US Trade & Development Agency (USTDA)

Egypt Ministry of Petroleum – Oil/Gas Sector

Executive Management and Leadership Training
Tuesday, October 29th, 2019
December 3rd Site Visit to Middle East Oil Refinery (MIDOR)
Corpus Christi LNG, Texas, USA Alexandria, Egypt

Bechtel Confidential – Not for distribution

outside of authorized parties
 Agenda

Agenda
▪ 8:00-8:05am: Introductions – Joe Thompson

▪ 8:05-8:20am: Overview of Ministry, Entities, and Governance – Hesham Noureldin

▪ 8:20-10:00am: Bechtel Governance, Quality Decision Making – Multiple

▪ 10:00-10:30am: Sustainability – Heloisa Schmidt

▪ 10:30-11:00am: Open Dialogue – Sharing Experiences – All

▪ 11:00-12:00pm: Lunch (room 4C)

© 2019 Bechtel Corporation (Bechtel). This document contains information that is confidential and/or proprietary to Bechtel and its affiliated companies, and it must not be used, divulged, or reproduced in any
form or in any part without Bechtel’s prior written permission. All rights reserved.
© 2018 Bechtel | 2 Level 3 - Bechtel Internal
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 Participants
Delegate Organization Bechtel
Mr. Hesham Noureldin Misr Fertilizers Production Company (Mopco) Joe Thompson OG&C General Manager – D&C
Eng. Yasser Salah El Din Egyptian Natural Gas Company (Gasco) Sergio Buoncristiano OG&C Operations Manager – D&C
Eng. Mohamed Abady Alexandria Mineral Oils Company (AMOC) Eman Salama Project Manager – Corpus Christi LNG
Eng. Ashraf Abdel-Gawad Qarun Petroleum Company (QRC) Jeff Sipes OG&C Manager of M&BD
Geo. Dr. Samir Raslan Egyptian Natural Gas Holding Company (EGAS) Heloisa Schmidt Regulatory Approvals Manager
Eng. Hisham Ahmed Selim Egyptian Petrochemicals Holding Company Melissa Jones BD Operations Manager – D&C
(ECHEM)
Eng. Maha Attia Ministry of Petroleum & Mineral Resources Joe Ghazal Bossiness Development Associate – D&C

Eng. Hala Kassem Ministry of Petroleum & Mineral Resources

Eng. Dawlat Hashem Egyptian Natural Gas Holding Company (EGAS)
Eng. Alaa Hagar Pharaonic Petroleum Company (PHPC)
Eng. Mahmoud Nagy Ministry of Petroleum & Mineral Resources

© 2019 Bechtel Corporation (Bechtel). This document contains information that is confidential and/or proprietary to Bechtel and its affiliated companies, and it must not be used, divulged, or reproduced in any
form or in any part without Bechtel’s prior written permission. All rights reserved.
© 2018 Bechtel | 3 Level 3 - Bechtel Internal
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 Bechtel in Egypt
A long term business strategy
Current Engagements
▪ BP West Nile Delta (WND) EPC
o A Peak Work Force of over 7,000
o PMT includes 200 highly skilled Egyptian staff
o First gas December 2018
▪ Egyptian Refining Company (ERC)
o Critical project completion support
o Delayed Coker Licensor
▪ Suez Oil Processing Company (SOPC)
o Delayed Coker Licensor
▪ Red Sea Refinery
o Delayed Coker Licensor
▪ Assiut Oil Refinery Company (ASORC)
MOP Priority Projects
o Delayed Coker Licensor
▪ Middle East Oil Refinery (MIDOR) ▪ Suez Canal Corridor Petro-Refinery Project, EPC

o Delayed Coker Licensor ▪ Red Sea Refinery, EPC+F

▪ Carbon Holdings ▪ Alamein Petro-Refinery Project, DFS
o Tahrir Petrochemicals PMC ▪ Egyptian LNG 3rd Train Expansion, Study
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 Overview of Ministry, Entities, and
Governance

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 Bechtel Governance, Quality Decision Making

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 Driver #1: Selection of Leaders to be Decision-Makers

▪ Our effectiveness depends heavily on the quality of the people we select to lead the company.
▪ Every time we hire or promote someone, we are choosing a person who will need to be
accountable, exercise active management, and positively influence the quality of our culture.
▪ Bechtel Management spends significant time in both formal and informal processes to identify,
develop, recognize, and reward: (1) leadership talent and competence, and (2) professional-
technical expertise.
▪ Remove personnel not able to deliver sustained performance combined with effective leadership
behaviors.

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 What It Takes To Be Successful

▪ Work hard, but maintain a healthy work-life-balance

▪ Be ethical and use the Vision, Values and Covenants
▪ Make sure you understand what is being asked of you and ask questions if needed (questions
are not a weakness)
▪ Set reasonable targets and do what you say you will do
▪ Give early feedback on any road blocks/problems to eliminate surprises

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 Driver #2: Individual Accountability

▪ Single most important element of good decision-making.

▪ Discipline of being consistent in performance is achieved by driving accountability.
▪ Accountability is discretionary, it can be driven by setting a culture of accountability. That’s a set
of rules that must be clear and keep people to the highest standard:
▪ Actions need to be specific on how and what success looks like.
▪ Give clear expectations. Use measurable figures.
▪ Excuses or complaints are not reasons to fail. So don’t say why you can't, rather show how
you can deliver.
▪ There are consequences if the job doesn’t get done. Don’t threaten people, instead explain
that everyone has to deal with consequences associated with missed performance.
▪ Coach people through their challenges. Discuss with them how they can improve.
▪ Finish with love. Remember that you are dealing with people and they have emotions, pride,
bragging rights, and want to make a difference. They have their aspirations and they care
about their future.

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 Driver #3: Active Management Practices

Objective Examples

Be current on the important details of • Overarching safety, quality, cost and schedule goals for a project or business line
the operations; setting expectations • Stretch targets
• Annual, quarterly, and monthly goals
• Weekly performance tracking
• Individual priorities
• Penetration as needed without micromanaging; timely engagement to contain issues
Know and be known to the team • Being available for the workforce
• Approachability for early identification of issues
• Walking the floors/jobsite with different layers of the workforce
• Soliciting diversity of thought and engagement for input into decision making
• Workforce/customer camaraderie and teambuilding
Understand our markets with insight to • Customer and employee satisfaction
our stakeholders’ needs • Feedback to the supply chain
• Focus on finding solutions to our customers’ challenges
Drive strategic work process • Implementation of lessons learned with line of sight on actions to institutionalize lessons
improvements • Competitiveness and adding value
Consequence and recognition • Compensation
• Company/business unit recognition and rewards
• Expansion of responsibilities
• Demotion
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 Driver #4: Our Culture

▪ Culture is both a cause and effect for decision-making behavior because each decision is;
▪ Influenced by attributes the individual brings to it (some of which are shaped partly by the
company’s culture), and
▪ A result of our collective behaviors and their consequences, which are critical determinants
of the company’s culture.

▪ Pride & Motivation

▪ Integrity
▪ Leadership Behavior
▪ Pursuit of Performance Excellence

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INFRASTRUCTURE

MINING & METALS

NUCLEAR, SECURITY & ENVIRONMENTAL

OIL, GAS & CHEMICALS

Overview of Bechtel
Sustainability
 Bechtel Sustainability is integrated and implemented through an
enterprise strategy, implementation process, reporting, and
stakeholder engagement and communications.

Sustainability Principle and Objectives

Enterprise Implementation Measurement and Stakeholder

Strategy Process Reporting Engagement &
Communications

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 Principle and Objectives
Sustainability is grounded in the Bechtel Vision, Values, and Covenants. Operationally, it’s
anchored by an overarching guiding principle and four core objectives.

We regard sustainability as our responsibility to enhance the positive

effects of our projects where possible and avoid or mitigate the
potentially negative ones. We believe that we are not just delivering a
physical asset to our customers and communities, but also creating an
enabling environment that will benefit them in the long term.

Protect People Partner with Promote Pioneer

and the Communities Economic through
Environment and Society Development Innovation

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Enterprise Strategy
Bechtel’s sustainability strategy aligns with the structure of Bechtel. It optimizes its
strengths as a decentralized model, drives innovation, and promotes continuous
improvement in focus areas.

• Devolve roles and responsibilities of implementing sustainability to global

business units and key functions and services – like safety, everyone has a
role.
• Empower them with technical support, resources, and tools to “own”
sustainability and contribute new knowledge and best practices.

• Engage in global issues material to the EPC industry and contribute our
experience or ideas even if we don’t have all the solutions – be active
participants, not observers to these issues.
• Focus on climate change, energy security, water scarcity, human rights,
and economic opportunity.

• Establish enterprise sustainability goals and targets that are purposeful and
meaningful to Bechtel (e.g., don’t collect data for the sake of collecting).
• Demonstrate cost efficiencies by being sustainable and generate
opportunities to share know-how and good practices across the business
units and functions and services.
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 Implementation Process
Bechtel’s sustainability management system integrates existing policies, processes and
procedures to strengthen a “whole-of-enterprise” system. Sustainability does not rest with
a single individual or corporate function.

1. PLAN: Bechtel’s Vision, Values and

Covenants, Corporate Sustainability Policy,
and Operating Committee (chaired by PLAN
Bechtel’s Chairman and CEO) sets the vision
and objectives.

2. DO: Bechtel’s Sustainability Management

Instruction identifies roles and responsibilities,
supporting policies and core procedures, and
training.

3. CHECK: Bechtel leverages various Bechtel

mechanisms like policy reviews, business unit ACT Sustainability DO
team meetings, key supplier engagements, Management
and ES&H audits to deepen the integration
and monitor the performance of Bechtel
sustainability.

4. ACT: Bechtel’s focus is on sharing

knowledge and insights to drive continuous
improvement. We leverage Bechtel’s internal
Knowledge Management Network, function
and business unit bulletins and newsletters,
business unit or project leadership meetings, CHECK
internal peer assist opportunities, Yammer
posts, and annual “Sustainability Month”. Level 3 - Bechtel Internal
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Measurement and Reporting
Our annual report and bechtel.com are the primary ways we report our performance. We
use the Standard Disclosures from the Global Reporting Initiative Sustainability Reporting
Guidelines to inform our disclosures.

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Additional Measurement and Reporting
Our 2030 enterprise goals and targets, launched in 2017, advances Bechtel’s sustainability by
delivering impact, innovation, and greater value to Bechtel and our customers.

Goal 1: Contribute solutions to By 2030: Contribute 100 ideas to help achieve the
achieve the global Sustainable United Nations global Sustainable Development
Development Goals Goals.

Goal 2: Increase the resilience of

By 2030: Improve the resilience of 5 million people
vulnerable communities to natural
hazards to natural hazards.

Goal 3: Promote environmental By 2030: Use sustainable alternatives to reduce

sustainability in our global our environmental footprint on 100 percent of our
projects and facilities key projects and non-project facilities.

By 2030: Engage 100 percent of our key suppliers

Goal 4: Drive sustainability in our to promote sustainability in the delivery of materials
global supply chain and services, and prevent modern-day slavery,
including within their own supply chains.
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Stakeholder Engagement and Communications
Stakeholder engagement is only to inform our priorities and capabilities, but also to
contribute our knowledge and insights to address specific challenges like forced labor and
green infrastructure. For Bechtel, the value is two-way engagement.

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Selected Approaches to
Sustainability
 Bechtel’s approach to climate change is to promote opportunities
to be greener, smarter, and more resilient.

Innovation: Help customers identify and execute more sustainable solutions in

project design, procurement, and construction through science, engineering and
technology.

Energy Portfolio: Maintain a portfolio of projects that encompasses a diverse mix of

clean energy opportunities, including natural gas, renewable and nuclear.

Resilience: Promote ways to protect critical energy infrastructure and services from
critical threats, including extreme weather and cyber attacks.

External Engagement: Contribute knowledge and ideas to develop or improve

energy and environmental standards for the whole-of-industry.

Environmental Footprint: Reduce our environmental footprint in projects and

facilities where we have control.

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 On projects, sustainability issues and impacts are triggered by
multiple factors. Capabilities do not rest in a single function.
Managing sustainability on a project is like conducting an
orchestra.

Procure non-toxic materials; drive

responsible practices among
subcontractors and suppliers
Procurement

Broad community support for project Design to minimize energy, waste,

and customer during handover; Start-up Engineering water; impact on people, livelihoods,
critical habitats protected or restored; and natural habitats
skills transferred

Project
Manager
Implement community grievance
Proportional use of force by private process; local jobs and technical
Security Construction
security providers with communities skills development; waste
minimization

ES&H
Promote public safety, conduct
stakeholder engagement on potential
impacts; protect critical habitats

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 Many Bechtel projects are small-scale “circular economies” like the
South Caucasus Pipeline Expansion in the Republic of Georgia. This
approach helps to reduce our environmental footprint on projects.

A circular economy is an industrial system

that produces little to no waste or
greenhouse gases by design or intention

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Applying sustainable solutions on our projects can improve cost
efficiencies for Bechtel and the customer.

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 Bechtel’s experiences of delivering projects include helping
governments, companies, and communities align local content policies
and programs to promote economic development beyond the delivery
of projects.

In many countries, flexible approaches to local capacity building can be challenging given the
stakeholder demands to demonstrate rapid progress. Establishing realistic, but meaningful
targets around the number of local workers or suppliers to be developed over a number of
years is a practical approach.

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 Professional Development:
Developing Egypt’s professionals through global
INFRASTRUCTURE
experience
MINING & METALS

NUCLEAR, SECURITY & ENVIRONMENTAL BUILDING PEOPLE. BUILDING THE FUTURE.

OIL, GAS & CHEMICALS

Developing professional construction capability with global experience

Building global construction professionals to support Egypt’s future growth
Recruitment and upskilling of the local workforce offers long-term sustainable opportunities

Project: West Nile Delta, Idku, Egypt (2015-2019) Results:

Customer: BP • Employed 310 full-time Egyptian nationals in senior non-manual
Scope: positions across various professions including:
Bechtel is providing Engineering, Procurement and Construction • Environment, Safety and Health • IS&T
services to BP for the West Nile Delta onshore gas-processing • Engineering • Transport and Logistics
plant near Alexandria, Egypt. • Procurement • Administration
• Construction management • Finance
Goal:
• Architecture
Provide employment opportunities and skills development for
Egyptian nationals and local community members to enable
• After being recruited on local projects, 50 Egyptian professionals have
long-term sustainability benefits to the communities where we
continued to develop their careers by mobilizing to other Egyptian and
work. Identify and develop professional non-manual colleagues
global projects with Bechtel.
that can expand Bechtel’s global project construction capability.
• These team members are currently working in regions such as:
Bechtel Solutions: • United Kingdom • Canada
Recruitment programs designed to target local communities • Saudi Arabia • UAE
and the broader Egyptian population for both craft labor and • United States • Bahrain
professional non-manual roles. Provide recognized upskilling • Australia
training for the local workforce to enable future work
opportunities for employees beyond the construction phase of • Our Egyptian colleagues have achieved the following degrees at local
the project. universities. • MBA
• Master of Science • Bachelor of Arts
• Bachelor of Engineering
Bechtel is among the most respected engineering, procurement,
Level andInternal
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 Workforce Development:
Upskilling the workforce in Egypt
INFRASTRUCTURE

MINING & METALS

NUCLEAR, SECURITY & ENVIRONMENTAL BUILDING PEOPLE. BUILDING THE FUTURE.

OIL, GAS & CHEMICALS

Developing local construction capability

Local workforce training offers long-term skills
Recruitment and upskilling of the local workforce offers long-term sustainable opportunities

Project: West Nile Delta, Idku, Egypt (2015-2019) Results:

Customer: BP • Employed more than 6,000 craft professionals during construction phase
Scope: • Trained 3,489 local craft professions across five key construction
competencies:
Bechtel is providing Engineering, Procurement and • Advanced Work Packaging
Construction services to BP for the West Nile Delta onshore • Rigging
gas-processing plant near Alexandria, Egypt. • Pipe-fitting
• Scaffolding
• Concrete
Goal: • More than 26,000 hours of training programs have been delivered to
Provide employment opportunities and skills development upskill local craft professionals, including Verification of Competency
for Egyptian nationals, and local community members to (VOC) programs.
enable long-term sustainability benefits to the communities • Provided safety training to community members and more than 20,000
where we work. local craft professionals in the site-based Practical Hazard School to build a
Bechtel Solutions: strong construction safety culture.
Recruitment programs designed to target local communities • Employed 310 full-time Egyptian nationals in senior non-manual positions
and the broader Egyptian population for both craft labor and across various professions including:
professional non-manual roles. Provide recognized upskilling • Environment, Safety and Health
training for the local workforce to enable future work • Engineering • IS&T
opportunities for employees beyond the construction phase • Procurement • Transport and Logistics
of the project. • Construction management • Administration
• Architecture • Finance

Bechtel is among the most respected engineering, procurement,

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doneSelected
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 Supplier Development:
Supporting the supply chain in Egypt
INFRASTRUCTURE

MINING & METALS

NUCLEAR, SECURITY & ENVIRONMENTAL BUILDING PEOPLE. BUILDING THE FUTURE.

OIL, GAS & CHEMICALS

Photo: Bechtel is Building a supply chain

providing Engineering,
Procurement and Boosting the economy
Construction services Procured more than $1.6 billion of Egyptian goods and services and contributed to the country’s local and national economy as
for the West Nile a result of the Project.
Delta onshore gas-
processing plant near Project: Results:
Alexandria, Egypt. West Nile Delta, Idku, Egypt (2015-2019) • Awarded US$1 billion of contracts to Egyptian companies for work
including construction and engineering services, rental equipment,
Customer: surveying, insulation, painting and temporary buildings. ‚
BP • Purchased US$600 million of services from local suppliers including
accommodation, transportation, security, translation and medical
Goal: provision.
Help local companies develop formal business • Hosted vendor forums to proactively raise local company awareness
practices, quality, and safety systems, and gain access of project opportunities and contracting requirements.
to capital, enabling them to participate in the project. • Provided gap assessments, improvement plans, and quality and
safety consultations.‚
Bechtel Solutions: • Developed a database identifying Egyptian-owned businesses and
Develop and implement a dedicated supplier their qualifications.
enhancement program to build the competence of • Continued building relationships with strong Egyptian partners ENPPI
small businesses in host communities. and Petrojet.

Bechtel is among the most respected engineering, Level

procurement, and construction
3 - Bechtel Internal companies in the world.
We stand apart for our ability to get the job done
andright — no matter
Selected how
External big, how complex, or how remote the project.
Distribution
The WND Practical Hazard School (PHS)
The WND Practical Hazard School (PHS) is the first of its kind in Egypt and Bechtel is contributing in
promoting the Health, Safety & Environment (HSE) culture of both the project personnel and the
surrounding local community. It standardizes HSE standards across subcontractors working on site and
trains & verifies competencies of different workforce groups. The school modules provides guidance to
the workforce on the right way to perform their jobs safely via on field hands-on training. (PHS) has a
reciprocal duty of care towards the surrounding local community by adding educational values via
hands-on practice as a part of Bechtel’s corporate social responsibility.

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 PHS Responsibility to Support the Local Community

The PHS supported the Bechtel’s corporate social responsibility towards the local community by providing
the appropriate educational programs like Health, Safety, Environment as well as Craft training starting with
vocational training for young youth Boys & Girls at the (PHS) spending two days at the PHS & four days at
the Craft School

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 PHS Mobile training to local technical secondary schools.
The (PHS) has extended its training to the governmental technical schools with a fresh program targeting
the youth who are joining the workforce by organizing a mobile training team to directly deliver the training
at schools. Taking into account the variety of different trades, we had to develop practical trainings &
modules to suits all trades. The variety of targeted audience includes Males, Females, Children and the
handicapped.

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 Inception to Date Training data

Local & Local training Program at PHS

Total Number of Trainees: 818
Total HSE Training hours: 16360 hours
Total Craft Training hours: 26244

Mobile School Training program At the local Schools

Total Number of Attendees: 1079
Total HSE & CRAFT Training hours: 8559 hours

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 Appendix

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 Bechtel Overview
One of the world’s most experienced builders

120 Yrs.
Experience 42,000
Revenue 2018 Bechtel employees
Private company
Ongoing projects
in nearly
$25 billion 8,000 in OG&C
4Global
40 nations
Financially Strong
business
units
Quality Sustainability
right the first time, systems engineering, Protecting people and the environment
closed loop corrective actions

Over Nearly
38 Safety
Offices 265 130
Customers
Target Zero - Accident
Worldwide Active Projects Awareness Program

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 OG&C’s Full Scope Of Project Services
Project development, selection & delivery

Engineering, Control of the Critical

Development & Financing BHTS / LNG Technology Project Management Procurement, Path and Outcome Startup & Commissioning
Construction Predictability
▪ Permits, Regulatory ▪ Technology ownership: ▪ Execution Planning ▪ Pre-FEED/FEED and ▪ Integrated EPC ▪ Planning
approval ‒ Delayed Coking ▪ Experienced Teams detailed design ▪ Pipe fabrication shop – ▪ Integrated with EPC
▪ Project assessments ‒ Group I Base Oil Technology ▪ Risk identification and ▪ Multiple engineering Cimtas ▪ Start with finish in mind
▪ Financing mitigation centers of excellence ▪ Tank constructor
‒ Wax Technology ▪ Operating Plant Support
‒ Export credit agencies ▪ Manage cost and ▪ Procurement & Logistics ▪ Construction Equipment Services
‒ WWT SWS
‒ Commercial schedule ▪ Constructability fleet
‒ Sulfur Recovery
▪ Bechtel Enterprises (BEn) ▪ Lump sum approach ▪ Work sequencing ▪ Direct hire construction
‒ Gas Processing
‒ Development ▪ Sustainability ▪ Safety Focus at every ▪ Self-perform
phase of EPC modularization
‒ Financing ▪ Technology/Technical ▪ Process safety ▪ Custom Arc – specialist
Collaborations: welders
▪ Union and Merit Shop
‒ LNG Construction ▪ Supplier quality focus
‒ Ethylene ▪ Functional oversight
‒ KBC

▪ Feasibility Studies

© 2018 Bechtel | 36 Bechtel offers a full scope of services to and

our customers
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 2006
Bechtel History in Egypt ConocoPhilips/
Egyptian
2011
Refining
More than 40 years 2003
Burullus Gas
Corporation
Delayed Coker
W est Del t a
E l ec t ricit y
Company P roduc t i on
Licensing, PDP
Scarab/Saffron Com pany
1988 Middle Delta
Development New A bu Q i r
Electricity
EGPC FEED, EPCM T herm al P ower
Production 2018
Assiut Refinery Saudi Egyptian P l ant
Company BP
PMC Group Nubaria I and II
E P CM 2019
1986 Egyptian Electrical West Nile Delta Suez Oil Processing
Cairo Meridien Combined 2013
Egyptian Electrical Authority Onshore Gas Company (SOPC)
Hotel Cycle Power East Delta
Authority Shoubra Thermal Processing Package for Delayed
2001 PMC Plant Electricity
Shoubra El Kheima Power Station Facilities Coker
1994 Egyptian International EPCM 2009 Production
Thermal Power Station EPC 1999 EPC Licensing, PDP
1977 Egyptian Electrical Company for Nova Park Upper Egypt Company
EPCM Saudi Egyptian
SUMED 1989 Electrical Authority Tourist Cairo Company Electric El Ain Sokhna
Khalda Petroleum Group Egyptian Refinery Red Sea Refinery
Suez Arab International Authority Ayoun Moussa Development Four Seasons Production Supercritical
Company Sheraton Company (ERC) Package for Delayed
Mediterranean Bank (AIB) South Cairo 1&2 Thermal Conrad Cairo Nile Plaza Company El- Thermal Power
Meliaha Pipeline Hurghada Secondment Coker
Pipelines Project Combined Cycle Power Hotel Complex Kureimat III Plant
System World Trade Center & Licensing, PDP
PMC EPC PMC PMC EPCM Licensing, PDP
CM C PMC EPC EPCM

1984 1987 1990 1996 2000 2002 2005 2008 2010 2014 2016
Suez Oil Company SUCO BADR Petroleum BAPETCO West Delta Egyptian LNG Egyptian LNG Cairo Electricity West Delta Egyptian Electric Assiut Oil Refining 2021
SUCO Zeit Bay Field (BAPETCO) BED-3 Integrated Electricity Train 1 and Tank Trains 1&2 Production Electricity Holding Co. Company (ASORC) Carbon Holdings
Zeit Bay & Ras Development Oil & Gas Development Production Scope Grassroots LNG Company Production Banha Middle Package for Delayed Tahrir
Budran Field Onshore/Off shore Development E Company PreFEED, FEED complex and Cairo North II Company Delta & Giza North Coker Petrochemical
Development EPCM E Sidi Krir 1 & 2 Burullus Gas Tank Scope Combined Cycle Sidi Krir 5 and 2 Licensing, PDP Complex (TPC)
1997 Thermal EPCM PMC
Company EPC Power Plant 6 Combined
1992 Midor Power Simian Cairo Electricity EPCM Cycle Power
Suez Oil Egypt Delayed EPC Development Production Middle Delta Plant
Company SUCO Coker Egyptian Resort Project Company Electricity EPCM
Zeit Bay Field E Company PreFEED Cairo North I Production Cairo Electricity
Development
Sahl Hasheesh West Delta EPCM Company Production
Onshore/Off
Bay Resort Electricity Alexander Urban New Talkha Company
shore Pipelines
Phase 1 Production Projects Sharm El Combined Cycle Cairo West
EPC PMC Company Sheikh Power Plant Thermal Power
Sidi Krir 3 & 4 Four Seasons EPCM Plant
EPCM EPCM
Resort
PMC
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