QATAR - Energy & Mining
General Manager, Dolphin Energy-Qatar
Adel Ahmed Albuainain was appointed General Manager of Dolphin Energy-Qatar in 2007. Prior to this, he was Vice-President of Projects and Site Support at the Abu Dhabi Polymers Company (Borouge). He has more than 30 years’ of experience in the oil and has industry.
Dolphin Energy began as an initiative back in 2002, when the UAE and Qatar started talking about working together to meet the UAE’s demand for natural gas. The project eventually came to fruition and is unique because it brought three nations—the UAE, Qatar, and Oman—together in a gas network for the first time. This project was very high profile from the start. Everyone was looking at it because it was the first of its type in the region and would have a significant strategic impact. As such, it received a lot of support from the countries involved.
The Dolphin Gas Project has impacted all three countries and supported industrial growth and development, although the biggest impact has been on the UAE, where it meets 30% of the country’s energy requirements. However, with a strong track record in community outreach, Dolphin Energy has also played a key role in societal growth and development. Nowhere can this be seen more strongly than in Qatar. The company is a keen supporter of the Qatar National Vision 2030 and the opportunities it offers to drive economic development, environmental stewardship, and societal wellbeing.
There is an agreement with Qatar that covers natural gas supply for a period of 25 years. This agreement obliges us to deliver 2 billion standard cubic feet per day to the UAE and Oman, not including liquids. The strategy is to maintain supply reliably and safely because this is essential to both countries and our customers. We are, in a sense, responsible for energy generation, so you can imagine how important it is to provide uninterrupted supply.
I think that people don’t realize that we were committed to CSR from our inception. For example, the baseline study for the UAE was conducted to ensure there would be no damage to coral and marine habitats when plotting the subsea export pipeline route. Our commitments developed over the years and today we have a strong track record in community engagement, from supporting Qatari nationals through recruitment and retention, endorsing platforms such as the QP Environment Fair, to the Dolphin Energy Doha Dash, the first mass community fun run that is endorsing the vision behind Qatar National Sport Day.
We have a good relationship with all the institutions, particularly Qatar University and Texas A&M University. It is critical we support these institutions—Dolphin Energy requires highly skilled engineers and these universities provide the caliber that we need. We are currently focusing on recruiting Qatari graduates in order to improve Qatarization levels, which currently stand at 32%.
We did, and in addition we received a certificate of appreciation the previous year for the same category: training and development. Receiving the Crystal Award represents an important step in our commitment to Qatarization and is the result of the hard work and dedication of our nationalization team. We work hard to excel in areas where we can display the highest possible standards and have also been recognized for safety and environmental stewardship. This makes us very proud, but the challenge now is to maintain this level.
I think that natural gas will continue to be the main source of energy, as well as the cleanest and most reliable. Qatar is also looking further into the diversification of energy production, particularly into nuclear and solar energy. Another area is shale gas supply and how it could be a challenge for producers.
Our aim is to continue to supply gas to the UAE and Oman. We continue to work hard to make sure that we maintain the uninterrupted flow of natural gas to meet customer requirements. We are also doing well in terms of sustainability reporting and will continue to deepen our commitments in this area and support the Qatar National Vision 2030.
© The Business Year – October 2013