Working towards a common energy-transition goal
28 November 2022
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In the end, it went right to the wire. Just as it looked like the UN’s 27th Conference of the Parties (Cop27) would conclude without an accord, the weary delegates announced that they had reached a landmark agreement on setting up a fund to help compensate poorer nations for the economic and social destruction caused by climate change.
The statement, two days after the Sharm el-Sheikh summit’s original 18 November end date, was a culmination of some 30 years of negotiations between developed economies and developing nations. The latter had long argued that the damage they have experienced from global warming should be paid for by richer countries responsible for the crisis in the first place.
Although far from perfect, the global ‘loss and damage’ fund was hailed as an important and symbolic step towards hitting the agreed target of limiting global temperature increases to 1.5C above pre-industrial levels by 2030. It also marked the continuing engagement and collaboration by governments across the globe.
“We rose to the occasion,” said Egypt’s Minister of Foreign Affairs and president of Cop27 Sameh Shoukry.
“We worked around the clock, day and night, but united in working for one gain, one higher purpose, one common goal. In the end, we delivered. We listened to the calls of anguish and despair.”
Private sector involvement
While Cop27 has been and will continue to be a policy-setting mechanism negotiated at the highest level, companies played a critical role during the conference.
Firms representing a broad range of sectors, including Vodafone, Microsoft, Boston Consulting Group and Bloomberg, partnered with the event, and many more participated in the main conference and exhibition areas.
Ultimately, governments understand that the private sector will lead the drive towards net zero. Without corporates worldwide investing in clean energy projects and technology, there is little hope that targets will be reached.
Five consistency points
A key supporter of Cop27 was Siemens Energy. Sharing its expertise through panels covering subjects as varied as the Mediterranean’s North-South Energy Partnership, improving power access in Africa by unlocking its green hydrogen potential, and overcoming the challenges of decarbonisation, the energy technology company played a pivotal role in discussions and thought leadership.
It also participated in the world leader’s summit at a roundtable discussing green hydrogen, reinforcing its positioning of energy transition at the heart of its strategy.
Before the Sharm el-Sheikh conference, Siemens Energy president and CEO Christian Bruch outlined five points of consistency that his company considers to be unifying elements in the decarbonisation drive.
The first is the acceleration of renewables. Replacing conventional power generation systems with solar, wind, hydro and other forms of renewable energy is essential to reduce greenhouse emissions.
Despite a considerable increase in the overall share of renewables in the past three years on the back of ever-lowering costs and more efficient technology, more must still be done.
For example, the US needs to triple its share of renewable energy as a proportion of the energy mix by 2050 for the energy transition to succeed. The Asia-Pacific region, meanwhile, will have to increase this figure fourfold.
Regional targets
In the Middle East, every country has now set ambitious targets to increase renewable energy. The likes of Saudi Arabia, Morocco and the UAE are aiming for renewables to account for up to 50 per cent of total production by 2030. To reach these objectives, almost all new power generation projects come in the form of renewables.
However, the impact of greener electricity production could be somewhat offset by continuing demand growth caused by an increasing global population and economic growth.
In this context, the second point is the requirement for improved energy conservation measures, such as policies to incentivise the electrification of industry and transport.
Regionally, the industrial electrification of energy-intensive industries is an optimal opportunity to reduce harmful emissions by harnessing electric boilers and/or electricity-based fuels. Future large-scale blue and green hydrogen production will also have a role to play in industrial processes.
Siemens Energy’s third point of consistency is improving electrical efficiency. The increase in renewable energy capacity and the growth in power capacity, in general, require significant investment in transmission and distribution networks.
This is particularly important in areas such as sub-Saharan Africa, where almost 25 per cent of the population has little to no access to electricity.
The fourth point covers the requirement to use existing conventional power infrastructure to help bridge the gap between the fossil-fuelled economies of today and the net zero of tomorrow.
Progress cannot be made in one step alone and requires a gradual transition. In the meantime, existing thermal plants can employ measures such as combined-cycle technology and carbon capture to make them as efficient and environmentally friendly as possible.
The energy transition is the biggest investment programme since the dawn of industrialisation. If governments, business and society work together, energy transition is a massive opportunity
Christian Bruch, Siemens Energy president and CEO
Mineral production
Finally, to achieve all of this, it is necessary to improve supply chains and increase the production of necessary minerals and rare earth metals required in net-zero technologies, such as lithium, nickel, cobalt and chromium.
Bruch gives the example of a typical electric car, which requires six times more mineral inputs than one powered by an internal combustion engine. He also cites onshore wind plants, which need nine times more than a gas-fired power plant.
If mineral production is not increased and geographically diversified, there is a risk of future supply bottlenecks.
In the Middle East, a good illustration of this is the potential future supply gap for electrolyser systems, and the anodes and cathodes typically made from metals such as zinc, nickel and lithium.
MEED estimates that about 75GW of electrolyser production capacity will be required by 2030 to meet the demand for the raft of planned green hydrogen plants in the region alone, compared with a total global output capacity of just 8GW today.
Industrial decarbonisation alliance
All five consistency points make salient arguments. However, they can only be achieved with close cooperation between the private and public sectors. While the former can spearhead and implement the decarbonisation drive, the latter can provide the regulations and incentives to encourage these initiatives.
The newly formed Alliance for Industry Decarbonization initiated by Siemens Energy and coordinated and facilitated by the Abu Dhabi-based International Renewable Energy Agency (IRENA) is an example of greater collaboration between the public and private sectors.
The 28-member alliance – which encompasses a range of global energy, renewable, consulting and manufacturing companies – met for the first time during Cop27 to outline its joint vision and implementation plan. Its strategy focuses on six pillars and enablers that tie into the points of consistency: renewables, green hydrogen, bioenergy with carbon capture, utilisation and storage (CCUS), heat process optimisation, human capital and finance.
Only through this kind of stakeholder dialogue can the immense and existential challenges posed by global warming be overcome. Governments or companies acting in isolation will only achieve so much on their own. The points of consistency must be considered as a whole and in unison if the world’s climate objectives are to succeed.
As Bruch says: “The energy transition is the biggest investment programme since the dawn of industrialisation. If governments, business and society work together, energy transition is a massive opportunity. There is no excuse for waiting any longer.”
Related reads:
- New alliance forged to accelerate net-zero ambitions
- The journey towards net zero
- Solving Europe’s energy challenge
- Africa’s energy trilemma
- Region primed for global green hydrogen leadership
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Power & water editorThe first phase of Africa’s planned largest hybrid solar and battery installation project reached commercial operations this week. While the 1.1GW Obelisk facility in Egypt is significant in capacity terms, the more interesting detail may lie in its ownership structure.
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This week, Masdar agreed to sell a 60% stake in a portfolio of wind assets in Portugal, a more mature European market with stable regulation and limited currency risk.
Given the developer’s 100GW global target, this would seem a prudent way to recycle capital as part of an aggressive growth strategy.
Meeting global climate targets will require sustained and rapid expansion of renewable capacity. Estimates suggest the world must add more than 1,100GW of renewables annually through 2030 to remain on track.
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Petrokemya awards contract for ethylene oxide project27 February 2026
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Petrokemya, an affiliate of Saudi Basic Industries Corporation (Sabic), has awarded China National Chemical Engineering Group Corporation (CNCEC) the main contract for an ethylene oxide catalyst project.
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Regulatory environment shifting for Kuwait oil and gas tenders27 February 2026

Changes to the way key contracts are tendered in Kuwait have increased expectations that the country is shifting to a new regulatory environment for oil and gas projects.
Contractors interested in bidding for Kuwait’s planned tender for a $3.3bn gas processing facility have been briefed that the country’s Central Agency for Public Tenders (Capt) will not be involved in the tender process.
The exclusion of Capt from participating in the tender process has come at a time of increasing concerns surrounding the role of the agency, and has sparked speculation that it could be excluded from an increasing number of strategic tenders in future.
Capt is responsible for reviewing technical and commercial evaluations of bids and verifying that bidding is competitive.
Prior to its suspension in May 2024, Kuwait’s parliament was often blamed for blocking projects and halting the initiatives of Kuwait Petroleum Corporation (KPC).
However, the suspension of parliament has not triggered an uptick in project activity at KPC, indicating that other problems are holding back decision-making.
As time has passed, many stakeholders have started to view Capt as a key sticking point in the tendering process.
One source said: “There is a lot of frustration within some parts of the country’s oil and gas sector about the time it takes for Capt to review everything and approve a tender.”
Although this is not completely unheard of for small contracts tendered by Kuwait Gulf Oil Company (KGOC) to bypass Capt, it is unusual to see very large contracts bypass the agency.
“A lot of people were very surprised when they heard that Capt would not be involved in this process,” said one source.
“While the agency is resented by many in the sector that see it as a big reason for a lot of delays, it’s also highly respected for stopping corruption and bad practices.
“If you look historically at which large contracts avoided a review by Capt or its predecessor, it was only the most critical and urgent projects.
“The fact that this project is being permitted to side-step the agency’s process seems to mark a shift – and we could well see more big contracts following the same route in the future.”
Past exceptions
An example of a time period when key contracts were allowed to bypass Kuwait’s Central Tenders Committee (CTC), the predecessor to Capt, was in 1991.
During this time, in the wake of the Gulf War, urgent contracts needed to be tendered by Kuwait Oil Company (KOC), including some related to extinguishing fires at oil wells, which were lit by retreating Iraqi troops.
One source said: “I think the early nineties was the last time that large contracts were tendered by KOC without going through the relevant agency.
“It is easier to bypass Capt when it is a KGOC contract, but it’s still very surprising to see it with a contract of this size.”
If more contracts in the future are “fast-tracked” in the same way, it is likely that many stakeholders will welcome the effort to speed up tendering.
However, some are worried that if the streamlined tendering model is replicated too widely, it could undermine checks and balances that stop corruption.
“Kuwait is lucky as it has a system that makes corrupt practices very difficult to participate in,” said one source.
“The country needs to be careful and make sure that it doesn’t undermine the rigour of the system by prioritising convenience.”
Direct awards
Another factor that has impacted expectations about the future of project tendering in Kuwait’s oil and gas sector is that the methods used for several large contracts have been recently tendered in other sectors.
Key tenders that are impacting the discussions surrounding Kuwait’s oil and gas sector are the award of the $4bn Grand Mubarak Port contract to China Harbour Engineering Company in December and the award of a $3.3bn wastewater treatment plant contract to China State Construction Engineering Corporation in January.
Both of those direct contract awards were government-to-government agreements that did not have an open tender process in Kuwait and were not approved by Capt.
One source said: “These huge contract awards to Chinese companies without open tenders in Kuwait were extremely surprising.
“If you had asked me at the start of last year whether this kind of thing would be signed off, I would have told you it’s highly unlikely.
“I think there is no reason why we couldn’t see similar contract awards coming in the future in Kuwait’s oil and gas sector.”
Another source said: “Just like the gas processing contract, these contracts awarded to Chinese firms seem to have side-stepped Capt in a way that is very surprising.”
The planned $3.3bn gas processing facility is not the first time that KPC has tried to reduce its reliance on Capt for processing tenders.
In April 2024, KPC launched its own tendering portal in an effort to streamline the tendering process for projects in the oil and gas sector.
The portal was named the “KPC and Subsidiaries K-Tendering Portal” and is referred to as “K-Tender” by contractors.
The portal gave KPC a way of tendering and communicating with contractors without relying on the Capt website.
“The K-Tender portal was a step towards reducing reliance on Capt and gave KPC the flexibility to tender projects without Capt, even though, at the time, KPC made it clear that it intended to list all tenders both on the Capt website and its own portal.”
The recent direct contract awards to Chinese contractors and the tendering process for the $3.3bn gas processing facility have sent a signal to contractors in the Kuwaiti market that more unusual tenders could be in the pipeline.
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Kuwait awards oil pier contract27 February 2026
Kuwait National Petroleum Company (KNPC) has awarded local firm Gulf Dredging & General Contracting Company a $172m contract to help develop a new south arm facility at the Shuaiba oil pier.
The scope of the contract covers civil, marine, mechanical and electrical work, according to a statement.
Gulf Dredging & General Contracting Company is a subsidiary of Kuwait-headquartered Heisco.
The main contractor on the Shuaiba oil pier project is the Greek construction firm Archirodon. In October last year, KNPC awarded Archirodon a KD160m ($528m) contract to develop the new south arm facility.
The Shuaiba oil pier comprises several structures, including the approach trestle, the north arm facility and the south arm facility. A number of planned projects are to be developed at the Shuaiba port facilities.
The north arm facility consists of two berths, 31 and 32. When operational, it loads refined products for both KNPC and state-owned Petrochemicals Industries Company.
The north arm facility is currently not operational and will be upgraded as part of a separate project.
KNPC is a subsidiary of Kuwait Petroleum Corporation (KPC).
Last year, KPC chief executive Sheikh Nawaf Al-Sabah reiterated that the company plans to increase its oil production capacity to 4 million barrels a day by 2035.
About 90% of Kuwait’s oil production comes from Kuwait Oil Company, which also plans to achieve a daily gas production capacity of 1.5 trillion cubic feet by 2040.
Kuwait is estimated to have 100 billion barrels of oil reserves.
Under KPC’s 2040 strategy, it plans to invest $410bn, sourced from cash flow, debt and joint ventures with other businesses.
Of the $410bn, KPC and its subsidiaries intend to invest $110bn to accomplish the group’s energy transition targets.
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