPreCon MV2
G(1,2) G(2,2) G(2,d)
+ + +
CV1 CV2
While productivity is defined as ratio of real output to real input, “performance” is defined as ratio of real output to a specified (standard or benchmark) output related to input [15]. In other words: the term performance includes an assessment of results and efforts with respect to relevant targets, standards or references. Performance is interpreted as grade of reaching targets. Plant performance management aims to answer the following questions: • In which state, at which performance level is the process and its technical assets running? • How far is the process from optimum, or from production specific benchmark? • What are possible root causes for deviations? • How long will it take to reach a critical or economically inacceptable process state? • Which actions should be taken into consideration, or have urgently to be taken? With respect to methodology and primary objective there are two different approaches: • Condition monitoring: identification and monitoring of plant state and plant components state. Signal source is plant component behavior; objective is to maintain component availability and to protect components. • Performance monitoring: identification of plant or component performance (signal source) and monitoring of process operation. Objective is production “quality”; deviations in component behavior cause disturbances or degradations (deteriorations). Strategies and software tools are alike. Typically the same process measurements are evaluated. Actually, condition monitoring and performance monitoring are two different views of the same object. The following illustrative explanation shows the relation of condition monitoring and performance monitoring using the example of a human being: • Condition monitoring of human being, e.g. taking somebody’s temperature: an additional signal source (e.g. Sensor, otherwise model) delivers information on human body state (condition, health). This allows for in-direct implications on performance, because a sick person suffering from fever typically does not achieve its optimal performance any more. • Performance monitoring of human being, e.g. 100m sprint: performance is measured directly during “operation”. This allows for indirect implications on state (condition), if there is reference information on performance in good (healthy) state. If performance falls significantly below optimum, bad condition can be presumed to be the reason (cause) for that. Performance indicators can be calculated on different levels of an automation hierarchy, with reference to different objects in a process plant including automation system. • Performance of field devices, NOVEMBER 2014 | Automation INSIGHT! | 69
• Performance of control loops (“Control Performance Monitoring“), • Performance plant components/units (“Unit oriented Key Performance Indicators“),
• Performance of mechanical assets (pumps, heat exchangers, compressors etc.), • Performance of the overall process, • Performance of alarm system.
Reference & Literature: [1.] [2.] [3.] [4.]
Application description - 05/2014 Integration of Advanced Process Graphics in SIMATIC PCS 7 PCS 7 Advanced Process Graphics Siemens process news 2-2012, Article “A Plan for Life” White Paper, |Operational Efficiency with SIMATIC PCS 7|, September 2011 Kempf, S., Glathe, L.: Moderne Anlagenleit-stände und Bedienkonzepte - HMI+ unterstützt operative Prozessführung industrieller Produkti-onsprozesse durch benutzerzentrierte Prozessvi-sualisierung. VDI-Kongress Automation 2011, Baden-Baden. VDIBerichte 2143, VDI-Verlag, Düsseldorf. [5.] Application description - 10/2014 Configuration of the MPC10x10 for ennessee Eastman Benchmark Process SIMATIC PCS 7 V8.1 / Model Predictive Controller 10x10 [6.] Wickens, C.D., Holland, J.G. (2000). Engineering psychology and human performance. New Jersey: Prentice Hall. [7.] EEMUA 201 „PROCESS PLANT CONTROL DESK UTILISING HUMAN-COMPUTER IN TERFACES - A Guide to Design, Operational and Human-Computer Interface Issues“ [8.] VDI/VDE 3699 “Process control using display screens” [9] Charwat, H.J. Lexikon der Mensch-Maschine Kommunikation. (Lexicon of human machine communication) [10.] NA 120 “Operator Workplace from the Human-Process Communication Point of View”
About the Author Vahid Rezagholizadeh is a Control and Electronics Engineer (Msc). He has started his carrier 20 years back with Power Plant DCS system engineering through Siemens solution partner. Vahid has continued his carrier in Siemens couple years after that in various departments and in different industry segment. He has hands on experience in Implementation of the ICSS system in couple of the Oil & Gas & Petrochemical Projects on the region. He has continues his academic study in Artificial intelligent for two years. Vahid is TUV functional Certified for the Safety system. He is the Product manager for Process Automation and Safety since 2008 over Lower gulf at Siemens LLC Company. 70 | Automation INSIGHT! | NOVEMBER 2014
E20001-F223-P280-X-7600
Performance you trust SIMATIC PCS 7: the process control system where operational excellence is the standard Process Automation
Harmonious interaction between expertise and automation is a fundamental prerequisite for the efficient operation of every industrial plant. Another key prerequisite? A process control system offering performance that leaves nothing to be desired. This is an area where SIMATIC PCS 7 excels, offering tremendous opportunities to optimize the potential of your plant over the
entire life cycle: with everything from transparent process control to product quality monitoring, performance figures and consistent process optimization. The advantage? Greater process flexibility as well as higher plant availability and investment confidence. Don’t leave things to chance when it comes to efficiency, throughput and yield. Trust in performance that helps you get the maximum out of your plant – SIMATIC PCS 7.
siemens.com/simatic-pcs7
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FEATURED PROJECT PROJECT NAME:
Dana Gas - Zora Gas Field Name of Client:
Dana Gas Sharjah Petroleum Council
Budget ($ US):
100,000,000
Facility Type:
Gas Exploration
Sector:
Gas
Status:
Construction
PMC:
WorleyParsons
Main Contractor
NPCC Adyard Abu Dhabi Exterran Holdings Inc
Location
Sharjah
PROJECT BACKGROUND The Sharjah Petroleum Council (SPC) plans to re-develop the Zora Gas Field in Sharjah. The field was discovered in 1979. This project phase is first strategically significant development towards
bringing the Zora gas field on-stream. When complete, Zora Field gas will generate a significant portion of the domestic fuel supply. The project owner expects to start delivering 40 million cubic feet per day of gas in the first half of 2015.
PROJECT STATUS Sep 2014
Dana Gas has signed a $100m financing deal with group of regional banks to support the project completion.
Apr 2014
Exterran - awarded for EPC works for onshore gas processing facility; NPCC - awarded to carry out the installation of pipelines to connect offshore facilities with the processing plant.
Feb 2014
Dana Gas received bids for subsea pipeline and onshore processing plant and expect the award by the end of February 2014.
Nov 2013
Dana Gas announced yesterday that Adyard Abu Dhabi (subsidiairy of Interserve Plc) is awarded a $17 million EPC contract for the fabrication of an offshore platform.
Sep 2013
EPC contract has still to be awarded. According to market sources bidders are: Topaz Oil and Gas (Adyard Abu Dhabi) Punj Lloyd National Petroleum Construction Company
Aug 2013
bids have been submitted for the Offshore Facilities and Pipeline Packages
Mar 2013
Dana Gas received the approval from Sharjah Government and Ajman Government to develop the project.
Sep 2012
It is understood that client waiting for approval from the authorities then they will tender for the EPC contract.
May 2012
Sharjah government may end the Dana Gas contract unless it shows progress at the field this year.
Feb 2012
Worley Parsons has completed tender invitations for the pre-qualified companies that want to build the processing plant, pipelines and offshore platform contract.
74 | Automation INSIGHT! | NOVEMBER 2014
PROJECT STATUS Jan 2012
Tender for the EPC contract expected to be floated in the next two months.
Sep 2011
ITB for the drilling contract has still to be awarded.
Feb 2011
Further exploration and production studies were in progress.
Jul 2010
Crescent Petroleum Company was the project developer.
Feb 2009
Dana Gas is moving ahead with plans for the exploration and development of the Zora Gas Field.
PROJECT FINANCE
PROJECT SCOPE Project is divided into three packages: • Offshore platforms • Pipeline • Onshore gas processing facilities. The scope of work includes: • drilling of exploration wells • installation of offshore platform • transportation of the processed gas via 25km of offshore pipeline • exploration works • geological evaluation studies • seismic surveys The fabrication of an offshore platform for the Zora Field Development Project, which spans the territorial waters of Sharjah and Ajman aims to: • Extract the reserves from the Zora field through an offshore facility and to transport them via a 35km subsea pipeline to an onshore gas processing facility. • Manufacture and erection of the structure and the different deck levels. • Prepare the finished platform for safe and secure its loading onto a transportation vessel. • The platform will be installed in 24 m water depth, together with associated facilities.
• Dana Gas is the project client & the equity of Dana Gas financing totals $49m. • SPC signed a 25-year concession agreement with Dana Gas, giving the oil major a 50% working interest in the project. The agreement covers a total offshore area of over 1,000 square kilometers and includes the Zora Gas Field. • The capital investment of $160 million in the project during the project execution phase will contribute to both the local and regional economy. • Dana gas required additional $100 million project financing from following banks: Dubaiheadquartered Emirates Bank NBD Capital was the initial mandated lead arranger, bookrunner and coordinator for the deal; additional lead arrangers and joint book runners were Emirates NBD, Egypt’s Commercial Bank International, Commercial Bank of Dubai and Qatar’s Barwa Bank. The loan will be repaid over 15 quarterly investments starting at 2nd half of 2015 and will mature on the 30th November 2018.
PROJECT SCHEDULE EPC ITB
2Q-2012
Engineering & Procurement
4Q-2013
Completed
1Q-2016
* Information provided by DMS Projects Matrix. For more details, please contact us T:+973 1740 5590, F: +973 1740 5591, Email: info@dmsglobal.net Log onto www.DM SGLOBAL.net
NOVEMBER 2014 | Automation INSIGHT! | 75
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PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
ICD- Dubai World Trade Centre Complex Redevelopment - Phase 1
Mixed-Use Development
4400000000
Engineering & Procurement
ADNOC- Al Ruwais Housing Complex - Married Staff Accommodation
Residential Development
699000000
Construction
DOT - Abu Dhabi Metro
Railway
7000000000
EPC ITB
UPC - Capital City District - (Overview)
Mixed-Use Development
37430000000
Design
ADNOC - Al Ruwais Housing Complex - Sewage Treatment Plant
Sewerage Treatment
60000000
Construction
ENEC - Nuclear Power Plant
Nuclear Power Station
40000000000
Construction
RTA - Al-Sufouh Tram System
Mass Transit Systems
866000000
Construction
ADCHS - Shamkha South Development - (Overview)
Roads
9000000000
Construction
National Investment Corporation - Abu Dhabi Marina City
Mixed-Use Development
100000000
Construction
TRANSCO - Barakah to Madinat Zayed- 400KV OHL
Power Transmission Lines
100000000
EPC ITB
MASDAR - Photovoltaic Noor 1 Solar Power Plant
Solar
50000000
EPC ITB
DWC - EXPO 2020 Site
Mixed-Use Development
7000000000
Design
Gasco - Integrated Gas Development (IGD) - Expansion
Gas Production
12000000000
EPC ITB
ADMA-OPCO - Umm Shaif Infield Pipelines Replacement
Oil Field Development
500000000
EPC ITB
ADMA OPCO-Umm Shaif Oil Network Expansion-Phase 2
Oil Field Development
300000000
Design
Emaar & Dubai Holding - Dubai Creek Harbour at the Lagoons
Mixed-Use Development
17500000000
Design
ADMA-OPCO - SARB Offshore Oil Field Development - Package 2
Oil & Gas Field
500000000
Construction
ADMA-OPCO - SARB Offshore Oil Field Development - Package 3
Gas Pipeline
300000000
Construction
ADMA-OPCO - SARB Offshore Oil Field Development - Package 4
Gas Processing
500000000
Engineering & Procurement
ADMA-OPCO - SARB Offshore Oil Field Development - (Overview)
Oil Processing Facility
2000000000
Construction
ADMA-OPCO - Nasr Full Field Development - Phase 1 (Early Production Facilities)
Oil Field Development
500000000
Construction
Bonyan International Investment Group - Wahat Al Zaweya
Mixed-Use Development
1000000000
Construction
ADNOC - Al Ruwais Housing Complex - Bachelor Staff Accommodation
Residential Development
40000000
Construction
DEWA - Emirates Road Water Pipeline Project
Distribution Network
100000000
Construction
Adnoc - Shah Accommodation and Administration Complex
Mixed-Use Development
55000000
EPC ITB
Etihad Rail- Trans-Emirates Rail Network - (Overview)
Railway
11000000000
Construction
Ducab - Aluminum Rod Mill
Alumina Plant
60000000
EPC ITB
ADDC - Al Qaffay Island
Transformers
55000000
EPC ITB
TRANSCO - 400KV Cable ADST-SADIYAT & 400KV Bay Extension at ADST
Power Plant
75000000
Design
ADMA OPCO - Long Term Offshore Power Supply
Sub Sea Cable
100000000
Feasibility Study
EMAL - Shaheen Alumina Refinery
Alumina Plant
1500000000
Engineering & Procurement
ADCO - Sahil Field Development - Phase 2
Oil Field Development
800000000
EPC ITB
ADMA-OPCO - SARB Offshore Oil Field Development - Accommodation Camp
Commercial Buildings
500000000
Construction
Borouge - Mix 4Cs Export Facility
Butadiene
RTA - Dubai Metro- Expo Connection Line
Railway
Unknown
FEED PMC
DEWA- M Station Expansion
Power Plant
270000000
EPC ITB
RTA - Green Community Junction
Roads
80000000
Engineering & Procurement
Tecom Investments - Dubai Design District (d3)
Mixed-Use Development
RTA - Sheikh Zayed Road - Double-Decking
Roads
78 | Automation INSIGHT! | NOVEMBER 2014
Design Unknown
PMC ITB
PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
EMARAT - Fujairah Terminal Expansion Phase 3
Marine Terminal
40000000
EPC ITB
Omniyat & DSI - Palm Jumeirah- The One
Mixed-Use Development
ADWEA - Mirfa - IWPP
Independent Water & Power Project (IWPP)
350000000
Engineering & Procurement
Engineering & Procurement
Emirates LNG - Fujairah LNG
Liquefied Natural Gas (LNG)
1000000000
EPC ITB
Etihad Rail- Trans-Emirates Rail Network - Phase 3
Railway
11000000000
PMC
Etihad Rail- Trans-Emirates Rail Network - Phase 2 - Contract 2
Railway
740000000
EPC ITB
Etihad Rail- Trans-Emirates Rail Network - Phase 2 - Contract 3
Railway
724000000
EPC ITB
Etihad Rail - Trans-Emirates Rail Network - Phase 1
Railway
1000000000
Construction
Etihad Rail- Trans-Emirates Rail Network - Phase 2 - Contract 1
Railway
533000000
EPC ITB
Nakheel - Palm Jumeirah _ Two 132kV Substations
IPWP (Independent Power & Water Project)
50000000
EPC ITB
Fujairah Port - OT2 Phase 2 Topside Facilities
Marine Terminal
288000000
Engineering & Procurement
Kismat International - Petroleum Terminal (Phase 1)
Oil Storage Tanks
50000000
EPC ITB
Ecomar- Fujairah - Petroleum Regeneration and Processing Facility
Refinery
70000000
Engineering & Procurement
ADCO - North East Bab (NEB) - Phase 3 (Rumaitha-Shanayel)
Oil Production
500000000
Engineering & Procurement
DEWA - Sheikh Mohammed bin Rashid Solar Park - 400 KV Substation & OHL Works
Power Plant
68000000
EPC ITB
150000000
Construction
BOROUGE - Borouge III - Flare Gas Recovery
Gas Processing
BPGIC - Fujairah Oil Terminal (Phase 1 & 2)
Oil Storage Tanks
TAKREER - BEAAT Ruwais - NORM Handling Treatment and Disposal
Industrial Production
100000000
Engineering & Procurement
Meraas Development - Dubai Parks & Resorts (Phase 1)
Mixed-Use Development
2722000000
Construction
IPIC - Fujairah Refinery (EPC 1 & 2)
Refinery
3500000000
EPC ITB
Design
EKFC - Emirates Flight Catering Expansion (Phase 3)
Commercial Buildings
350000000
EPC ITB
EKFC - Emirates Flight Catering Expansion (Phase 2)
Commercial Buildings
350000000
Construction
EKFC - Emirates Flight Catering Expansion (Overview)
Commercial Buildings
350000000
EPC ITB
MASDAR - Sir Bani Yas Wind Farm
Wind
75000000
Feasibility Study
ADGAS - Das Island Flaring & Emission Reduction (Package 2 & 3)
Gas Production
100000000
FEED
ADMA OPCO - Nasr Full Field Development - Package 3
Oil Field Development
150000000
EPC ITB
Omniyat - The Opus Tower
Office Buildings
460000000
Construction
ADCO - Rumaitha North CO2 Injection Project
Oil Field Development
500000000
EPC ITB
Deyaar - The Atria - Twin Tower Poject
Mixed-Use Development
245000000
Construction
ADWEA - Liwa Aquifer Storage and Recovery (ASR) Project
Water Storage Tanks
4000000000
Construction
Dana Gas - Zora Gas Field
Gas Exploration
100000000
Construction
Dubai Silicon Oasis - Silicon Park
Mixed-Use Development
299000000
Design
Meydan - Mohammed Bin Rashid City - (Overview)
Mixed-Use Development
70000000000
Feasibility Study
ADMA OPCO- Nasr Full Field Development - Phase 2 (Package 1 - Wellheads and Pipeline)
Oil Field Development
1000000000
Engineering & Procurement
DEWA - Hassyan - 1200MW Coal Fired Power Station
Coal Fired Power Station
1500000000
Feasibility Study
Borouge - PE Color Grade Compounding (CGC) Plant
Industrial Production
45000000
Construction
Petrixo Oil & Gas - Fujairah Bio-Fuel Refinery
Biofuel Refinery
800000000
EPC ITB
NOVEMBER 2014 | Automation INSIGHT! | 79
PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
Ministry of Presidential Affairs - Zayed Grand Mosque - New Visitors Centre & Plaza
Mixed-Use Development
136000000
EPC ITB
RTA- Union Oasis TOD Project
Mixed-Use Development
DEWA- Water Transmittion Network SCADA Centre
Distribution Network
85000000
Feasibility Study
DEWA- Dubai Water Transmission Network
Distribution Network
46000000
Engineering & Procurement
GASCO- Gas Turbine Replacement (Phase 1 - Asab & Buhasa)
Substations
130000000
FEED
Feasibility Study
Borouge III (Overview)
Polyolefins
4500000000
Construction
FEWA - Madam Transmission and Distribution Network
Distribution Network
30000000
Construction
Fujairah Port - Port Facilities Expansion
Oil Storage Tanks
100000000
Construction
TAKREER - Ruwais Lube Base Oil Facility
Base Lube Oil
700000000
Construction
Jumeirah Group - Madinat Jumeirah Expansion (Phase 4)
Mixed-Use Development
680000000
Construction
Aabar Investment - Al Raha Beach - Residential Development
Residential Development
550000000
Engineering & Procurement
TAQA & FEWA - Al Zawra IWP
Desalination
Unknown
Feasibility Study
Nakheel - Palm Jumeirah - The Pointe
Malls/Retail Outlets
218000000
Construction
TAKREER - Ruwais Flare Gas Recovery
Gas Processing
150000000
Construction
Al Hosn Gas - Onshore Shah Sour Gas Field Development (Package 7 - Sulphur Handling Terminal)
Acid Gas
600000000
Construction
ADMA-OPCO - Umm Al Lulu Field Development - Package 2
Oil Field Development
500000000
Engineering & Procurement
ZADCO - Satah Field Development - Main Construction Package
Oil Production
500000000
Construction
ZADCO - Zirku Potable Water and Sewage Treatment Plant
Water Treatment
50000000
Construction
ALDAR Properties - Yas Island - Zone K Garden Crescent Development
Roads
50000000
Engineering & Procurement
Talex - Aluminium Extrusion Plant
Alumina Plant
125000000
Construction
DEWA - 100MW Mohammed bin Rashid Al Maktoum Solar Park (Phase 2)
Solar
3267000000
PMC ITB
ZADCO - Zirku Facilities Capacity Enhancement
Oil Field Development
400000000
FEED
Standard Carpets - Dubai Industrial City -Carpet Plant
Industrial Production
70000000
Construction
Bunya - Al Reem Island Development - Overview
Mixed-Use Development
10000000000
Construction
Bunya - Al Reem Island Development - Mixed Use Development Project
Mixed-Use Development
10000000000
Engineering & Procurement
Al Hosn Gas - Onshore Shah Sour Gas Field Development (Overview)
Acid Gas
12000000000
Construction
Al Hosn Gas - Onshore Shah Sour Gas Field Development (Package 10 - NonProcess Buildings)
Office Buildings
600000000
Construction
Al Hosn Gas - Onshore Shah Sour Gas Field Development (Package 5 Pipelines)
Acid Gas
250000000
Construction
Al Hosn Gas - Onshore Shah Sour Gas Field Development (Package 1 - Gas Gathering Facility)
Acid Gas
47000000
Construction
RTA- Dubai Water Canal - Infrastructure Works (Overview)
Canal
680000000
Engineering & Procurement
RTA- Dubai Water Canal - Infrastructure Works (Phase 3)
Canal
680000000
Engineering & Procurement
RTA- Dubai Water Canal - Infrastructure Works (Phase 2)
Canal
680000000
Engineering & Procurement
RTA- Dubai Water Canal - Infrastructure Works (Phase 1)
Canal
680000000
Engineering & Procurement
80 | Automation INSIGHT! | NOVEMBER 2014
PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
DEWA - Two Static Var Compensator Stations
Power Plant
25000000
Construction
Ras Al Khaimah Ministry of Public Works - RAK Ring Road Project
Roads
120000000
Construction
ADCO - Sahil-Asab-Shah (SAS) Full Field Development - Overview
Oil Field Development
3750000000
Construction
ADCO - Sahil-Asab-Shah (SAS) Full Field Development - (Asab Field)
Oil Field Development
2300000000
Construction
Mashreq- Downtown Dubai - New Headquarters Building
Office Buildings
150000000
EPC ITB
Saif Al Khaili & KIZAD - Emirates Chemical Plant
Caustic Soda
76240000
Feasibility Study
TDIC - Saadiyat Island- Zayed National Museum
Convention and Exhibition Centres
1000000000
EPC ITB
Mubadala - Al Maryah Island - Overview
Mixed-Use Development
3000000000
Construction
GASCO - Ruwais Sulphur Handling Terminal 2
Sulphur Recovery
300000000
Construction
ADGAS - Das Island Pentane Storage Facility
Gas Storage Tanks
65000000
Construction
Chemaweyaat- Tacaamol Aromatics Project
Petrochemical Plant
10000000000
EPC ITB
RTA - Al Ittihad Bridge - Floating Bridge Replacement
Bridge
300000000
Feasibility Study
DPE - Al Jalila Field (Phase 2 - Offshore platform B and pipelines)
Oil Field
100000000
Construction
Nakheel - Deira Islands Development
Beaches and Resorts
Unknown
EPC ITB
DEWA - 100 MW Mohammed bin Rashid Al Maktoum Solar Park (Overview)
Solar
3267000000
Construction
ADMA-OPCO - Nasr Full Field Development - (Overview)
Oil Field Development
Construction
RTA- Dubai Metro Capacity Expansion
Railway
Feasibility Study
RTA - Dubai Metro- Red, Green & Expo Line Extension
Railway
700000000
PMC
Dubai Supply Authority - Jebel Ali Hassyan Fuel Gas Pipeline
Gas
150000000
Construction
Primestar Energy - Prime Tank Terminal & Jetty Pipeline
Oil Storage Tanks
165000000
Construction
ADMA-OPCO - Umm Al Lulu Field Development - (Overview)
Oil Field Development
2000000000
Construction
ADMA-OPCO - Umm Al Lulu Field Development - Package 1
Oil Field Development
500000000
Construction
ADAC - SCADIA - Abu Dhabi International Airport - Midfield Terminal Complex
Airport
2900000000
Construction
Utico & Shanghai Electric - RAK - Clean Coal Power Plant
Coal Fired Power Station
408000000
Feasibility Study
Kaloti Jewelery Group - Dubai - Precious Metals Refinery
Gold
60000000
Construction
ADMA OPCO - Nasr Full Field Development - Phase 2 (Package 2 - Platforms)
Oil Field Development
1700000000
Engineering & Procurement
Emaar- Address Residence Sky View
Mixed-Use Development
600000000
Construction
TAQA & CWM - Waste to Energy Plant
Co-Generation
1000000000
Feasibility Study
DCA - Dubai International Airport Expansion (Overview)
Airport
4100000000
Construction
DCA - Dubai International Airport Expansion - Terminal 2 (Phase 3)
Airport
162000000
Construction
Gulf Petrochem - Oil Storage Terminal Facility at Fujairah - Phase 2
Oil Storage Tanks
300000000
Design
ADCO - Mender Field Development
Oil Field Development
200000000
FEED
ZADCO - Zirku 7th Crude Oil Storage Tanks
Oil Storage Tanks
30000000
Construction
Musanada - Al Ain -Sheikh Khalifa bin Zayed Al Nahyan Mosque
Construction
Union Chlorine - ICAD Chlorine Alkali Plant
Chlor Alkali
70000000
Construction
Musanada- Mafraq - Ghweifat Highway - Section 3A
Roads
425000000
Construction
Musanada - Mafraq - Ghweifat Highway - Section 3B
Roads
425000000
Construction
Musanada - Mafraq - Ghweifat Highway - Section 4B
Roads
200000000
Construction
Nakheel - Deira Islands - 8 x 132 kV Substations
Substations
Unknown
Design
ADCO - Bab Far North CO2 Injection Pilot Project
Oil Field Development
305000000
Construction
CONCORD ENERGY - Petroleum Storage Facility
Oil Storage Tanks
250000000
Construction
Damac Properties - Paramount Towers
Mixed-Use Development
300000000
Construction
NOVEMBER 2014 | Automation INSIGHT! | 81
PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
Mubadala - Al Maryah Island Project- Bridges
Bridge
217000000
Construction
Borouge - Borouge III (Polyolefins)
Polyolefins
1450000000
Construction
Borouge - Borouge III (Non-process Buildings)
Aromatics
110000000
Construction
Borouge - Borouge III (Offsites and Utilities)
Offsites & Utilities
1000000000
Construction
Borouge - Borouge III (Low Density Polyethylene-LDPE)
Low Density Polyethylene (LDPE)
500000000
Construction
ADPC- Kizad Silicon Metal Smelter
Alumina Plant
174000000
Feasibility Study
ADCO - North East Bab (NEB) - Phase 3 (Al Dabbiya)
Oil Production
500000000
EPC ITB
Ministry of Presidential Affairs - Abu Dhabi Presidential Palace
Residential Development
490000000
Construction
ADMA-OPCO - 100 MBD DAS Facilities Upgrade Project
Oil Field Development
48000000
Construction
Socar Aurora Fujairah Terminal - Fujairah Oil Storage Terminal - Phase 3
Oil Storage Tanks
100000000
EPC ITB
GASCO - Bu Hasa - Bab - Thamama Pipeline
Gas
30000000
Construction
Musanada - Mafraq - Ghweifat Highway Project - (Overview)
Roads
2700000000
EPC ITB
Musanada- Mafraq - Ghweifat Highway - Section 1 (A & B)
Roads
550000000
Construction
TAKREER - Abu Dhabi International Airport Expansion - Aviation Fuel Depot
Oil Storage Tanks
200000000
Engineering & Procurement
Sharafco - Hamriyah Free Zone - Storage Terminal
Oil Storage Tanks
Unknown
EPC ITB
RTA - Dubai Marina - Bluewaters Interchange
Bridge
136000000
Construction
Meraas Development - Bluewaters Island Meraas Development - Jumana Island (Island 2)
Mixed-Use Development
1600000000
Construction
500000000
Construction
DOT - Abu Dhabi to Dubai - New Main Road E311 (Overview)
Roads
2100000000
Construction
DOT - Abu Dhabi to Dubai - New Main Road E311 - Package B
Roads
2100000000
Construction
DOT - Abu Dhabi to Dubai - New Main Road E311 - Package A
Roads
2100000000
Construction
ADAC - SCADIA - Abu Dhabi International Airport - South Airfield Runway
Airport
68000000
Construction
Musanada - Madinat Zayed Ghayathi Road Dualling Project
Roads
72800000
Construction
ZADCO - Upper Zakum Full Field Development - 750 Project (Overview)
Oil Field Development
5000000000
Construction
Oil Field Development
1300000000
Construction
ZADCO - Upper Zakum Full Field Development - 750 Project - Surface Facilities - EPC 1 ZADCO - Umm Al Dalkh Full Field Development (Overview)
Oil Field Development
650000000
EPC ITB
Nakheel- Palm Jumeirah - Azure Residences
Residential Development
400000000
Construction
ADCO - Bab Habshan 1 - Field Development (Phase 1)
Exploration
400000000
Construction
MASDAR - Carbon Dioxide Capture and Storage - Phase I (Overview)
Carbon Dioxide
2500000000
Construction
MASDAR - Carbon Dioxide Capture and Storage - Phase I (Mussafah Steel Rolling Mill)
Carbon Dioxide
280000000
Construction
MASDAR - Carbon Dioxide Capture and Storage - Phase I (Pipeline Network)
Carbon Dioxide
280000000
Construction
MASDAR & ADNOC - Carbon Dioxide Capture and Storage - Phase 2 (Pipeline Network)
Carbon Dioxide
300000000
Engineering & Procurement
ADMA OPCO- Zakum - Replacement of Power Feeding Systems
Power Transmission Lines
45000000
Construction
ADMA-OPCO - Zakum Facilities for 4 Gas Injectors
Gas Production
100000000
Construction
ADMA-OPCO- Lower Zakum - Oil Lines Replacement (Phase 1)
Pipeline
950000000
Construction
ZADCO - Satah Field Development - Overview
Oil Field Development
500000000
Construction
ZADCO - Satah Field Development - Water Facilities Package
Oil Production
100000000
Construction
FEWA - Ghalilah Desalination Plants
Desalination
50000000
Construction
Pearl Dubai - Dubai Pearl Project
Mixed-Use Development
4000000000
Construction
Mada'in - Marina Arcade
Mixed-Use Development
340000000
PMC
82 | Automation INSIGHT! | NOVEMBER 2014
PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
Al Ghurair Iron and Steel Company - Steel Plant Phase 2
Steel Plant
50000000
Construction
ADCO- Qusahwira Field Development - Phase 2
Oil Field Development
Link Global Group - Falcon City of Wonders (Overview)
Mixed-Use Development
1500000000
Engineering & Procurement
Link Global Group - Falcon City of Wonders (Taj Arabia)
Mixed-Use Development
300000000
Design
Nakheel & RTA - Deira Islands Roadworks Project
Roads
Unknown
EPC ITB
Emaar Properties - Burj Vista
Residential Development
150000000
EPC ITB
GASCO- Power Generation Units Retirement
Substations
200000000
EPC ITB
ADPC- Shahama Port Upgrade
Port
50000000
Design
ZADCO - Upper Zakum Full Field Development - 750 Project - Accommodation
PMC
Residential Development
400000000
Construction
Oil Production
4200000000
Engineering & Procurement
ZADCO - Zirku Island - Camp Housing
Residential Development
50000000
Construction
ZADCO - Zirku Oily Water Treatment and Disposal Facilities - Package 2
Waste Water Treatment
50000000
PMC ITB
ZADCO - Zirku Oily Water Treatment and Disposal Facilities - Package 1
Water Treatment
100000000
Construction
ADCO - Bab Gas Compression Project (Phase 2)
Gas Production
500000000
Construction
Nakheel - Palm Jumeirah - Club Vista Mare
Mixed-Use Development
400000000
Construction
RTA - Dubai Metro - Overview
Mass Transit Systems
10900000000
Engineering & Procurement
Aabar Investment - Abu Dhabi & Dubai- 37 Towers
Mixed-Use Development
10000000000
Construction
Dubai Municipality - Desert Rose - Sustainable City
Mixed-Use Development
Unknown
PMC ITB
ENOC - Horizon Terminals - Falcon Jetfuel Pipeline & Bulk Terminal Facilities
Bulk Storage
127000000
Construction
Al Habtoor Group - Al Habtoor City - Residential Towers
Mixed-Use Development
3000000000
Construction
Al Habtoor Group - Al Habtoor City - Overview
Mixed-Use Development
2900000000
Construction
ADNOC - Bab Sour Gas Field Development
Gas Processing
8100000000
FEED ITB
ZADCO - Umm Al Dalkh ESP Installation - Package 2 (Phases 3, 4 and 5)
Sub Sea Cable
650000000
EPC ITB
ZADCO - Umm Al Dalkh ESP Installation - Package 1
Sub Sea Cable
650000000
Construction
500000000
Feasibility Study
ZADCO - Upper Zakum Full Field Development - 750 Project - Surface Facilities - EPC 2
DOT - Umm Lafina Bridge
Bridge
ADWEA - Fujairah IWPP - Phase 3
Independent Water & Power Project (IWPP)
EPC ITB
GASCO - Black Powder Management
Gas Pipeline
Dubai Chamber of Commerce- University of Dubai
Mixed-Use Development
55000000
Engineering & Procurement
DWC - Urban Centre & Golf Destination Development
Mixed-Use Development
270000000
Feasibility Study
Dubai International Real Estate - Jewel Of The Creek (Overview)
Mixed-Use Development
1100000000
EPC ITB
Dubai International Real Estate - Jewel Of The Creek (Package 8)
Mixed-Use Development
1100000000
EPC ITB
VOPAK HORIZON - Fujairah Oil Terminal Expansion (Phase 7)
Gas Storage Tanks
200000000
Engineering & Procurement
Utico - RAK - 40 MW Solar IPP
Solar
250000000
EPC ITB
FEWA - Rams Water Distribution Network and Transmission System Rehabilitation Project
Distribution Network
30000000
Construction
Takreer- Hamriya Jetty and Pipeline Network Project - Marine Works 2
Oil Storage Tanks
250000000
Construction
ZADCO - Upper Zakum Full Field Development - 750 Project - Non Process Civil Works
Roads
250000000
Construction
Petrochem - Jebel Ali Chemical Storage and Distribution Terminal Expansion
Oil Storage Tanks
50000000
Construction
EPC ITB
NOVEMBER 2014 | Automation INSIGHT! | 83
PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
ALDAR Properties - Yas Island Development - (Overview)
Mixed-Use Development
40000000000
Construction
DEWA - Lussaily Reservoir Phases 1 & 2
Waste Water Treatment
120000000
Construction
Emaar - Arabian Ranches Development - Palma Villas
Residential Development
100000000
Design
TDIC - Saadiyat District Cooling Plant
Offsites & Utilities
100000000
Construction
Shurooq - Sir Bu Nuair Island
Mixed-Use Development
135000000
Engineering & Procurement
TAKREER - Ruwais Refinery Expansion (Overview)
Refinery
10000000000
Construction
Takreer- Ruwais Refinery Expansion (Package 7 - Marine Works)
Refinery
270000000
Construction
Takreer- Ruwais Refinery Expansion (Package 6 - Non-Process Buildings)
Office Buildings
100000000
Construction
Takreer- Ruwais Refinery Expansion (Package 4 - Tank Farm and Pipeline)
Oil Storage Tanks
1300000000
Construction
TAKREER - Ruwais Refinery Expansion (Package 3 - Offsites and Utilities)
Offsites & Utilities
2730000000
Construction
TAKREER - Ruwais Refinery Expansion (Package 2 - Residue Fluid Catalytic Cracking Unit)
Refinery
3100000000
Construction
Takreer - Ruwais Refinery Expansion (Package 1 - Crude Distillation Units)
Refinery
2100000000
Construction
Shurooq - Heart of Sharjah - (Overview)
Mixed-Use Development
1000000000
Design
Shurooq - Kalba Eco-Tourism Project
Mixed-Use Development
50000000
RTA - Parallel Roads Improvement Project - Phase 2D
Roads
Design Construction
TRANSCO - 400KV OHL Ruwais to Shamkha
Utilities
400000000
Construction
ADWEA - Shuweihat 3 - IPP
Independent Power Plant (IPP)
2500000000
Construction
ADPC - KIZAD - Pre-Built Warehousing (PBWH) _ Phase 1
Commercial Buildings
30000000
Construction
Abu Dhabi Municipality - Al Falah Interchange
Roads
45000000
Construction
RTA- Al Khail Road Improvement - Phase 6
Roads
ENEC - Circulating Water Intake Structures (CWIS)
44000000
Construction
40000000000
Construction
Adnoc - Headquarters Complex
Office Buildings
1000000000
Construction
ADAC -SCADIA - Abu Dhabi International Airport - Midfield Terminal Complex Airside
Airport
200000000
Construction
ADMA-OPCO - Das Island Flares Modifications - Revamp Project
Gas Processing
50000000
Construction
Arabtec - 77 Floor Tower Project
Mixed-Use Development
Construction
EMAL - Aluminium Smelter Expansion (Phase 2)
Aluminium Smelter
4500000000
Construction
TDIC - Saadiyat Island - (Overview)
Mixed-Use Development
2000000000
Construction
SENAAT (ADBIC) - Aluminium Extrusion Plant
Alumina Plant
122000000
Construction
ADMA OPCO- Nitrogen Plant Upgrade
Nitrogen
55000000
EPC ITB
RTA- Dubai Airport Road Improvement
Roads
Unknown
PMC ITB
SENAAT (ADBIC) - Copper Pipe Mill
Copper Smelter
50000000
EPC ITB
United Iron and Steel Company - KIZAD- Galavanized Steel Plant
Steel Plant
138000000
Engineering & Procurement
Al Ain Municipality - Al Ain - Sultan bin Khalifa Underpass
Roads
40000000
Design
TAKREER - Carbon Black Plant
Polymers
200000000
Engineering & Procurement
Musanada - North Wathba
Mixed-Use Development
2000000000
Design
CMW - Sweihan Military Air Base
Military/Defence
200000000
Construction
Musanada - Mafraq - Ghweifat Highway - Section 4A
Roads
400000000
EPC ITB
ADOC - Hail Offshore Oilfield
Oil Field Development
FEED
Bloom Properties - Abu Dhabi Marina
Mixed-Use Development
Construction
84 | Automation INSIGHT! | NOVEMBER 2014
PROJECT LISTING
United Arab Emirates PROJECT
FACILITY
BUDGET ($ US)
STATUS
RTA- Dubai Metro Stations Art Transformation
Railway
50000000
Feasibility Study
ADSSC - Strategic Tunnel Enhancement Program (STEP)
Sewerage Treatment
1600000000
Construction
Dubai Refreshments Company - Soft Drinks Factory
Food Processing Plant
110000000
Construction
Dubai Municipality - Al Awir Facility Expansion
Sewerage Treatment
50000000
EPC ITB
GASCO - Habshan to Ruwais - 16 inch Condensate Replacement Pipeline
Gas Pipeline
90000000
Construction
Ittihad International Investment - Abu Dhabi - Paper Mill
Industrial Park
272000000
Feasibility Study
DP WORLD - Jebel Ali Port Terminal 3 Project
Port
545000000
Construction
ADCO - Nitrogen Gas Injection (NGI)
Gas Production
50000000
Construction
GASCO - Habshan Nitrogen Generation and Injection Project (NGI Package)
Nitrogen
160000000
Construction
GASCO - Habshan Nitrogen Generation and Injection Project (Overview)
Nitrogen
400000000
Construction
GASCO - Thammama F Early Nitrogen Rejection Unit
Gas Processing
500000000
FEED
ADCO- Bab TH-F Peripheral Development
Nitrogen
400000000
FEED ITB
ZADCO - Zirku Island - Power System Upgrade
Power Grid
100000000
FEED
GASCO - Yas Mina Zayed Gas Pipeline
Gas Processing
45000000
Engineering & Procurement
Takreer- BEAAT Ruwais - Expansion
Industrial Production
DP WORLD - Jebel Ali Port Terminal 4 Project
Airport
ENOC - Jebel Ali Refinery Capacity Expansion
Refinery
FEED 400000000
Engineering & Procurement FEED
BRF - Food Processing Plant
Food Processing Plant
120000000
Construction
NFPC - Kizad - Food Production Facility
Industrial Park
408000000
Design
TAKREER - Hamriyah Free Zone Tank Farm
Oil Storage Tanks
250000000
Construction
RAK International Airport - Aviation Fuel Storage
Airport
60000000
Construction
Abu Dhabi Municipalty - Khalifa City A - Infrastructure
Roads
108000000
EPC ITB
Emirates SembCorp Water & Power Company - Fujairah 1 RO Desalination Plant Extension
Desalination
200000000
Construction
ADDC - Central Region - 4 Nos. 11 kV Switching Stations
Substations
20000000
FEED
FEWA - Port of Fujairah 33/11kv Substation
Utilities
150000000
Construction
ADDC - Khalifa City A - Electricity Infrastructure Works
Power Transmission Lines
30000000
FEED
GASCO - Habshan-Maqta-Taweelah Gas Pipeline
Gas
150000000
Construction
Dubai Properties Group - Business Bay - Twin Towers
Mixed-Use Development
Unknown
Feasibility Study
ADCO- Bab Integrated Facilities Project
Oil Field Development
GASCO - Shah Habshan Sulphur Granulation Plant
Gas Production
479000000
Construction
FEED
Nakheel - Jumeirah Village Circle - Infrastructure & Road Works for 146 New Plots
Roads
100000000
Engineering & Procurement
* Information provided by DMS Projects Matrix. For more details, please contact us T:+973 1740 5590, F: +973 1740 5591, Email: info@dmsglobal.net Log onto www.DM SGLOBAL.net
NOVEMBER 2014 | Automation INSIGHT! | 85
DMS FOUNDATION
Never Too Small to Do Good The notion of CSR initiatives is often attributed to large corporations and PLCs who have accountability to their shareholders and, in most cases, a solid environmental footprint. It is not often that we hear about small companies taking a forward looking stance or having skills to develop sustainable CSR models. DMS Global, a marketing solution provider to the energy industry, is a small company that not only makes a difference but also knows how to bring an impactful and long-lasting change. The company operates in the MENA region since 2000 and it has been growing in its commitment to the society since its inception. DMS cares deeply for the unprivileged children and believes that each child should have access to a basic education. While UNESCO reports that 58 million children aged 6 to 11 are still out of school - the task may seem too big to tackle - DMS knows that the positive change is possible. 86 | Automation INSIGHT! | NOVEMBER 2014
To contribute to this change, they have partnered with Choice 2 Change (C2C) Foundation based in Bangladesh, which focuses on providing access to primary education for unprivileged children in Dhaka slums. The Foundation was set up in 2010 opening two schools inside the slums to give children from unprivileged families access to schooling. ‘’The schools grew from 25 to 148 children in less that four years and has now added a clinic, lunch program and basic literacy plan for parents. It is proved to be a profound success in meeting the community needs for basic education, health and hygiene’’ says Sunil Baroi, C2C Co-Founder. DMS Global is supporting the C2C Foundation in a unique and innovative way. In addition to directly covering C2C administrative costs (which ensures that all private donations are spent exclusively on children’s education), they use their business skills and expertise to provide C2C with a marketing support they require be it a corporate video, company brochure, website or social media campaign. This means that each DMS employee – from accountant to a graphic designer- contributes to this project on a daily basis and as a part of his/her job scope. DMS management believes that such approach raises individual
DMS FOUNDATION awareness and positively changes the way employees pursue their daily responsibilities. Each employee must apply CSR to his or her own work and take positive action to achieve the Group’s vision. This is critical to the group’s business activities and approach to CSR. Moreover, DMS Global works closely with its external stakeholders raising awareness of and facilitating the fundraising efforts for the project. For example, it has recently launched a ‘Rich kids help poor kids’ campaign where we help private schools raise funds and sponsor a classroom in
the C2C school in Bangladesh. The outcome of the campaign is threefold – it raises funds for the C2C school; it teaches privileged children about their social responsibilities from an early age; and it contributes to schools’ meeting their CSR targets. The CEO of DMS Foundation, Mohammed Loch states: ‘’I firmly believe that even a small company can make a difference. We always supported various philanthropy projects, because we always cared. However, this year, DMS decided to take its CSR to the whole new level and to set up a DMS Foundation, a new division fully dedicated to DMS CSR initiatives that will work with the NGOs like C2C across the globe. I hope that sharing our story will inspire other small and medium enterprises to start their journey of change too’’.
About DMS Global Headquartered in Bahrain, DMS Global has been the region’s leading business intelligence and marketing solutions provider to the energy sector since 2000. Our business expertise is diversified across, global projects tracking, events management, industryspecific publishing and digital & multimedia production. DMS manages one of the most comprehensive project databases in the world and has a unique access to key decision makers and experts across multiple disciplines. www.dmsglobal.net
About C2C The Choice To Change (C2C) was founded by Eva Kernova, and Sunil Baroi, in July 2010. They chose to change the lives of povertystricken children in the slums of Dhaka by paving an educational pathway for them to follow. Attaining any type of formal education would have been impossible for these underprivileged children without the help of such a non-profit organisation. The school now comprises of 148 children, 9 teachers headed by headmaster, social worker, a nurse and a head-cook. http://thechoicetochange.org
NOVEMBER 2014 | Automation INSIGHT! | 87
DMS FOUNDATION
DMS Global Donates Proceeds from ISA Saudi Arabia Conference and Exhibition 2013 to Two Children Charities
DMS Global and ISA Saudi Arabia Section donated $1500 to Bangladesh-based charity Choice to Change (C2C) and $1500 to Al Qatif Autism Center of the proceeds earned from organising the International Society of Automation (ISA) Conference and Exhibition last year. Under the theme “Experience the Future”, the event was a full-scale conference and tradeshow taking place in the Kingdom of Saudi Arabia for the first time that welcomed industry experts from almost 100 countries across the globe. In line with its CSR objectives to make primary education accessible to all levels of the society, DMS Global have joined efforts with ISA Saudi Arabia Section to support C2C Foundation, a nongovernmental organisation that offers education to underprivileged children through a school it has established in Dhaka, Bangladesh as well as Al Qatif Autism Center, established in Saudi Arabia. “We donate a percentage of profits from each event we organise, half of which goes to international charity and the other half - to a charity based in the country where the event takes place’’ - commented Mohammed Loch, the CEO of DMS Global and Luay Al Awami, President of ISA Saudi Arabia Section – “this is our humble 88 | Automation INSIGHT! | NOVEMBER 2014
contribution to the society we work in’’. Endorsed by the government of Bangladesh as an official foundation, C2C now operates nine classrooms, providing primary education to 148 underprivileged children in a safe and clean environment. DMS Global and ISA Saudi Arabia’s support has helped to purchase a new uniform for all children, which was much needed’’, said Eva Kernova, C2C Co-Founder. “I never imagined when we started C2C with 25 students sitting on the floor of a shack in the slums that four years later we would have 148 students and our own school building,” said Sunil Baroi, C2C Co-Founder. “This was only made possible because of the help of key supporters like DMS Global and ISA Saudi Arabia. Through this initiative, we hope that we can continue serving more children, setting them up for a promising and fulfilling future.” Al Qatif Autism Center based in Eastern Province of KSA, is providing educational services to children with special needs and encouraging their participation in all activities of daily life. It works in partnership with autistic children’s parents to maximise the quality of the education for their children. “DMS Global and ISA Saudi Arabia’s generous support will further help to promote wellbeing and safety of our children’’ said Nadia Al Shammasi, General Manager of Al Qatif Autism Center.
For more information, contact us email: info@dmsglobal.net • tel: +973 1740 5590 www.dmsglobal.net
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Volume 3: Issue 2
Deadline: 15th January 2015 Sector Feature: Offshore Technical Feature: Tank Storage
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All artwork to be at least 300dpi in Jpeg, PDF, EPS or Tiff format CMYK with bleed and sent directly to the production designer: Tracy Gutierrez email: tgutierrez@dmsglobal.net
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