Bill Resnik found an article in the Lawrenceville Daily Record from the late 1970s and shared it with Eric Hansen, who shared it with Ray Stevens, who shared it with Aramco ExPats.
According to Ray, “In 1977, Aramco (Arabian American Oil Company) sent a notice to the four parent companies (Exxon, Mobil, Texaco, and SoCal) that they needed some engineers; crude production rates were going through the roof.”
The article features the following engineers: John R. Tredway, Ernest E. Holt, James E. Naeger, James R. Hutchins, William A. Resnik, and Eric L. Hansen.
Excerpt: Six engineers from the Texaco Inc. Lawrenceville plant have been temporarily assigned to the Arabian American Oil Co., a nonsubsidiary company, according to the L.T. Townsend, plant manager.
Click here to download PDF of full article.
CNPC president Jiang Jiemin, left, and Saudi Aramco president and CEO Khalid A. Al-Falih shake hands at the signing of the memorandum of understanding between their two companies.
DHAHRAN, December 24, 2010 — Saudi Aramco and China National Petroleum Corporation (CNPC), parent of PetroChina, have signed a memorandum of understanding (MoU) during a four-day visit to Saudi Arabia by a CNPC delegation headed by CNPC’s president Jiang Jiemin.
CNPC president Jiang held discussions in Dhahran Dec.18 with Khalid A. Al-Falih, president and chief executive officer of Saudi Aramco, on a wide range of topics of mutual interest.
Saudi Aramco and CNPC agreed to expand crude oil trade and strengthen their cooperation on refinery and petrochemical projects, as well as technology services and equipment supply to the petroleum industry.
Members of the CNPC delegation visit the Saudi Aramco Exhibit during a trip that resulted in a Memorandum of Understanding.
Saudi Arabia is currently the leading supplier of crude oil to China. CNPC is China’s largest integrated oil and gas company and has extensive investments outside China both upstream and downstream.
The 13-member delegation toured Saudi Aramco facilities in Dhahran, including the Oil Supply Planning & Scheduling (OSPAS) Center and the Saudi Aramco Oil Exhibit. The delegates also visited the Shaybah oil producing facilities deep in the Rub’ al-Khali (or Empty Quarter).
Accompanying the CNPC president were a number of company officials, including CNPC’s assistant president Li Runsheng and PetroChina vice president Bo Qiliang.
MANAMA, Bahrain, December 22, 2010 – More than 700 professionals and academics from the region and the world gathered in Bahrain for the first Middle East Maintenance Conference and Exhibition (MAINTCON 2010) with the theme “Managing Maintenance for Operational Excellence.”
It was the first event of the newly established Gulf Society of Maintenance Professionals (GSMP), which hopes to provide a forum for asset managers and engineers throughout the GCC.
MAINTCON 2010 chairman was Saudi Aramco’s Nezar Al-Shammasi. (Photo: Stephen L. Brundage)
During his welcoming remarks, senior vice president of Operations Services Abdulrahman F. Al-Wuhaib put the importance of good maintenance practices into perspective. Maintenance excellence is vital because it is a key to safety, Al-Wuhaib said.
Your own lives and health, and the lives and well-being of all workers in our industries, depend on safe operations utilizing well-maintained assets. Best practices in maintenance also protect the natural environment.”
He noted there were other benefits, as well.
“Perhaps the most dramatic and valuable outcome of our strategic corporatewide approach to maintenance is measured in huge sums of money we have not had to spend. Over the past five years, we have realized a reduction of maintenance expenditure,” Al-Wuhaib said, noting that Saudi Aramco’s Maintenance Cost Index also dropped by 10 percent during the same time.
Later in the conference, Southern Area Oil Operations vice president Saad A. Al-Turaiki spoke about the company’s maintenance evolution, starting with reactive maintenance in the early days to preventive maintenance in the 1950s and ’60s to predictive maintenance in the ’80s and ’90s that led to the current, proactive, asset-management maintenance.
He said Saudi Aramco took a maintenance-based approach when closing facilities responding to the oil glut of the late ’80s. “We succeeded in putting a comprehensive, well-thought-out mothballing program in place that allowed us to put these plants back in service within three months when the demand picked up again at the beginning of the ’90s,” Al-Turaiki said.
“This mothballing program, which kept the out-of-service machinery healthy for a decade was a maintenance-based program that mimics the challenges the industry faces today.”
He said Saudi Aramco has adopted a new model for maintenance.
“To foster the anticipated maintenance transformation and pave the way for organizations to realize associated benefits, the Maintenance Council introduced the new concept of managing maintenance as a business,” Al-Turaiki said.
“It defined the major maintenance business elements — namely, the work force, equipment, support services and systems. The council assessed maintenance performance with respect to each of those maintenance business function elements. Then, performance gaps were identified in reference to a collection of internal and industry best practices, world-class performance levels, as well as best-in-class targets.”
MAINTCON 2010 chairman Nezar Al-Shammasi, director of Corporate Maintenance Support for Saudi Aramco and chairman of the board of GSMP, told participants that GSMP, in collaboration with other maintenance societies from Australia, Brazil, Europe, South America, and the United States, have established the Global Forum for Maintenance and Asset Management (GFMAM) to share research and information.
The conference featured 57 technical papers, a number of which were presented by Saudi Aramco employees. In addition, 55 regional and international companies exhibited the latest maintenance tools, equipment, services and technologies.
“Excellence in maintenance — just like excellence in other aspects of business — cannot be sustained if it is held in isolation,” Al-Wuhaib told delegates at the beginning of the conference.
“A business cannot have true, comprehensive operational excellence unless there is a high level of engagement throughout the work force. Because the entire Middle East region has much in common culturally, we all stand to gain by fostering among all of our businesses a common culture of operations and maintenance excellence.”
DAMMAM, December 22, 2010 — The first of three new Embraer jet aircraft arrived recently in Dammam from the manufacturer in Brazil.
Members of Aviation management pose in front of a new Embraer aircraft with Industrial Services executive director Mazen I. Snobar, ninth from left, at the Saudi Aramco Airport in Dammam.
Each aircraft has a capacity of 70 seats in a passenger configuration and a range of 2,000 nautical miles. They can fly at an altitude of 41,000 feet and cruise at 461 knots. Many regional airlines, including Saudia and Gulf Air, operate similar aircraft.
The three aircraft, which arrived Nov. 27, will replace the 37-passenger Dash-8 propeller aircraft and will also relieve some of the Boeing flights that have a capacity of fewer than 70 passengers, thus helping optimize the load factor and increase efficiency. The Embraer aircraft are much faster, quieter and smoother than the Dash-8s.
The replacement is part of a program to modernize the fleet. It began in early 2010 with the replacement of two old executive Hawker 800 aircraft with a newer class, the Hawker 900XP.
Also, two new Beechcraft King Air 350CERs received in December replaced the old Twin Otter (DHC-6) aircraft. The Beechcraft mainly will be devoted to medical patient transfer and desert operations.
DHAHRAN, December 22, 2010 — Returning to the Kingdom for the first time in 50 years, 77-year-old, former Aramcon Barbara Namour recently took the time to share some of her memories and thoughts.
Barbara Jarrett is pictured here on a visit to Hofuf. Jarrett’s time in the Kingdom more than 50 years ago sparked a lifelong interest in the Middle East.
Barbara Jarrett came to Aramco in 1957 from Texas. The then-23-year-old’s decision to take a job half a world away was purely fiscal at first. After the death of her father, financial responsibilities forced Barbara to quit her university studies in pre-law and enter the work force.
Her Aramco salary was more than double the pay of her job at Braniff Airlines and would allow her to save enough to resume her studies. However, what started as a sensible choice was the beginning of a fascination with the Middle East that would last a lifetime.
Arriving at Aramco with “no expectations,” Barbara worked in the communications department as an air-to-ground operator — monitoring and maintaining contact with aircraft crew on the two-way radio system as they carried out Rub‘ al-Khali exploration missions.
Communications with marine stations were done in Morse code and handled exclusively by men, as it required the lines to be open 24 hours, and the women, although they also worked shifts, were not permitted to work the 11 p.m. to 7 a.m. shift.
Barbara was also responsible for encoding communications between Saudi operations and company headquarters on Park Avenue in New York. The encoding and decoding, done with a teletype machine (an electromechanical typewriter that could communicate typed messages from one location to another), was highly confidential and even the district manager was not allowed access to the room where the work took place.
At that time, al-Khobar was only three or four streets. Outside camp gates, besides the consulate and airbase, was mostly desert. Dhahran’s population was just a few hundred people, and there were very few cars. Barbara recalls walking to work during a locust plague, with insects so thick she could barely see her hand in front of her face.
Recreation revolved around the dining hall; the bowling alley, where she bowled her only perfect 300; the Rendezvous Club; the theater; a small library; three tennis courts and the swimming pool.
In the Commissary there were no fresh eggs or milk, and most of their food was canned, although fruit and vegetables came once a week on a plane from Lebanon. Personal contact with the United States was mainly by mail, but it was possible to apply to make a telephone call home, though connections often were poor.
Despite missing her family and enduring some hardship, Barbara describes life during those years as a “privileged lifestyle.” “We depended very much upon each other and were insulated from the day-to-day cares of the world — an existence where you were not bombarded with the troubles of the world,” she said.
Barbara also relished her experiences of life outside Aramco. While exploring the desert Kingdom, more than once Barbara met with bedouin families who invited her to share a meal with them.
After leaving Aramco in 1960 to study modern Middle East history at the American University of Beirut, Barbara met the Lebanese-born Michel Alexandre Namour, a former Aramco contractor and friend of her roommate, Judy Flanagan. They married in Lebanon in 1964 and returned to New York in the late 1960s, where Michel Alexandre worked as a senior executive with JP Morgan.
Barbara is now living in San Antonio, Texas. Her son, Alexandre Michel, still lives in New York with his wife and daughter.
As well as spending time in Dhahran with her nephew, petroleum engineer Clark Jarrett; his wife, Mathild; and their children Victoria, Olivia and Lawrence, Barbara also completed a 12-day archaeological tour of museums and historic sites and digs, including Jiddah, Abha, Najran, al-Ula, al-Jawf, Hail, Riyadh and Damman.
Over the course of her visit, she has not only seen the history of Saudi Arabia but also the transformation and progress of the past 50 years. She said that the Saudi people “had retained their friendliness, courtesy and graciousness through a period of enormous change.”
She said she was impressed by the leaps forward in education and the King’s commitment to building universities. Barbara added that she hopes “that as the Kingdom of Saudi Arabia takes its place in the modern world that it will do so without losing its culture and customs.”