
ADNOC takes final investment decision, awards $5 bn in contracts
The contracts involve expanding key processing units to increase throughput and improve operational efficiency across four ADNOC Gas Facilities: Asab, Buhasa, Habshan (Onshore), and the Das Island liquefaction facility (Offshore). The company intends to take FIDs on two additional phases of the RGD project at Habshan and Ruwais to enable the delivery of greater production capacity to meet growing market demands.
The RGD project will enable the development of new gas reservoirs, which are key to boosting liquid gas exports, supporting gas self-sufficiency in the UAE, and providing essential feedstock to the country's growing petrochemical industry.
Engineering, Procurement, and Construction Management (EPCM) contracts have been awarded in three tranches for phase 1. The first tranche, valued at $2.8 billion, has been awarded to Wood for the Habshan facility. The remaining two tranches – $1.2 billion for the Das Island liquefaction facility and $1.1 billion for the Asab and Buhasa facilities – have been awarded to two consortia: Petrofac; and Kent Plc.
Fatema Al Nuaimi, Chief Executive Officer of ADNOC Gas, said: 'The FID and contract awards for the first phase of the Rich Gas Development project mark a significant milestone in ADNOC Gas' strategy to deliver +40% EBITDA growth between 2023 and 2029. This strategic investment is expected to deliver significant new value for our shareholders and enable continued sustainable growth for the company, our employees, and the UAE.'
Phase 1 of the RGD project focuses on optimizing and debottlenecking existing gas assets while unlocking new and valuable gas streams. As part of ADNOC Gas' long-term strategy, which is focused on growth and futureproofing its business, the RGD project aligns with the company's vision to deliver important growth initiatives between 2025 and 2029. Additionally, the RGD project highlights ADNOC Gas' commitment to enhancing In-Country Value (ICV), with plans to create hundreds of new, field-based technical positions by 2029, further contributing to the UAE's economic growth.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Zawya
3 days ago
- Zawya
Committee on Electricity Calls for Watertight Procurement Policies to Strengthen Accountability
The Portfolio Committee on Electricity and Energy received a briefing yesterday from the Department of Electricity and Energy on the Battery Energy Storage System Independent Power Producer Procurement Programme from the Minister of the department, Dr Kgosientsho Ramokgopa. The Minister told the committee that the engagement with the committee was to ensure accountability and transparency especially in the light of the recent allegations concerning conflicts of interest and procurement irregularities that have been levelled by the Umkhonto weSizwe (MKP) Party regarding the Battery Energy Storage Independent Power Producer Procurement Programme. The Minister stated that the department had nothing to hide hence it agreed to appear before the committee and brief it as per the request of the MKP that brought the allegations. The Minister said: 'We welcome the scrutiny from both the members of the committee and the public regarding the procurement process for the Battery Energy Storage System (BESS).' He stressed the department's commitment to ensuring that the procurement processes are upheld with the utmost integrity and fairness. "Our commitment to transparency is paramount. We must ensure that public resources are managed responsibly and that all stakeholders are held accountable," said Dr Ramokgopa. The Minister and the senior departmental officials and the Independent Power Producer (IPP) officials provided a comprehensive overview of the BESS procurement process. The presentation outlined the objectives of the program, which includes enhancing energy security, promoting Black Economic Empowerment (BEE), and ensuring transparency in the procurement of private sector generation capacity. A key point of discussion amongst some committee members was the involvement of the former Chief Operating Officer of Eskom, who has been awarded a tender under the current IPP procurement process. Some committee members expressed concerns regarding the appropriateness of awarding contracts to an individual with such a recent history in a senior position at Eskom, questioning whether this could potentially lead to perceptions of favouritism or conflict of interest. Members of the committee highlighted the importance of maintaining public trust in the procurement process and said that stringent measures should be implemented to prevent any appearance of impropriety. The committee stressed that it is vital for the integrity of the procurement process to be upheld and for public confidence in the decisions made by the Department of Electricity and Energy to be restored. Members of the committee sought clarification on the governance mechanisms in place to verify declarations made by bidders, emphasising the need for due diligence beyond mere declarations to ensure compliance with BEE commitments. The committee questioned whether the procurement process had adequately considered the implications of awarding contracts to individuals with recent ties to Eskom. In response to these concerns, Dr Ramokgopa reiterated the government's commitment to fostering a diverse and competitive energy market. He said: "We acknowledge that while we have made progress, there is still much work to be done to ensure that the benefits of these projects are shared equitably among all South Africans, particularly those from historically disadvantaged backgrounds." Regarding the BESS procurement process the committee expressed concerns about the slow pace of the current IPP processes, questioning their effectiveness in contributing to industrialisation and economic growth in South Africa. In addition, members of the committee highlighted the perceived failure of the IPP process to create genuine long-term and sustainable transformation, particularly regarding the BEE within communities. Distributed by APO Group on behalf of Republic of South Africa: The Parliament.


Zawya
5 days ago
- Zawya
JAGGAER introduces first intelligent AI copilot for procurement transformation
Dubai, United Arab Emirates – JAGGAER has introduced to customers and partners its latest bold leap forward in enterprise procurement transformation. JAI, pronounced 'Jay', an intelligent human-guided AI orchestrator, provides next-level guidance and navigation, but also offers a critical opportunity to deliver new value. JAI is more than an assistant; JAI is an insightful partner for procurement teams. As agentic AI is beginning to reshape global commerce, JAGGAER has reimagined the relationship between procurement and technology. JAI is part of JAGGAER One and an evolution of JAGGAER Assist. JAI is an embedded conversational chatbot powered by LLMs, incorporating Q&A capabilities, PO invoice anomaly detection and Gen AI drafting & summarization with new, more powerful orchestration. With JAI customers will experience intuitive and efficient end-user experiences across the platform – all with an equally important 'Human in the Loop'. JAGGAER customers can start using JAI Assist today, a conversational assistant with contextual coaching that streamlines procurement by answering questions, guiding navigation, and initiating tasks like RFP creation and supplier evaluation. Looking further ahead into 2025, JAI Copilot will offer advanced contextual support, identifying outliers and suggesting actions, with real-time guidance across sourcing, contracting, and supplier management saving hours of analysis – followed by JAI Autopilot, the no code/low code agentic platform for autonomously managing complex procurement workflows to elevate strategic decision-making. This pragmatic evolution offers JAGGAER customers speed and scale they can trust. While previous releases delivered self-service help, knowledge retrieval, and the ability to trigger workflows using natural language, JAGGAER is taking AI capabilities a step further. Beginning this fall, JAI will offer the full orchestration of intelligent features by developing agent orchestrators to handle tasks like forecasting, spend management, cash flow management, contract management, and RFx automation, into a unified, conversational, and outcome-driven experience. JAI has been designed to revolutionize how users engage, decide, and deliver outcomes. While to date AI agents have been mainly able to execute tasks such as PO match and supplier outreach end-to-end, JAI is able to orchestrate those agents in copilot mode with its human users, toward a business goal. JAI thus is a trusted digital advisor that coordinates across domain agents—be it sourcing, contracting, or category strategy. The JAGGAER AI roadmap sees JAI evolve into an autopilot, enabling truly autonomous procurement thanks to their ability to execute adaptive as well as deterministic workflows independently, while users act as high-level overseers and decision-makers. 'Today, we're not launching a feature—we're activating the intelligence foundation for JAGGAER's future', says Jon Lawrence, Chief Product Officer at JAGGAER. 'This isn't about adding AI to procurement. It's about transforming procurement into an intelligent system—one that learns, adapts, and gets better with every decision. JAI is how we'll scale expertise, accelerate outcomes, and unlock a new era of value for our customers.' Customers are invited to reach out JAGGAER to be part of this revolution and join the Early Access program for co-innovation. About JAGGAER JAGGAER is a global leader in enterprise procurement and supplier collaboration, and the catalyst for enhancing human decision-making to accelerate business outcomes. We help organizations to manage and automate complex processes while enabling their highly resilient, accountable, and integrated supplier base. Backed by 30 years of expertise, our proven AI-powered industry-specific solutions, services, and partnerships form JAGGAER One, serving direct and indirect, upstream, and downstream, in settings demanding an intelligent and comprehensive source-to-pay solution. Our 1,200 global employees are obsessed with helping customers create value, transform their businesses, and accelerate their journey to Autonomous Commerce.


Khaleej Times
5 days ago
- Khaleej Times
Social infrastructure drives progress, and the UAE is taking the lead
The country is modernising procurement and embracing digital platforms,ensuring efficient, transparent delivery of critical healthcare, education, and community services Dubai's shimmering skyline is a testament to what visionary infrastructure can achieve. But the UAE's most transformative opportunity today lies not only in its skyscrapers or airports, but in the everyday spaces that shape community life, such as in schools, hospitals, public spaces and community hubs. With the UAE's population growing at an accelerated rate of 4% annually, and approximately 88% of the population residing in urban areas, the demand for healthcare, education, and community services is surging. The country's rapidly expanding youthful demographic, with a median age of just 35.8, further amplifies this need. Social infrastructure is quickly emerging as the nation's opportunity to take the next great leap forward. In October 2024, the UAE Cabinet approved a balanced Dh71.5 billion federal budget for 2025, and almost 40% of that budget was allocated to social development, with education accounting for the majority of spending in that sector, followed by healthcare. Dubai's 2040 Urban Master Plan will increase land allocation for educational and healthcare facilities by 25%, ensuring tomorrow's communities have access to essential services close to where they live. Meanwhile, newly introduced federal legislation on Public-Private Partnerships (PPPs) in 2024 provides a modern, investor-friendly framework to accelerate social infrastructure delivery. These reforms underscore a broader shift: one that sees liveability, inclusion and resilience as pillars of national competitiveness. New insights from Ansarada's Social Infrastructure Outlook 2025 align with this momentum. Insights from the report, developed in partnership with Infralogic, predict a 25% rise in project activity across the Middle East by 2027, pushing annual transaction values to an estimated US$2 billion. Already, the UAE has committed more than Dh27 billion (US$7.4 billion) to upgrade and expand its social infrastructure footprint. These figures are encouraging, yet they spotlight the one process that has the potential to slow momentum: procurement. Traditional procurement processes often rely on sprawling email threads, unsecured document transfers, and cumbersome spreadsheets, which can significantly delay project delivery. If the UAE is to fully unlock the potential of social infrastructure, a smarter and more innovative path from concept to contract is essential. Digital, transparent and standardised procurement systems are critical. By modernising procurement, the UAE can reduce delivery risk, fast-track approvals, and strengthen investor confidence. Digital procurement platforms can automate compliance, reduce risk, enhance transparency, and accelerate deal flow. In short, they turn procurement into an engine of innovation, not an obstacle to it. The future of the UAE The UAE is uniquely positioned to move into this next phase of societal growth. It has the vision, the capital, the regulatory framework, and a clear demographic mandate. What remains is to match the scale of ambition with the processes needed. Social infrastructure is more than steel and concrete. It's about enabling people to thrive through education, healthcare, housing, and community. By embracing digital delivery tools and prioritising smarter procurement, the UAE can ensure its next chapter of growth is defined not only by what it builds, but by how its people thrive within it.