| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
| |
|
|
|
|
|
|
|||||
| |
|
|
|
|
|
| |
|
|
|
|
|
11.15.2006
Hashim El Rifaai Speaks at the Oil and Sustainable Development Conference- London
On the second day of the Oil and Sustainable Development Conference held in London, United Kingdom on 14 th -15 th November, 2006, chairman & Managing Director (Oil Development Company) Mr. Hashim M. El-Rifaai, presented a paper discussing the IOC's partnership with NOCs titled “Benefits of partnerships to the local industry in terms of competitiveness, transfer of technology & Innovation”.
El Rifaai's paper addressed four main perquisites contributing to a successful partnership that would benefit all parties including the local industry. Mr. Hashim also presented several case studies whereby various forms of partnerships fostered competitiveness, transfer of technology and innovation.
Sustainable development and corporate social responsibility are two concepts that the hosting nations try to convey to the IOCs when partnering. Whilst NOCs and local governments are more concerned with the value creation aspect than revenue maximization, the IOCs are more concerned with the latter. A clear vision of what the national interests are, insuring that governments and NOCs' interests are aligned, articulating NOCs' expectations, and agreeing on definitions and measures make up the four pillars of a successful value-creating-revenue-maximizing partnership.
The conference itself provided a great opportunity for participating speakers from Angola , Brazil , Kuwait , Nigeria , Norway , Saudi Arabia and Venezuela to share their knowledge through “true-stories” and case studies contributing to the national benefits through sustainability and social responsibility. The conference concluded with a focus on mutually beneficial partnering concepts enhancing the lives of the communities and contributing sustainability and social responsibility.
 |
|
|
 |
