In the ancient days Petra was an important watering hole, on the caravan route to Jerusalem from Salalah and Aden. King Vikramaditya

8/18/2019 In the ancient days Petra was an important watering hole, on the caravan route to Jerusalem from Salalah and Aden. King Vikramaditya

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Abu Dhabi Marine Operating Company (ADMA-OPCO)P.O.Box 303, Abu Dhabi, U.A.E. - Telephone +9712 606 0000 - Fax +9712 626 6005

www.adma-opco.com

All rights reserved.No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means,

electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of ADMA-OPCO.


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H.H. Sheikh Khalifa Bin Zayed Al NahyanPresident of the UAE

and Ruler of the Emirate of Abu Dhabi


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H.H. General Sheikh Mohammed Bin Zayed Al NahyanCrown Prince of Abu Dhabi

Deputy Supreme Commander of the UAE Armed Forces


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9 Annual Review 2009 ADMA-OPCO

C O N T E N T S

1. General Manager’s Foreword ............................... 11

2. Vision, Mission and Values ....................................13

3. ADMA-OPCO at a Glance .....................................15

4. General Manager’s Group .....................................19

5. Production Business Unit .......................................25

6. Drilling/Support Business Unit ..............................33

7. Development Business Unit ....................................41

8. Projects & Engineering Business Unit ...................47

9. Administrative Services Business Unit ..................53

10. Corporate Support Business Unit ........................65


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GENERAL MANAGER’SFOREWORD

In 2009, we have successfully faced and met the challenges of the year in carrying out our activities accordingto the shareholders and Supreme Petroleum Council (SPC) guidelines.We conducted a very successful cost optimisation initiative at the beginning of the year, which also servedas a health check for the company, and we have projected that 2009 operational expenditure will be reducedconsiderablly taking advantage of the prevailing conditions.In production, we are meeting our required quotas consistently in both Umm Shaif and Zakum elds. We havecontinued with our major project initiatives including the offshore enhancements of existing facilities as wellas our new eld developments. Our wide ranging maintenance campaigns have successfully improved theintegrity of our installations. In drilling, we have set new records in various phases of well life cycles as well asincreased our penetration record. Our state-of-the-art Real Time Operations Centre (RTOC) was launched.We continue to foster innovation with our Innovation Awards programme and have been developing newinitiatives with our “Best Initiative” scheme. We have also launched a series of professional communities in

engineering to stimulate professional development and exchange of ideas.

In Health, Safety and Environment (HSE), we achieved a record performance of one whole year (39 millionman-hours) without a Lost Time Injury (LTI). This is both a record for the company and the industry as a whole.In November, we signed the ADNOC Sustainability Agreement to demonstrate our continuing commitment topursue ecologically sound business objectives.At the organisational level, a dedicated Corporate Support Business Unit was established in Februaryto provide consolidated corporate support services to company divisions. This also re ects the rapid paceof expansion witnessed by the Company. We also continue to demonstrate our commitment to the UAE’sEmiratisation programme, recruiting over 130 Nationals during the year and integrating 48 CompetencyAssurance Management System (CAMS) graduates into their target posts.

We have seen the fruits of our “One Team” initiatives over the past few years become integrated into the day-to-day practices of the Company and we are now forging the next steps of our Journey to Excellence.I would like to thank our shareholders for their continuing support and cooperation, and each and every one of

the managers and employees of ADMA-OPCO for all their efforts during 2009 which continues to make mefeel proud to lead such a dedicated organisation.I would also like to seise this opportunity to encourage everyone in this organisation to keep up the good workin the coming year in order to take our company to newer heights and achieve more and more successes.

Ali Rashid Al-JarwanGeneral Manager


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People

Leadership Innovation

Accountability

Teamwork Excellence Ethical Conduct

HSE Learning

VISION, MISSION AND VALUES

VISIONOne integrated team working effectively to produce hydrocarbons fromoffshore areas, aspiring to excellence in all aspects of our business.

MISSIONOptimising oil and gas production, recovery and reserves to maximisevalue in a safe, sustainable and socially-responsible manner through thehigh performance, creativity and dedication of our teams.

VALUES


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ADMA-OPCO AT A GLANCE

Abu Dhabi Marine Operating Company (ADMA-OPCO) is a major oil and gasexploration and production company whose operations date back to the 1950’s.With its operations centred in the offshore areas of Abu Dhabi, ADMA-OPCOcame into being as a locally incorporated company on 3rd July 1977.

The Company’s concession includes two major elds: Umm Shaif, which liessome 150 kilometers north-west of the city of Abu Dhabi, and Lower Zakum,one of the largest offshore oil elds in the world - which lies 55 kilometers southeast of Umm Shaif. The crude is collected from these elds using giant steelstructures called supercomplexes, and then transferred to Das Island, a nearbyindustrial base, for processing, storing and world export.


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16 Annual Review 2009 ADMA-OPCO 17 Annual Review 2009 ADMA-OPCO

JMC & BOARD OF DIRECTORS

The Joint Management Committee (JMC) and the Board of Directors are the highest authorities, whichoversee ADMA-OPCO operations. The JMC formulates the long-term policies of investment anddevelopment, while the Board of Directors is responsible for monitoring the technical and nancialperformance of the Company.

GENERAL MANAGEMENT

The General Management comprises the General Manager and six Assistant General Managers. Its key role isto take collective responsibility for the combined performance of ADMA-OPCO and to demonstrate leadershipof the organisation in a transparent and consistent manner.

SHAREHOLDING

ADNOC, which represents the Government of the Emirate of Abu Dhabi, holds 60%, while the remaining40% is divided between BP, Total and JODCO.Under a 1974 agreement known as the General Agreement on Participation, Abu Dhabi Natioal OilCompany (ADNOC), which was created to oversee oil and gas operations in the Emirate on behalf of theGovernment, acquired 60% interest in the Concession and thus became the majority shareholder.

The Board meeting at the boardroom

TOTAL

bp

14 %23

12% 60%

J O D C O

ADNOC

13 %13


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GENERAL MANAGER’S GROUP

The General Manager’s Group includes the Internal Audit Division (IAD), theHealth Safety and Environment Division (HSED) and Satah Al Razboot (SARB)- an ADNOC Sole Risk Project. In addition to overseeing these three divisionswhich report to him directly, the General Manager takes the responsibility formanaging the combined performance of all business units which are run byAssistant General Managers.


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HEALTH, SAFETY & ENVIRONMENTDIVISION (HSED)

With the aim to be the front runner in terms ofHealth, Safety & Environment performance inthe Oil & Gas industry, ADMA-OPCO put forthHSE as the top priority in all its business interests.ADMA-OPCO management and staff demonstratedfull commitment to uphold HSE excellence in allactivities.In 2009, ADMA-OPCO faced huge challengesduring the implementation of major projects and thedevelopment of new elds. Nevertheless, ADMA-OPCO scaled new heights in HSE performance.

Safety

Setting a new record, the company completed onewhole year without a Lost Time Injury (LTI), 39million man-hours without LTI. Lost Time InjuryFrequency Rate (LTIFR) and Total Reportable InjuryRate (TRIR) were 95% and 81% better compared tothe Oil & Gas industry benchmarks respectively.The Risk Register process was re-energised and amaster plan was issued for compliance at all sites.An HSE Construction Focused Programme was alsosupercharged by conducting a record number of RiskAssessments for new projects and routine works.

INTERNAL AUDIT DIVISION (IAD)

Internal Audit Division continued to provideassurance and support to ADMA-OPCO SeniorManagement regarding the Internal ControlEnvironment, Risk Management procedures,Financial and Information Systems, and overallGovernance Processes. Internal Audit speci callycarried out a number of planned reviews ofoperational, nancial, compliance and informationtechnology areas, in addition to addressing specialrequests from Senior Management for assuranceover speci c business activities.Internal Audit Division also conducted a pan-company risk assessment exercise to identifyand assess potential risks across ADMA-OPCOoperations and business processes. After discussionsand meetings with Senior Management, these riskswere then converted into potential auditable areas,prioritised, and combined into an Annual InternalAudit Work Plan. This Work Plan was presented anddiscussed with the Shareholders Audit Committeefor their approval in order to ensure Shareholders’requirements are adequately addressed.Three Shareholder Audit Committee Meetings(chaired by ADNOC) were effectively conductedwith members representing BP, Total, JODCO andADNOC, in order to agree on the Annual AuditWork plan, approve Internal Audit resources for thecoming year and provide comments to the Boardof Directors on any signi cant results of InternalAudit’s work. Similarly, two Management AuditCommittee Meetings were also held with SeniorManagement to review the results of InternalAudits, and monitor the implementation of InternalAudit recommendations.

rescue victims of cardiac arrest, was launchedand emergency personnel were trained at onshorelocations.Other noteworthy achievements were the completionof the heat stress study using HAAD’s Heat StressIndex, which was followed by a major heat stressawareness campaign. A breast cancer awarenessdrive was also organised in collaboration withHAAD.

Safety rst

A review of ADMA-OPCO HSE Regulations wasinitiated for review and update to ensure alignmentwith the latest version of ADNOC Codes ofPractices.

Health

In collaboration with the Health Authority of AbuDhabi (HAAD), ADMA-OPCO led the industryin many pioneering occupational health projects,studies and surveillances that are the rst of theirkind in the country and the region.ADMA-OPCO’s Heart Beat programme whichuses Automated External De brillator (AED) to

0

5

FATALITY

HIPO FLARING

LTIFR TRIR

GAS RELEASE SPILLS

TARGET ACTUAL

TARGET ACTUALNO. OFINCIDENTS

NO. OFINCIDENTS

REPORTINGPROTOCOL

TARGET ACTUALTARGET ACTUAL

NO. OF SPILLS


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Environment

Compared to previous years, ADMA-OPCO hassigni cantly improved its key objectives for theenvironment: gas aring targets were met and gasrelease incidents were reduced by 80%. There werealso zero oil spill incidents this year.

A preliminary environmental marine survey andimpact assessment was carried out in Umm Luluand SARB elds as part of the feasibility study fora project to create arti cial islands in those areas. Anumber of other studies was carried out includingenergy and emission reduction and source emissionmonitoring.In cementing its role as a socially responsiblecompany, ADMA-OPCO published the CorporateSocial Responsibility (CSR) report - the rst of itskind amongst the ADNOC group of companies. TheCSR report highlights the company’s activities andcommitment for its all stakeholders and regulators.

SATAH AL RAZBOOT (SARB)

Satah Al Razboot (SARB) full eld developmenthas been approved as an ADNOC Sole Risk Project(ASR). Accordingly, ADNOC requested ADMA-OPCO to expedite the SARB Full Field Development(FFD) to meet the crude oil production target in2015.A dedicated SARB Project Team was formedunder the sponsorship of ADMA-OPCO’s GeneralManager to achieve fast track implementation ofSARB FFD.The developed scheme is based on buildingtwo arti cial islands for drilling instead of theconventional wellhead towers approach anddirecting the well uid through subsea pipelinesto a new facility to be installed on Zirku Islandfor processing, storage and export of the SARBproduction of 100 MBD of crude oil. The new Zirkufacility will also handle the partially degassed UmmLulu production of 105 MBD from Umm Lulu FFDin addition to gas and water injection requirementfor SARB Field.The pre-front End Engineering Design (FEED)

Studies (pre-FEED) work for the facilities at Zirkuhas been completed as planned. The tender for FEEDwas issued to the pre-quali ed companies and thebids received on 22nd December 2009.Both technical and commercial evaluations areplanned for completion shortly in order to issue therecommendation for award to shareholders.The basic engineering for the two arti cial islandshas been completed and the preliminary layoutdeveloped were both included in the packageprepared by the Project Management Team (PMT)and issued to ADNOC as planned in mid - November2009 for implementation. The detailed design andconstruction will be managed by ADNOC CivilDivision with a target to complete by End 2012 toallow surface facilities to be completed for drillingto start from the arti cial islands by mid 2013.All geo-technical and geo-physical surveys for thearti cial islands were completed.In order to ensure smooth implementation andexpedite the approval process for this strategicproject a steering committee was formed and chairedby ADMA-OPCO General Manager with membersfrom ADNOC, ZADCO and ADMA-OPCO.

School students present an environmental play at the ADMA-OPCO Auditorium

ADMA-OPCO employees and their families take part inClean Up Arabia.


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PRODUCTION BUSINESS UNIT

2009 was a successful year for ADMA-OPCO with respect to production andexport. The average production and Effective Capacity during the year were thethird highest in ADMA-OPCO’s history.

In spite of Umm Shaif Gas Injection Facilities (USGIF) activities and majoroverhaul activities on Das Island during October and November, the companyreached the monthly target without any production shortfalls.


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DAS ISLAND ASSET UNIT (DIAU)

DIAU had an outstanding year in several key areasincluding project accomplishment, best practicesand cost optimisation.The asset unit executed several major projectsincluding fabrication and installation of boatlanding-protection fenders for inshore ares F3& F4, Permanent Training Centre & LaboratoryBuilding, upgrading of Instrument Air System inUtilities Plant, -Flare 14 relocation, modi cation of24” Coanda Relief Header, and major overhaul of 3Crude Oil Storage (COS) tanks.DIAU implemented 14 best practices during theyear 2009. Four best practices have been selectedfor OPCOs’ Best Practices Review Committee.The Environmental Management Representative(EMR) from the Operation Team compiled allrequirements for ISO-14001 and the DIAU hasbeen re-certi ed for the next three years.In line with the company’s cost optimisation

strategy, DIAU executed several projects utilisingin-house supervision with hired resources instead ofEngineering, Procurement and Construction (EPC)contract that resulted in cost saving worth $3.07million. The asset unit also reviewed the servicecontracts, saving $4.325 million. The unit realignedits organisation structure, securing a saving of$ 2.234 million. A thorough review of the ongoingschemes resulted in cost saving of $ 2.981 million.

Das Corporate Services

Al Sharq Club, a new recreation hall on Das, wasestablished and inaugurated in July to provide theDas community with indoor edutainment activities.

Das Medical Services

A six-month campaign titled “Your Health is ourCompany’s Wealth” continued durin g the year. A PC(Personal Computer) Keyboard Hygiene Campaignwas also launched.

Crude Oil Storage Tanks on Das Island Umm Shaif Gas Injection Facilities

UMM SHAIF ASSET UNIT (USAU)

Umm Shaif Asset Unit had a challenging yetsuccessful year. Following are some performancehighlights in the key areas:In the area of safety, USAU achieved all HSEKPI’s with 1437 days of zero recordable incidents.Shareholders’ audit recommendations wereimplemented.Risk Register Management Process Implementationand Risk Rank # 1 Riser Clamps replacement werecompleted. High Risk & Priority Boat landingrefurbishment was also completed.Other achievements included installation of anew life boat and completion of Umm ShaifAccommodation Platform (UAP) Caison Pilot Leg.With regards to production, targets were achieveddespite the shutdown due to Umm Shaif GasInjection Facilities (USGIF) platforms installations

and tie-ins. Reservoir monitoring activities werecompleted as per targets, in order to maintain wellintegrity.In the area of maintenance, a cold vent was installedon Taweelah Alpha (TA) plant in order to assureuninterrupted operation of the plant. Fire andgas system and main switchboard were upgraded.Maintenance jobs on gas treatment, new gastreatment and TA platforms were carried out duringshutdown.The following projects were carried out:Installation of USGIF Accommodation Platform(UAP), Collector Platform-1 & Collector &Separator Platform-1) and related bridges andsubsea lines.Commissioning of USGIF facilities and completehabitation of USGIF UAP.Completion of the power system upgrading projectand the contingency back-up scheme.


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MAINTENANCE DIVISION (MTD)

The Maintenance Division (MTD) had aremarkable year during which it scored a numberof achievements, atop of which came the successfuloverhaul of ZKWS Water Injection Platformmodules 1 and 4 and the Umm Shaif Super ComplexCollector-Separator Platform No.5.MTD provided material procurement support toUmm Shaif and Zakum to complete the hook upof oil producing wells in US and 10 oil producingwells in ZK. This included support for fabricationof replacement clamps and riser repair using non-metallic pressure and non-pressure containmentwrapping at the clamp location.The division completed a maintenance campaignfor 6 wellhead towers in US Field and 5 towers inZK Field during the period.The Division likewise completed the overhaul andupgrade of several gas generators and power turbines

along with the implementation of a metallurgyupgrade of the Gas Gathering II (GGII).As part of reliability and data managementprogramme, the Division completed 66% of MTDMaximo Taskforce Action Plan and implemented9 new ones Maintenance reports in Maximo wereenhanced.Major activities and achievements of BargeAl-Hyleh during the year included support forshutdowns, wellhead tower maintenance, hook-upsand major overhauls in addition to considerablesupport to Major and Brown eld Projects for USGas Injection Platform (GIP) project work involvingHyundai on USSC Collector Separator Platform(CSP), Northern Riser Platform (NRP) and EasternRiser Platform (ERP).In terms of safety, Al Hyleh Barge completed414,938 man-hours worked without Lost TimeAccident (LTA).On Al Ghweifat Barge, GGII major structural workswere conducted for Power Supply Unit in additionto assisting Brown eld Projects including 10 newwells in ZK Field.

Workers replacing a valve at Umm Shaif Plant

OIL AND GAS COORDINATIONDIVISION (OGCD)

2009 was a successful year for ADMA-OPCOwith respect to production and export. The averageproduction was in the range of 474MBD while theeffective capacity recorded an annual average of533 MBD which was the third highest in ADMA-OPCO’s history.In spite of USGIF and major overhaul activities

on Das Island during October and November, thecompany reached the monthly target without anyproduction shortfalls.The company continued to supply Ruwais Re nerywith Uweinat Condensate and achieved the highestloading quantity – 471 thousand barrels for oneloading- in the company’s history.These achievements were associated with reaching ayearly aring lower than the target and an excellentHSE record.

AUSTRALIA

CHINA

INDIA

JAPAN

NEW ZEALAND

PHILIPINES

SINGAPORE

SOUTH AFRICA

SOUTH KOREA

THAILAND

60.54%

8.58%

5.83%1.19%12.34%2.46%

0.22%

4.85%

2.95%

1.03%

AUSTRALIA

CHINA

INDIA

JAPAN

NEW ZEALAND

PHILIPINES

SINGAPORE

SOUTH AFRICA

SOUTH KOREA

THAILAND39.16%

2.22%2.78%

16.26%

1.35%

25.88%

5.33%2.04% 2.48%

2.50%

Year 2009 ZK Export as per Destination

Year 2009 US Export as per Destination


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In 2009 the Drilling and Support Business Unit secured a number of achievements atall levels including applying best practices, operations, and HSE performance.

DRILLING / SUPPORT BUSINESS UNIT


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DRILLING DIVISION (DD)

The Drilling Division (DD) continued to uphold excellentdrilling and work-over including drilling of complexwells, enforcement of cost reduction initiatives andavailability of resources (rigs, equipment and manpower),performance, in spite of many challenges related to HSE.This was achieved mainly by enhancing teamwork,inspiring and motivating staff, enhancement of existingprocesses and procedures, implementation of new gaswell cementing techniques and superior water basedmud systems, utilization of advanced drilling engineeringsoftware tools and ef cient planning and monitoring ofoperations.

Some of the major accomplishments include:Excellent HSE Performance. No LTI (Lost Time Injury).Drilled and completed wells with an average Well Qualityscore of 98% (target >90%, Stretch >95%) and Well Costindex of 0.94 (target < 1.20, Stretch < 1.10)Drilled Umm-Shaif 7th Pair Gas Producer / Injector wellsUS310 and US311.Achieved excellent drilling performance on two wells. Setnew records in drilling 17 ½”, 12 ¼” and 8 ½” phases.Commissioning of the Real Time Operations Center(RTOC) to support all offshore drilling and loggingoperations.Finalization of operations guidelines for drilling throughNahr Umr Shales formation.Completion of all milestones in the planning of Pre-Khuffwell as per schedule.Drilled and completed 8 Lower Zakum in ll wells as partof additional 100 MBD program.In all areas of HSE, outstanding results were achieved.The 28-point annual HSE plan scored on a monthly basis,closely monitored HSE performance and boosted HSEawareness of drilling personnel.The separation of the drilling organization betweenADMA-OPCO and ZADCO was completed this year andit enabled ADMA-OPCO to give more focus to drillingactivities of Joint Venture and ADNOC offshore wells.

A drilling operation in progress

I nt eg ri ty Da taGathering

OperationalRequirements

TotalWell Quality

99%

84%

82%

98% 98%98%

91%92%

97%

99% 99%

91%

97%

92%

94%

99% 100%

98%

89% 89%

Stretch

110%

105%

100%

95%

90%

85%

80%

110%

105%

100%

95%

90%

85%

80%

Target2006 2007 2009*2008*

* ADMA wells only

WellPerformance

2006

1.07

1.18

1.10

0.94

Wel l Co st I nde x Tar ge t ( 1. 2) St ret ch ( 1. 1)

2007 2008 2009

1.6

1.4

1.2

1.0

0.8

0.6

0.4

1.6

1.4

1.2

1.0

0.8

0.6

0.4

Well Quality Score 2006-2009

Well Cost Index 2006-2009


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LOGISTICS DIVISION (LD)

The Logistics Division provided the best possibleservice levels to all ADMA-OPCO asset units anddivisions, extending relevant support to all offshoresites to ensure the successful operations of all thecompany activities during the year.

Aviation Team

Around 7,897 hours were own by 10 helicoptersfrom January to August. A total of 1,667 helicopter

ights were organised to and from offshorelocations, transporting 35,719 passengers. Duringthe 2nd quarter, new helicopter eet operated by theFalcon Aviation Services (FAS), were introduced toreplace most of the existing helicopters operatedby Abu Dhabi Aviation, in compliance with civilaviation regulation mandates.

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M o v e s

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21

7

15

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1 5 0 S e p

3 5 0

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22

19

16

13

10

7

4

1

Rig/Barge Moves January - August 2009

Marine Technical Team

The Marine Team has handled the inspection of onehundred vessels without sustaining any materialdamage or delays at the operational level.The team also utilized an Automatic Identi cationSystem (AIS) in the implementation of the VesselTracking System and implemented an SMS WeatherWarning System.

Marine Operations Team

A total of 123 rig and barge moves were done andhandled from January to August 2009. At times,due to operational requirement the team was able toconduct more than two moves in a day.Two UAE captains performed their solo rig movesduring 2009 and became the 1st nationals to carryout this kind of critical and risky job which requireshigh skills and commitment.

Das Marine Services Team

Ninety - six Offshore Associated Gas (OAG) projectmodules were of oaded safely without any minorincident at Das Harbour and also during transportto OAG site.During 2009, the total tonnage of materials andcargo (on Deck) delivered to rigs, complexes andDas was 188,000 Tons, which indicates a goodutilization of the vessels deck space (92%).

Shipping Section

One of the major milestones for the ShippingSection was that the total Non-Productive Time fordrilling due to non-availability of supply vesselswas less than 1% throughout the year compared tothe rig working hours.

A helicopter departing Zakum West Supercomplex A boat at Das Harbor Materials ready for shipping to operational sites


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PETROLEUM ENGINEERINGDIVISION (PED)

The major highlight of the year was the explorationof the Pre-Khuff well as per schedule in coordinationwith the Drilling, US Field Development and,Reservoir Technology divisions. The achievementincluded the completion of the casing design andthe accomplishment of a hydraulic feasibility studythat was delivered to ADNOC.The division scored a number of achievements inboth Zakum and Umm Shaif. In Zakum the PEDcarried out successful ow tests in Lower Zakum. InUmm Shaif, the division contributed to maximizingthe testing activities.

At the production level, several achievements weresecured including completion of the assessmentof the ICD (In ow Control Device), rst timeused in ADMA – OPCO wells, by performing twocoiled tubing operations on Zakum Lower - 222

& Zakum Lower - 172. Preliminary results showeffective outcome in allocating water injection incommingled zones.The division successfully completed 8 loggingoperations on high production junction tower ZK – 1 89 through barge Kamikaze without impactingZakum West Super Complex oil production. Italso completed Bi-Annual Gas Tower Loggingoperations as part of reservoir monitoring programof the south gas injection pilot (SGIP) in US Field.

Separators at Zakum Plant

Geoscience Exhibition

RESERVOIR TECHNOLOGYDIVISION (RTD)

RTD had a very challenging and successful yearscoring many milestones in key areas during 2009:In the area of technology, ADMA-OPCO Real TimeOperations Centre (RTOC) was completed jointlywith Drilling & IT divisions and it was inauguratedin May by ADMA-OPCO Management, membersof the Board of Directors and Joint ManagementCommittee.

For the rst time in UAE, RTD introduced a newWork ow of Real Time 3-D Geo-Steering Techniquenamely Modeling While Drilling.In the eld of learning and people development,ADMA-OPCO organized the rst ADNOC GroupGeosciences Exhibition on May 5th to 10th. Themed“The Importance of Geosciences in the Oil & GasIndustry”, the exhibition was held at the companyheadquarters and mainly aimed at promotingGeosciences disciplines among UAE students andADMA-OPCO community.


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DEVELOPMENT BUSINESS UNIT

In 2009, the Development Business Unit enhanced its efforts to adopt a balancedmethod based on organization, people and technology and managed to stayfocused on delivering strategic milestones and KPIs. As part of its expansionprogramme, a new division charged with Development Planning Studies wasestablished.


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FIELD DEVELOPMENTDIVISION (ZAKUM)

The Field Development Division of Zakum Fieldenhanced its efforts to achieve the key KPIs set forthis year. Several milestones have been reached inseveral areas including well review, enhancementof Effective Capacity model, and reservoir studies.To enhance production and build a solid surveillanceplan, the division reviewed all Zakum wells. Thewell reviews are well management processesthat utilize a shared, cross discipline/divisionunderstanding and ownership of the wellstock toidentify opportunities and risks. Eighteen sessionswere held for a total of 85 oil producing wells andgas and water injectors.The Effective Capacity Model was modi ed to thesector level and more plots were added to summarizethe model output. The model is a tool created to

calculate the current and future reservoir capacitiestaking into consideration the ADNOC guidelines,reservoir management practices, rig activities, andnormal reservoir decline.In accordance with the Shareholders’ guidelines

to improve Thamama-V geocellular model,ADMA-OPCO commenced a reservoir rock type(RRT) de nition study through the integrationof dynamic data within RRT and permeabilityprediction. In this new study, the rst step of thework considered all core data measurements(core sedimentology and thin section description,conventional and special core analysis, includingthe new capillary pressure measurements and theopen hole logs).As the outcomes of this study, Rock Types weregenerated for each cored and non-cored well, anda permeability prediction model for each rock typewas conducted.

FIELD DEVELOPMENTDIVISION (US)

FDD (US) continued to work toward achievingADMA-OPCO short, medium and long termbusiness objectives. Following is a highlight of itsachievements:

Arab Reservoirs

The efforts are focused at addressing Shareholdersconcerns and tackling items raised throughField Development Sub-committee (FDSC)recommendations. Studies and analysis havebeen focused to gain an understanding on the owregimes in both Arab C and D so production can beoptimized further. As part of the studies, a thoroughanalysis of the 3D seismic was conducted.The recompletions of the problematic wells to

build up the oil production potential were reviewedfurther.

Khuff Gas Reservoir

Khuff gas reservoir is a key gas supplier to the mainUmm Shaif reservoirs and ADGAS in the shortageperiods; however, in the near future it will be one ofthe main onshore gas suppliers (800 mmscf/d).Up to August 2009 the average production ratefrom Khuff reservoirs in Umm Shaif Field was586 MMSCF/D where it was sustained by 13active wells out of 17 wells. After the successfulcompletion of six Khuff JV gas producer wells, thereservoir production capacity increased to reach800 mmscf/d.The Well Value Assurance (WVAO) process forADNOC ABK GAS EXP/APP well was completedin July.

Methology Applied for Rock Typing Rock Type and Permeability Prediction


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INFORMATION TECHNOLOGYDIVISION (ITD)

The Information Technology Division implementeda number of schemes in 2009 that have proved to beof a great avail to all company divisions.The Drilling Real Time Operations Centre wasestablished. This state-of-the-art room is equippedwith high-end workstations connected to a videowall to display all parameters and graphics on 8LCD screens.An Automatic Certificate Issuance Systemwas added to automate the leave request andenhance the time and attendance flexible hoursfunctionality.The division implemented the AutomaticIdenti cation System to capture boats and vesselsinformation instantaneously in all company offshorelocations.On the infrastructure level, virtualization wasintroduced to enhance hardware availability andresilience for servers and storage.IT security was enhanced by introducing NetworkAccess Control System.The division also contributed to ADMA-OPCO& ZADCO drilling split taskforce by providingZADCO with communication and networkinfrastructure and the required data that they needto be autonomous in their drilling operations.A number of business initiatives have beencompleted in automation covering material forecast,self-billing, contract tolerance, automatic effectiveproduction capacity and integrated business plansystem.

FIELDS DEVELOPMENTDIVISION (NEW FIELDS)

As part of the development studies of the NewFields, planning work commenced for the UmmLulu and Nasr Phase 1 development wells. A numberof signi cant milestones were achieved, including:In the Umm Lulu Field, a new geological andreservoir simulation models were constructedfor all Umm Lulu Reservoirs incorporating thenew reservoir characterization and 3D seismicinterpretation results. The models are being usedto review the Full Field Development (FFD)requirements.In Nasr Field, the Front End Engineering andDesign (FEED) studies for Nasr Phase 1 offshorefacilities and tie-in of USSC water injection systemcommenced. The pre-FEED studies of modi cations

at TOTAL ABK Field facilities started. Preparationof the relevant business agreements with TOTALABK is satisfactorily in progress. One agreementwas signed.In SARB Field, the interpretation of the 3D

seismic data was accomplished. More studies wereconducted to de ne the areal extension of the TarMat and the reservoir rock properties utilizing theseismic data.A new reservoir geological/ simulation model wereconstructed utilizing all the new static and dynamicdata obtained from the appraisal well SR 9 andthe 3D seismic interpretation results. The newmodel was used to review the FFD requirementsconsidering the wells’ drilling from the proposedSARB Arti cial Islands and to consolidate SARBFFDP requirements and provide design parametersof the surface facilities FEED studies.

Control Room

ADMA- OPCO Integrated Work- Flow Process


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PROJECTS AND ENGINEERING BUSINESS UNIT

The Projects and Engineering Business Unit continued to play its role to supportmeeting the considerable challenge of doubling production and consequentincrease in projects, thus reaching a number of milestones throughout the year.


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DISCIPLINE ENGINEERINGDIVISION (DED)

The Discipline Engineering Division continued toplay its role as the centre for facilities engineering

expertise through providing specialist engineeringinput, often innovative, to Major Projects, NewFields and Brown eld Projects delivery teams andworks closely with various Project ManagementConsultants.DED also delivered a number of decision supportpackages to Shareholders for approval.The division supported the Asset Units with a varietyof specialist troubleshooting studies. Hazard &Operability (HAZOP) studies of existing facilitiesand the update of Hazardous Area Classi cationinformation were conducted during the year.

Structural strengthening of the GG-II platform (seegure-1) was completed safely–the outcome of

successful collaboration between DED, IntegrityDivision, Zakum Asset Unit and a number ofspecialist contractors.

A facilities technology strategy was developedfor New Fields which included the evaluation ofIntelligent Oil eld, Combined Cycle Gas Turbines,Automation, and Arti cial Island (see gure-2)technologies.The Process Engineering Community wasestablished, together with other professionalcommunities in ADMA-OPCO, to enhance thesharing and transfer of knowledge throughout thecompany and to de ne the process technologiesrequired for the business in the future. Thecommunity is also a mechanism to establish ProcessSafety Management as a core discipline.

BROWNFIELD PROJECTSDIVISION (BPD)

The Brown eld Projects Division accomplished anarray of projects during 2009, some of which run

as follows:Work continued on the ZCSC Demothballing whichwill provide additional surface facilities required for460 MBD peak oil production from Lower Zakumby mid 2013.Progress was also made in another major projectto Replace 24 Water Injection (WI) lines including24 in Zakum and 4 in Umm Shaif along with theirrespective risers and topsides modi cations.Work also continued in the Zakum WI Pressure& Capacity Upgrade project which involvesinstallation of seven pumps at ZWSC and ZCSC toboost water injection pressure up to 3200 psi andintroduction of a new water injection platform toproduce 120 MBWPD.At Das, the engineering activities of the BuriedPipework Replacement Project were completed in

August, the delivery of all free-issue materials wassecured, 11 road crossings and 6 bund crossi ngs werecompleted and the commissioning of the DistributedControl System (DCS) was done. The laying ofZakum and US Fill Lines was in progress.

For the ZK/US Power System Upgrade, theEngineering, Procurement and Construction(EPC) onshore works were completed, the PowerGeneration Plant deck extension works at both

elds were done and GGII deck extension works(ZK) were completed.This project will maximize the utilization of theexisting power plant capacity in order to meetthe demand arising out of Gas Processing Facility(GPF) and WI project at ZWSC and GIF project atUSSCThe Feed contract for the ZWSC Modi cations for100MBD from Lower Zakum was awarded to in the

rst quarter. This Project will design and installsuitable modi cations at ZWSC to facilitate safe

and reliable handling of the commensurate oil, gasand water pro les at ZWSC.

Natural Gas Treatment Platform and Gas Treatment Plant at Umm Shaif


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MAJOR PROJECTSDIVISION (MPD)

The year witnessed the accomplishment of a numberof major projects by the Major Projects team that

helped the division meet its KPIs requirements.As part of the Umm Shaif Gas Injection Facilities(USGIF), the division successfully delivered andinstalled three topsides by the oat-over methodand ve bridges by the lifting method. Moreover,the project’s detailed engineering, procurementand onshore construction/fabrication works werecompleted in Korea. The riser’s installation andhook-up, modi cations and pre-commissioningworks are in progress offshore.All hook-up and pre-commissioning works will becompleted by end of 1st quarter of 2010 and the

nal commissioning is expected by mid-2010.The project will provide facilities to treat andcompress the Khuff Gas for injection into the ArabC & D reservoirs as well as the separation and watertreatment facilities.The Engineering, Procurement and Construction(EPC) contract for Habshan Integrated GasDevelopment (IGD HAP) was awarded to National

Petroleum Construction Company (NPCC)beginning of April. The contracts for ProjectManagement Consultancy (PMC), the IndependentVeri cation Body (IVB) and the Third PartyAdmnistrator (TPA) were awarded.

In the Integrated Gas Development-US WellHead Towers (IGD WHTs) project, the majorityof the detailed engineering was completed andprocurement works and the onshore fabrication wasin progress in the NPCC facilities in Mussafah.Two jackets installation offshore were likewisecompleted. Project execution completion is expectedby the end of 2011.Around 95% of the detailed engineering andprocurement works of the Gas Processing Facilities(GPF) was completed. GPF will introduce newgas processing facilities in ZWSC to sustain 325Million Barrels Per Day annual average productiontarget for Lower Zakum.The installation of the GPF deck by the oat-over

method and the two bridges and are boom willbe completed by the 1st quarter 2010 while thecommissioning and handover will be completed bymid-2010.

NEW FIELDS PROJECTSDIVISION (NFPD)

NFPD holds the key to shaping the future productionof ADMA-OPCO and plays a key role in the future

growth of the company.Two major projects were undertaken by the NFPDduring 2009. Following are highlights of theactivities of the projects:The rst project is the Nasr Field – Early ProductionScheme which is aimed at installing the facilitiesrequired for the early production of up to 22,000barrels of crude oil from Nasr Field.The project consists of delivering and installingtwo new wellhead towers (WHT 1&2) togetherwith one bridge linked manifold tower (MFT-1) andthe associated pipelines in addition to tie-ins andmodi cations/upgrade at Total Abu Al Bukhoosh(TABK) and US12A. The project is in the DEFINEStage and FEED was awarded in mid July.The second is Umm Lulu Field – Early ProductionScheme (EL01D). This project is meant to installthe facilities required for the early production of upto 24,000 Barrels of Oil Per Day (BOD) in UmmLulu Field. The project consists of delivering andinstalling two new wellhead towers (WHT 4&6)together with one manifold tower (MFT-1) and theassociated pipelines. The project is in the DEFINEStage and waiting for Shareholders’ approval on therecommendation of the awardee.

PROJECTS SUPPORTDIVISION (PSD)

The Projects Support Division rendered considerablesupport to the Projects & Engineering Business Unit

in different areas.The Projects & Engineering Business Unit Manualon how the Business Unit should operate waslaunched in May. The manual covers categories,including: Organization, Internal/ExternalInterfaces, Performance Management, ProjectsExecution, Assurance Risk Management & LessonsLearned, People, as well as a list of applicablebusiness processes.The Project Management Information System(PMIS) was initiated with the objective to introduceon ADMA intranet a platform which providescomprehensive, reliable and up-to-date informationto Management and users pertaining to all PEBUprojects through integration with existing systems.An initiative to offer training opportunities foryoung national engineers has been launched. PSD inliaison with CAMS established a process, a masterplan and a tracking system for providing trainingopportunities within the Projects & EngineeringBusiness Unit.

Installation of a helideck on IGD Wellhead Towers Young Engineers exploring new technologies


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ADMINISTRATIVE SERVICES BUSINESS UNIT

The Administrative Services Business Unit continued to extend support to allCompany asset units and divisions as well as suppliers and contractors. Manymilestones have been achieved. Following are highlights of each division’sachievements:


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HUMAN RESOURCESDIVISION (HRD)

The Human Resources Division, through its task-force teams, managed during 2009 to achieve a

number of goals which has re ected positively onthe entire corporate performance.

Job Design & Policies Team

The Job Design Section conducted job evaluations for259 jobs including 84 jobs evaluated and rati ed byGeneral Management, 15 jobs evaluated and referredto ADNOC for approval, and 160 job descriptionsupdated and approved by Line Managers and convertedinto the Hay System.The Team monitored and controlled the job grades ofthe core jobs during the company’s major organizationalchanges. Furthermore, 15 comprehensive comparativestudies on different level of jobs were conducted to

benchmark grade levels of similar jobs with ADNOCGroup Companies.The implementation of the Flexible Working HoursSystem featured high among the goals achieved by thesection during 2009.The year also witnessed a number of other achievementsand activities by this team including the implementat ionof revised package for service contractors, a revisedpackage for contractors in established posts andsurveys and questionnaires; gathering and producingdata for ADNOC and HR consultancy bureaus.

Strategic & Planning Team

An Automated Leave System is already live for twodivisions. The Monthly Statistics Report has alreadybeen enhanced and now working on the process tosend the soft copy instead of hard copy to move aheadin a more paper-less environment. An AutomatedCerti cate System via an Automated Certi cateMachine(ACM) was launched in March 2009 as partof the HR Self Service Enhancement Policy.

Personnel Administrative Team

Further to HRD’s study on possible cost reduction,several actions and activities were carried out inline with General Management approval including

revision of 2008 Long Service Cash Award, specialallowances and overtime.Proper guidelines for Poor Performance Trackinghave been prepared and implemented.HR System has been updated to include theContractors’ details which will be handled in asimilar Direct Hire system.All employees were alerted for the submission ofthe Emirate ID Card documents.The Social Allowance for children has beenextended for UAE National Female Employeeswhose husbands are not working.

Engagement TypeNationality

TotalUAE Expatriate

Direct Hire * 3 30 33

Short Service * 0 0 0

Lump Sum Package 0 15 15

Secondee ** 1 10 11

Junior 109 3 112

Secondee *** 0 2 2

Contracts 0 40 40

TOTAL 113 100 213* Filling established posts.** Out of which, 4 lling Junior Posts.*** Filling temporary posts.

Planning & Recruitment Team

The Planning & Recruitment Team has exertedconsiderable efforts to meet the Companymanpower’s needs by means of recruitment of

quali ed and highly skilled staff and re-deploymentof a number of employees within the company.A total of two hundred and thirteen (213) employeesincluding juniors were recruited. The breakdown byengagement type and nationality runs as follows:The New Manpower Service Agreement has alsobeen implemented for all contractors across ADMA-OPCO. (Service Orders and Service Contracts arenot included).


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MANPOWER DEVELOPMENTDIVISION (MDD)

This newly-established division played a key role inhelping the company meet its goals with regard toits workforce empowerment policy.A set of achievements have been secured through anumber of events organized by the company:The 4th Future Leaders Conference wasconducted in May 2009. This event was managedby a committee of UAE nationals and the

patronage was highlighted by a first time visit tothe conference by ADNOC Senior Management.What was different in this event was that youngprofessionals from other OPCOs shared witheach other their experience through the high-profile event.

For the fth year running, we have receivedPetroleum Institute (PI) students to do theirInternship in ADMA-OPCO. This year the numberof these students increased to 28 from differentdisciplines.The Talent Management Programme (TMP)continued during the year. The Programmeidenti ed high-potential employees, giving themaccelerated development programmes to helpthem ful ll their potential in the shortest possibletime. The prime objective of the programme is to

ensure that the appropriate talent is available tomeet current and future business requirements,enhance the capability of key employees with hightechnical or leadership potential, retain talent ina competitive environment, and by doing all this,make ADMA-OPCO an employer of choice for

Future Leaders Conference

Established Employees Training:

Type of training No. of Courses& Seminars

UAE National Expats Total of Attendees

In-house 108 569 399 968

External 63 35 28 63

Seminar & Conf. 166 99 67 166

Total 337 703 494 1197

current and potential employees.The TMP participants also attended two LeadershipDevelopment workshops on “EmotionalIntelligence” and “Building High PerformanceTeams”. Many of them have embarked on a “mini-

MBA” sponsored by ADMA-OPCO.

The MDD has spared no efforts during the year toensure continuing improvement of the companymanpower professional level by introducing a newprocess for planning and organizing evaluationcourses. The table below shows the number of

training courses enjoyed by established employees.


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FINANCE DIVISION (FD)

Finance Division had a remarkable year which sawa number of achievements in several areas includingstrategic nancial planning, control and execution

in line with implementing agreements, ADMA-OPCO Accounting Guide, Service Agreements andBest International Accounting Practices.These achievements included:2008 Financial Statements have been preparedand delivered to Shareholders as par ADNOCdeadlines.2009 May Forecast completed achieving thedeadlines of 15% Cost Optimization.

PUBLIC RELATIONS DIVISION (PRD)

The Public Relations Division has had a challengingand successful year in 2009.One of PRD core objectives

is to support the rest of thecompany in providing andcirculating informationand to that end the divisionhas worked on a numberof exhibitions, includingthe Calligraphy & MoneyExhibition, the EnvironmentExhibition with HSED andthe Geosciences exhibitionwith RTD.The division played aleading role in organizingcorporate stand of ADNOCand Group of Companies at

the Abu Dhabi InternationalPetroleum Exhibition andConference (ADIPEC). Itcompleted the preparations for organizing thecorporate stand of ADNOC & Group of Companies

at the 2010 the World Future Energy Summit(WFES).PRD produced a wide variety of publications such

as the Annual Review 2008,the HSE Annual Report

2008, jointly with HSED,an important reference booktitled “Pearl in the Gulf”which tells the story ofthe Marine Heritage of theUAE and a number of otherimportant publications suchas the Labour ConditionsBooklet with CommercialDivision for distributionto contactors, the 4thFuture Leaders Conferencebooklet with ManpowerDevelopment Division anda revised company pro le

brochure.PRD also provided the

material for a Major HealthCampaign on Das Island which covered sixdifferent modules on health and tness and required

Women play an important role in running ADMA-OPCO’s business

Developed and implemented “iClick” ManagementReporting tool for Senior Management.Implemented Self Billing System for ManpowerContracts in Maximo.Implemented New Monthly Financial/Payable

Reports for Senior Management.Financial and Accounting Aspects relating tosplit of ZADCO drilling operations agreementssuccessfully achieved.Finance re-organization completed and new staffassumed responsibilities.Integration of four UAE nationals into establishedposts achieved.

Ramadan kids night


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the production of a total of 34 books, pamphlets,brochures and posters in English and Arabic.The division has produced two strategy documentsthis year: complex documents for the CorporateSocial Responsibility Strategy in conjunction with

HSED and the Education Liaison Strategy (whichis a subset of the CSR Strategy) in collaborationwith MDD.

PRD has coordinated for the capturing of footageof the USGIF major activities, including the oat-over of CPE and UAP. A video library of over 1000titles was also made available for ADMA-OPCOemployees. The Library was renovated and PRDHomepage was launched.

This year PRD Ramadan Activities Programme sawover 6000 people participate in Iftar Saem and morethan 1500 people attend the PRD family activitiesprogramme. The highlight of this was hosting

children from a local orphans programme for anevening of fun & entertainment.

As part of its Corporate Social Responsibility (CSR),PRD has also been very active in managing anddeveloping external relationships with universities,with the media and particularly has been an activesupporter of the newly formed Middle East PublicRelations Association. CSR activities includedsponsorship of educational programmes, studentvisits, and national campaigns and celebrations.

2009 has been a busy and challenging year.However PRD has managed to put in place thefoundations for an increasingly professional

approach for the PRD at ADMA-OPCO.

Storing at Mussaffah Base

COMMERCIAL DIVISION (CD)

The Commercial Division continued to ful ll thecontracts and procurement requirements of the end-users by mutually agreeing on commitment to the

strategy.

As part of the Cost Optimization Initiatives, majorcontracts were reviewed on continuous basis andthe cost optimization strategies were formulatedon case by case basis. Current contracts andagreements were negotiated where potential savingscould be gained, as result a cumulative saving ofUS$ 40 million was achieved. Cost saving of US$1.4 million was acquired by reviewing the end-user material requirements such as cancelling oldunwanted material requests, adjusting the stocklevels & reducing the quantities in purchase requestsand orders.

Up to 288 Contracts were handled for a total valueof US$ 787.5 million including amendments andextensions. A total of 2,541 standard and releasepurchase orders were handled with a total value ofUS$ 69 Million covering a wide range of drilling,production and projects requirements. Up to 5,509items were covered under 150 purchase agreementswith a total value of US$ 116.5 million.

As of end August, ADMA-OPCO stores stock totalvalue was US$ 243.8 million, which is consideredhigh due to the price increase of material ordered/received over the past couple of years and the higherlevel of safety stock to cope with market changesand uncertainties as well as demanding operations

and new projects.

The Review of Warehouse Functions/ Structures,Processes and Procedures was nalized with theconsultant as per the Joint Handover Roadmap.In May, materials write-off for a value of US$ 8.9million was handled after securing ManagementCalligraphy & Money Exhibition.


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LEGAL & INSURANCEDIVISION (LID)

The Legal & Insurance Division continued its rolein 2009 as an advisory body within the framework

of the overall pan-company services.In the area of legal affairs, LID played an importantrole in complying with legal requirements in the

elds of human resources and commercial affairsand completed the Safety and Environment Internaland External Audit. With regards to businessagreements, the Business Agreement’s Sectioncarried out its role in the preparation, review,negotiation and nalization of various businessagreements, including all the new agreementspertaining to the various phases of the New FieldProjects, particularly the NASR and Umm LuluFields.The section also participated in reviewing theexisting agreements. Further, it provided the

necessary advice to General Management and AssetsManagers in respect of the existing Agreementsand the interpretation of their various terms andconditions.LID also recovered substantial amounts incompensation for employees on death, medicalexpenses and disability claims under ADNOCGroup Life/Illness/ Disability Medical ExpensesInsurance Policy.LID also completed successfully the placement ofMajor Project Insurance for the following:Wellhead Tower US251- Modi cation andAssociated Pipelines on USGIF Project – Contractvalued USD163 MLN.Integrated Gas Development Project (IGD-HAP)

Project Contract valued USD475MLN.Over and above, LID acquired insurance coverfor over 20 minor projects under the Small WorksPolicy.

GENERAL SERVICESDIVISION (GSD)

The role of the General Service Division is tofacilitate and provide a high standard of Services

to ADMA-OPCO employees and contractors in allCompany locations – Abu Dhabi, Mussafah Base,DAS Island and Offshore.The three teams of the division continued their roleto achieve the objectives of meeting organizationalneeds and personnel requirements to help addressADMA-OPCO challenges and meet oil productiontargets.

Estates Services Team (EST)

The EST continued its space management schemein the headquarters. In spite of the reduction in thebudget and deferment of “Furniture Replacement”to create more of ces in the Headquarters, the

existing furniture was modi ed on oors 7, 12 and20 to create 15% additional of ces in these oors at10% of the cost of furniture replacement.

Office & Personnel ServicesTeam (OPST)

The Of ce Services Section, in collaboration withPRD has launched a new “Digital Signage System”

replacing the old notice boards. The main purposeof the system is to share information betweenCompany Personnel/Divisions in a modern andprofessional way and in order to facilitate instantadvertising, introduce new technology look anddesign, accommodate many notices in one time,enhance the company’s image, and improvecompany campaigns.The digital Signage System Screens are installed inthe Company Headquarters, Al-Ghaith, Al-Masaoodand Mussafah Base.GSD, in corporation with ITD, is planning to extendthis service to offshore areas in future.The Catering & Recreation Section providedemployees and their families with the Catering &

Recreation Services through Nakheel Restaurant,Local Hotels / Clubs and Heath Centre’s in line withADMA-OPCO health, hygiene and safety standards.

Travel & Documentation Team (TDT)

The Travel Section continued its role to provideservices to company personnel and contractorsincluding hotel accommodation, transportation, airticket, car rental and air freight. The section’s majorcontributions included negotiation of hotel ratesfor extension of one year with effect from 1st Julywhich resulted in an approximate saving of AED 4million.The Documentation Section continued to render its

services to Company Personnel, members of theirfamilies, visitors and ensure compliance with stateregulations.

approval and disposal process. A total of 12,203items receipts for a value of US$ 115.7 million and10,951 items issue for a value of US$ 87.8 millionwere handled.The division’s key strategic achievements

included:The Company’s general terms and conditionspertaining to labour and labour welfare have beengathered and issued in a ‘Booklet’ form with thehelp of PRD.Phase 1 of the ADNOC Group Uni ed SupplierRegistration and Pre-Quali cation Procedure hasbeen completed and approved.The Enhanced Warehouse Management procedurerecommended by Consultancy Services [KPMG]was implemented.

Print Room


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CORPORATE SUPPORT BUSINESS UNIT

A dedicated Corporate Support Business Unit was established on February 1st2009 under the Assistant General Manager (Corporate Support). Entrusted withthe provision of consolidated corporate support services, the CSBU incorporatedthe divisions of Corporate Planning, Business Support and Centre of TechnicalExcellence.


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CORPORATE PLANNINGDIVISION (CPLD)

The Corporate Planning Division (CPLD) hasdeveloped the 2009 Business Plan which was

endorsed by the shareholders. The Business Planwas presented to each of the Divisions to furtherenhance communication.The Division submitted to the shareholders theSelect Stage Decision Support Package (DSP) fortwo major projects – Umm Shaif in- eld PipelinesReplacement and Umm Shaif and the Umm ShaifSupercomplex CTU debottlenecking for 1 Billion

Standard Cubic Feet per Day (bscfd) onshore gasexport. It also submitted the Assess Stage DSPfor two more projects – the Facilities for 32 newoil producers and in eld pipeline replacement tothe shareholders and the 4 New Gas Injectors in

Thamama V.A pilot test for the Drilling BarChart optimizationprocess was conducted in collaboration with theFDD, DED, DD and PED.The CPLD updated the Das Master Plan, incooperation with DIAU. It also issued 2009 updateof the Offshore Gas Data book to ADNOC.

BUSINESS SUPPORTDIVISION (BSD)

Tremendous efforts were made during 2009 toensure the best possible performance by all divisions

in line with the cost optimization strategy underwhich the company organization has been revisitedto assess optimum establishment levels. Takinginto consideration the operational requirementsunder the prevailing 2009 market conditions andanticipated 2010 conditions, these efforts haveresulted in downsizing the company organizationby 124 established posts and 53 manpower servicepositions.Some of the BSD 2009 activities can be highlightedas follows:

Themed as “Closing the Gap in Excellence”, asuccessful Leadership Conference was held inDubai in February involving 60 senior employeesfrom the company.The Annual Innovation Awards Ceremony was

held in March to celebrate the best ten innovativepractices during 2008.In the eld of organizational development, a revisedProject Delivery Model for the Production BusinessUnit was launched to ensure the optimum use ofresources.A number of business processes were reviewed anddeveloped in unison with the revised organizationin order to establish clear positioning and secure arange of interfaces with other business activities.

70th Technical Committee meeting GM exploring the Innovation Award Exibition


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68 Annual Review 2009 ADMA OPCO

Enterprise Resource Planning CustodianTeam (ERPCT)

Following are some milestones achieved by theteam:

* A Project Busin ess Unit Task Force SteeringCommittee progress report indicated tangibleprogress on the resolution of production-relatedMAXIMO issues.

* A commercial and nancial progress reportindicated overall progress on the resolutionof MAXIMO commercial and nance-relatedissues.

* Up to 250 employees attended 31 MAXIMOtraining session conducted during the rst threequarters of 2009.

* In coordin ation with ADNOC TechnicalAdvisory Committee (TAC), the ERPCT isleading the implementation of a benchmarkingstudy to ensure the best possible execution of

MAXIMO at ADMA-OPCO and other OPCOs.A follow-up MAXIMO survey for 2009 wasimplemented in coordination with TAC tobe used a benchmarking tool whereby theMAXIMO usage levels at ADMA-OPCO can becompared to that at ADCO and ZADCO.

CENTRE OF TECHNICALEXCELLENCE

The Centre of Technical Excellence is a corporatefunction that acts as a “Think Tank” to assist the

Company to excel and support the Company indeveloping proactive culture to drive businessesto excellence. It provides professional advice,recommend strategic improvements, scrutinyand challenge across the organization to achievecontinuous improvement.One of the main achievements in 2009 was theCorporate Technical Assurance through assessingthe organization technical capabilities, identi cationof areas that need enhancement and follow upto delivery. This was implemented in two maintechnical areas namely Subsea Pipeline Capabilitiesand Well Integrity Management.Another main achievement was the CorporateKnowledge Management and building internal and

external networks.During 2009 the division was actively involvedin the creation of the Company’s professionalcommunities, organization of the InternationalConference jointly with SPE on Subsea PipelinesRepair Best Practices.To drive and support opportunities for utilization oflatest proven technologies, GM directed the Centreto lead a taskforce to introduce the concept ofIntelligent Oil eld to the Company. The taskforceput together an approach and plan for implementationwhich will form part of the Business Plan.Also, the centre leads the development of CorporateManagement System Framework introducing theEuropean Foundation for Quality Management

(EFQM) Excellence Model to enhance theorganization framework. The model was usedfurther to evaluate and assess the performance stateof ADMA-OPCO i.e. where we are now, where wewant to be and how to get there.The centre provides expertise support in areas ofspecialization and continued to provide support fortechnical standards and guidelines.

“We have seen the fruits of our “One Team” initiatives over the past few

years become integrated into the day-to-day practices of the company

and we are now forging the next steps of our Journey to Excellence”

- General Manager

Documents

In the ancient days Petra was an important watering hole, on the caravan route to Jerusalem from Salalah and Aden. King Vikramaditya