The industrial landscape in Qatar has changed rapidly over the last decade or so. From a market dominated heavily by the State owned oil company “Qatar General Petroleum Corporation”, now known as Qatar Petroleum (“QP”), engaged in oil production and processing to a country hosting a multitude of oil, gas, fertilizer, petrochemical industrial joint ventures.

Amongst others, Qatar represents home to the world’s largest ammonia urea complex, the world’s leading producer of liquefied natural gas, home to world scale polyethylene, methanol and MTBE plants and now tipped to be the world’s capital of GTL plants.

The joint venture partners that operate in Qatar include leading international names such as Exxon Mobil, Norsk Hydro, Atofina, Total, Occidental Petroleum, Chevron Phillips, Maersk and SASOL to name just a few.

These developments have brought along changes in the local industry and business practices. Whilst Qatar Petroleum, in the beginning, had to establish everything they needed and thus represents large centralized operations with most activities performed in-house, the joint ventures that initially started in this fashion are now looking increasingly at concentrating on core activities and outsourcing others as is the practice in the industry worldwide.

Traditionally, the appeal of outsourcing has been the benefit of reduced cost. It has also to some extent provided a remedy to constant skills problems in transit markets such as Qatar. Over the past few years there has been a shift towards focusing on core competencies and outsourcing other activities to improve their provision and control costs primarily to concentrate on adding value through core business activities. Technology is proving itself as an enabler of this strategy.

However, outsourcing is also becoming increasingly recognized for the strategic benefits that it can help deliver. In this sense, outsourcing can provide the agility to cope with the demands of constant technological change.

Oryx is gearing itself to meet client's non-core process outsourcing requirements in collaboration with select “best in class” partners in the areas of

• Asset Management
  Oryx Energy Projects and Services aims to provide operations and maintenance management services in collaboration with experienced joint venture partners. The demonstrable benefit of this is increased revenue through cost reduction, improved maintenance management and an increase in plant availability.
  
  
• Business Process Management
  Oryx Energy Projects and Services in collaboration with its partners is positioning itself to become a reliable service provider to manage and operate its client’s non-core business processes.

This includes document management, procurement management, CRM, treasury and financial management and IT systems. As such the Service Provider will own, administer, manage and potentially assume risk to re-engineer the delivery of the business process.

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