No doubt that COVID-19 pandemic represented a tangible test for the success and effectiveness of the country’s economic reforms, as well as the measures that have been taken in the oil and gas sector at the same time. It strongly showed the impact of these reforms in reinforcing investment opportunities in this sector, strengthening the financial and investment position, and achieving sustainability.

Energean is a company that I started back in 2007 when we bought the only oil-producing asset in Greece. Back then it was and still is an asset that is producing oil, it was the only production in Greece with a small production of 2,000 barrels a day. Since then, we started the growth of making Energean what it is today, the leading independent E&P company in the Mediterranean. So, from the start in 2007 to where we are today, we started with 2 million barrels oil equivalent of 2p reserves and today, we have ended up 2020 with 974 million barrels of oil equivalent of 2p reserves.

Well, I believe that we have to adopt a few approaches simultaneously. That should happen without losing focus upon the business continuity and the level of services we provide to our valued customers. With that being done, we shall focus upon organizational rightsizing and internal business process transformation while developing innovative efficiency approaches to reduce the overall cost of service delivery.

When Methanex Egypt started production from its state-of-the-art facility in Damietta almost 10 years ago, the Egyptian domestic methanol market depended solely on imported product to feed the growing demand for methanol, an essential ingredient used to produce hundreds of everyday industrial and consumer items.

The project led to reducing the number of spills of the carbon steel corroded flowlines, in addition to saving the operating cost of the corrosion inhibitor, frequent lines inspection, and repair. The total length of installed pipes was 26,000 meters as a first phase.

In June 2020, Wintershall Dea gained a new Chief Operating Officer, Dawn Summers. Among her responsibilities, Dawn oversees the company’s Europe, Middle East and Africa businesses. Dawn’s 25-year career in the industry spans 20 years at BP as well as Genel Energy, Origin Energy and Beach Energy. She talked with Egypt Oil and Gas about priorities and challenges in her new role.

Sameh Sabry, Senior Vice President - Managing Director Wintershall Dea Egypt, shares the lessons learnt from the unprecedented times of COVID-19, dwelling on his experiences from his everyday life, from adaptability and digitalisation to team-culture.

Crisis and opportunity are two sides of the same coin. As digital transformation in the oil and gas sector takes center stage amid the coronavirus (COVID-19) outbreak, everyone must rethink their business models. In this regard, one must wonder: is COVID-19 actually fast-tracking digital transformation? Egypt Oil & Gas interviewed Hoda Mansour, Managing Director of SAP Egypt to shed light upon the business trends emerging in the face of a pandemic.

You can go back to the pharaonic times, there is no doubt that gold has played a major part in the history of Egypt. You have this time from the pharaonic period to the Romans, and then you have the early Arab period. And this is where gold mining re-emerged again and activity accelerated a lot.

We first came to Egypt in 2006 to discuss with El Mex Salines the possibility of using their brine for production of magnesium in Egypt. However, nearest deposit of magnesite ore was approximately 1,000 km away, so we had ultimately decided to put that project on hold due to poor economic feasibility.