Global Water: Oil & Gas Summit will  bring together key decision makers and industry experts to discuss issues surrounding the water and oil and gas sectors, such as production levels, supply, treatment and environmental solutions. The programme will look in-depth at the role of water in the production of oil and gas.

The summit has the official partnership and support of the UAE Ministry of Environment and Water, Dubai Supreme Council of Energy, Global Water Intelligence (GWI) and International World Water Council.

H.H. Sheikh Mohammed Bin Maktoum Bin Juma Al Maktoum will open the summit along with senior representatives from the UAE Ministry of Environment and Water and Dubai Supreme Council of Energy.

For further information, visit www.cwcoilgasandwater.com

]]> http://www.h2ome.net/en/2011/12/auma-supplies-actuators-dewa-water-pipelines-105904/feed/ 0 http://www.h2ome.net/en/2011/12/membrana-layne-christensen-company-sign-exclusive-agreement-voc-radon-removal-municipal-water-applications/ http://www.h2ome.net/en/2011/12/membrana-layne-christensen-company-sign-exclusive-agreement-voc-radon-removal-municipal-water-applications/#comments Wed, 28 Dec 2011 06:26:55 +0000 anoop http://www.h2ome.net/en/?p=5890 Membrana-Charlotte, a division of Celgard has entered into a limited exclusive agreement with Layne Christensen Company for Radon and VOC removal for municipal water applications in the continental United States.

Liqui-Cel Membrane Contactors are leading-edge technology in gas transfer applications and are the accepted norm in many markets. As a market leader, Layne has strong distribution channels in the municipal market segment. Allen Pittman, VP for Liqui-Cel Membrane Contactors said: “We are very excited about this agreement. This relationship provides an excellent opportunity to expand our presence in this market segment and to establish Liqui-Cel Membrane Contactors as the technology of choice for Radon and VOC removal applications.”

Membrana and Layne Christensen Company have been working together since 2010 to evaluate the use of Liqui-Cel Membrane Contactors for Radon and VOC removal in the municipal market.

Liqui-Cel Membrane Contactors offer a modular degassing option that can be put in virtually any area. They are rapidly replacing older deaeration technologies as the product of choice in digital printing, analytical/biotechnology, semiconductor, power, pharmaceutical, photographic, food and beverage, and many other industries.

Liqui-Cel Membrane Contactors utilise thousands of Celgard microporous hollow fibres that are used around the world for adding or removing oxygen (O2), carbon dioxide (CO2), nitrogen (N2) and other gases to or from different liquids. The Extra-Flow design incorporates a baffle in the middle of the contactor, which directs the liquid radially across the array. A strip gas or vacuum, either separately or in combination, is applied on the lumenside of the hollow fibres. Because of its hydrophobic nature, the membrane acts as an inert support to allow direct contact between a gas and liquid phase without dispersion. The dissolved gas in the liquid travels through the pore by applying a higher pressure to the liquid stream relative to the gas stream.

O2 negatively impacts many processes; it is corrosive and can oxidise materials. In the power and industrial areas, piping and equipment are susceptible to corrosion. In the semiconductor and ink markets, high levels of dissolved gases can cause lower yields and slower process speeds. Liqui-Cel Contactors are also used to add gases to liquids to enhance megasonic cleaning. The beverage industry utilises membrane contactor technology for carbonation, nitrogenation and deoxygenation. These applications are only a few examples of the many opportunities where these devices can be used for gas transfer. Membrana’s Industrial & Specialty Filtration Business also manufactures a variety of membranes and devices used for filtration in various industries and applications.

Dubai Electricity and Water Authority (DEWA) has successfully implemented a Service Level Agreements (SLAs) initiative to achieve internal operational excellence, improve service delivery to customers and embed continuous improvement in line with industry best practices.

“DEWA is always keen to enhance the efficiency of its administrative and operational and management processes by implementing cutting-edge techniques, methodologies and management systems, which are used around the world,” said HE Saeed Mohammed Al Tayer, MD and CEO, DEWA.

“More than 300 joint operations were streamlined by planning and defining the joint roles and responsibilities of divisions,” said Waleed Salman, EVP-Strategy and Business Development, who led the team working on this initiative. “Currently, we regularly follow-up on the performance of over 600 operational indicators; these contribute to achieving the targets of DEWA’s strategic indicators through an integrated system of performance management. This initiative supports the implementation of DEWA’s Vision, Mission and Strategy.”

Salman explained that the implementation plan consists of three phases. The initial phase included preparing both the platform and DEWA’s employees for the system. The second phase included the signing of targeted SLAs between DEWA’s divisions. The final phase is a continuous cycle to ensure the effective implementation and continuous improvement of the system to ensure sustainability of desired outcomes.

The programme provides a more comprehensive, user friendly, and web-based selection tool targeted to engineers, consultants, designers, and end-users and includes the following features:

• Accurate three-curve algorithms

• New icons with tool-tips will help users navigate the programme

• Flow, Head, Pump Speed, Pump Type

• Metric (SI) and English Units of Measure

• Option for Viscous Fluid Correction

• Multiple Motor Selection Methods

• Series Pump Selection and Graphing

• Links to 2D and 3D CAD Drawings including Revit format

• Variable Speed Operation

 • The programme includes pump accessory sizing: Triple Duty Valves and suction diffusers.

• System Modeling with Life-Cycle Costing

• Product Schedule for downloading or emailing

The entire family of ESP online pump selection programs is located in one easy to find location at www.xyleminc.com/esp

Water and Electricity Minister and Chairman of National Water Company H.E. Abdullah Al-Hussayen signing the contract

The main components of the project include primary and secondary treatment units, tertiary treatment, sludge digesters, biogas treatment, cogeneration system which will produce electrical and thermal energy by using the biogas produced during sludge digestion, odour treatment systems and control systems. Luay Al-Musallam, CEO of NWC said the cogeneration facility will reduce greenhouse gas emissions and reduce the pressure on industrial sources of electricity.

Luay Al-Musallam, CEO of NWC said 12 local and international consortiums had bid for the project. He also revealed that in the long run, NWC hopes to convert each of its sewage treatment plants to three-in-one facilities that produce high-quality treated water, generate thermal and electricity energy and lastly, extract useful organic materials.

The eight orders that Sorubin have received for floating baffles lately are mainly from Nordic waterworks. The largest was for 320 metres of Optusflow floating baffles for Borås Energi & Miljö. Other clients include Uppvidinge municipality and SRV Återvinning’s waste disposal facility in Stockholm.

Optusflow has been designed according to a new concept which entails better use of materials, better adherence to walls and coarse bottom material, as well as an innovative use of sinkers. The end result is an enhanced flow-through with optimised retention time. Optusflow can also be used to force water past treatment points or checkpoints. By optimising flow-through, the reduction factor can be greatly reduced, meaning that a good installation of Optusflow can enhance the effect of aeration and other treatment methods by up to 50%.

When combining Sorubin’s award winning aeration technology Microluft with an optimised flow of water through elaborate installations of Optusflow, it is possible to double the effect of aeration. The objective is to optimise the waterflow through basins and ponds to be aerated by an aerator like Microluft, while at the same time making the processes as energy and time efficient as possible.

Floating baffles are usually put under extreme pressure and wear and tear. Optusflow has been designed to be durable, to withstand mechanical pressure and adverse weather conditions and UV radiation. There has so far been no break-downs or any problems at all from any of the installations.

“Improved and more efficient water treatment saves energy and money for waterworks and industries with wastewater treatment needs,” said Stefan Sandström, CEO, Sorubin. “Aeration and wastewater treatment is highly energy consuming and there is a need for more energy efficient solutions like the Optusflow/Microluft combination.”

Sorubin’s bottom mounted aerator Microluft for the treatment of wastewater and landfill leachate is a ‘new generation’ energy efficient aeration products for industrial levels of water treatment with the ability to reduce electricity consumption by up to 90%.

The company has received several green and innovation awards in 2011, including the Greentech Top 3 prize as one of Sweden’s three hottest cleantech startups.

]]> http://www.h2ome.net/en/2011/12/sorubin-gains-rapid-market-acceptance-floating-baffles/feed/ 0 http://www.h2ome.net/en/2011/12/performance-purpose/ http://www.h2ome.net/en/2011/12/performance-purpose/#comments Tue, 20 Dec 2011 09:52:30 +0000 anoop http://www.h2ome.net/en/?p=5850 In an e-mail interview with H20, CSR Director, Asia Pacific Region, Pepsico and Vice President-Operations, PepsiCo Greater China spoke on how PepsiCo has embraced water stewardship and embedded sustainability into its business strategy.

How important is water in PepsiCo’s sustainability scheme of things?

Lynette Ryan: At PepsiCo, we are particularly aware of our responsibility towards this important resource because water is fundamental to our ability to operate efficiently. Water stewardship is a central part of our business strategy of Performance with Purpose, which is our mission to deliver sustainable growth by investing in a healthier future for people and our planet. We respect the human right to water through world-class efficiency in our operations, preserving water resources and enabling access to safe water. Because we use water to make our products, maintaining the highest quality standards for consumers means using the best water possible. At the same time, it is essential that we treat water as the limited resource it is. We are committed to optimising our global water use through greater efficiency, innovative processes and new technologies.

In 2009, PepsiCo conserved more than 12 billion litres of water through efficiency improvements within our operations, compared with the 2006 baseline.

Our goals and commitments in relation to water include:

• Improve our water use efficiency by 20% per unit of production by 2015.

• Strive for positive water balance in our operations in water-distressed areas.

• Provide access to safe water to three million people in developing countries by the end of 2015. We are working hard to reach these goals by minimising the impact our business has on the environment and by collaborating with industry peers, governments, academia, nongovernmental organisations (NGOs) and communities.

PepsiCo Greater China’s Nanchang beverage plant has been certified with the LEED (Leadership in Energy and Environmental Design) Gold status

PepsiCo routinely conducts assessments to monitor levels of water stress factors in the areas of our operations and proactively initiates water replenishment programmes around the world. The global water goals require continuous improvement to reduce our water footprint. From a global perspective, PepsiCo remains committed to its comprehensive and integrated movement to conserve and optimise water usage. Our initiatives reinforce our commitment to the UN Global Compact (UNGC), the CEO Water Mandate and the UN’s Millennium Development Goals of sustainable access to safe drinking water.

How successful has PepsiCo been with regards to ‘closing the loop’ between water use and recycling in your operations?

Lynette Ryan: Water is required to make our products so that we maintain the highest of quality standards for consumers and water is required to ensure a clean and safe workplace for our employees and our suppliers. In turn, efficient use of water across our operations is nothing short of imperative. We are committed to minimising our global water use through greater efficiency, innovative processes and new technologies. We conserved more than 12 billion litres of water through eco-efficiency improvements within our global operations. While using water responsibly is a top priority, we also believe in our ability to help address the broader challenge of water scarcity and to help avoid water conflicts in local communities.

In 2009, PepsiCo India achieved Positive Water Balance. Essentially, this means that we were able to give back to society more water than we used to manufacture our products, by recharging and replenishing water through various sustainable initiatives in agriculture and by replenishing water in communities around its manufacturing plants. In 2010, PepsiCo India saved 10.1 billion litres of water through various initiatives:

• Water savings through interventions in agriculture: In 2010, PepsiCo India’s water conservation interventions with farmers, such as direct seeding of rice in over 10,100 acres, yielded 30% saving in freshwater consumption amounting to 7.8 billion litres, as compared to traditional methods of cultivation. In DSR, the seeds are sown directly into the main field and no standing water is required at the base of the crop. PepsiCo India is also helping farmers in water-scarce areas in Maharashtra, Gujarat, Karnataka and Haryana and promoting drip irrigation in over 1,100 acres. It is estimated that every acre saves approximately 700 kilolitres of water.

• Recharging water through community initiatives: PepsiCo India has focused on activities that replenished or provided improved access to water to communities around its manufacturing facilities. In 2010 alone, community water projects have created the potential to recharge over two billion litres of water and benefiting nearly 41,000 community members. It has constructed 13 check-dams, 100 well-recharge structures in Paithan Maharashtra.

• In-plant water recharge and harvesting: PepsiCo India employs rainwater harvesting initiatives within its manufacturing locations, such as roof water harvesting and re-charge ponds. At some plant locations it harvests and collects rainwater in excavated ponds while at other plants it uses roof-water harvesting to recharge water.

What is your approach to measuring Return on Investment (RoI) on sustainability initiatives? How has PepsiCo built a business case for sustainability?

Lynette Ryan: Our approach to superior financial performance is straightforward – drive shareholder value. By addressing sustainability issues, we deliver on our purpose agenda. Our performance and our purpose are not separate – it’s a merger of financial achievement in each of the three elements that together form our purpose agenda: human, environmental and talent sustainability.

What have been PepsiCo’s achievements in China on the water front?

Kerswick Leung: We regard ourselves as the role model in terms of water savings in the China beverage industry. In 2010, 65% of PepsiCo Greater China’s bottling plants won Water Conservation Excellence Awards from the CBIA. The new plants of Chongqing Pepsi and Nanchang Pepsi received the US Green Building’s LEED Silver and Gold certification. By the end of 2010 contributions to support access to clean water from the PepsiCo Foundation, PepsiCo Greater China and its employees have totalled RMB18.7 million, funding more than 1,500 water cellars and over 30 centralised small-scale water supply projects, benefiting 58,000 people in seven provinces.

Could you elaborate on the LEED-certified bottling plant?

Kerswick Leung: PepsiCo Greater China’s Nanchang beverage plant has been certified with the LEED (Leadership in Energy and Environmental Design) Gold status. It is the first plant to receive the LEED NC (New Construction) Gold certification in the beverage industry in China.

The LEED Gold Certification for Pepsi Nanchang new plant is a further proof of PepsiCo’s commitment to promoting environmental sustainability through the development of more sustainable facilities in China. The relocated Nanchang new plant can save potable water use by 34% and can achieve energy consumption savings of 51%, compared to the old Nanchang plant. PepsiCo now has 24 bottling plants in Greater China region and all the future plants in China will be built by LEED standards.

What have been the business and social benefits coming out of these water saving initiatives? How do they align to PepsiCo’s global goals?

Kerswick Leung: PepsiCo, through its foundation, continues to make social investments in sustainable water resource management initiatives, which positively impact both quantity and quality of water supplies for local communities, particularly in developing countries. At the core of our commitment is establishing strategic public-private-partnerships (PPP) with innovative organisations to make an impact on water scarcity. In China, we work with the PepsiCo Foundation and the China Women’s Development Foundation (CWDF) to help install village water systems, construct rainwater harvesting cisterns, and improve community health and sanitation.

Such public-private partnership approach is also making a real and sustainable impact on people in countries including Ghana, Kenya, Brazil and India. Globally, the PepsiCo Foundation and PepsiCo have committed more than $15 million to organisations working to deliver safe water and sanitation in this way since 2005. Together, PepsiCo and the PepsiCo Foundation are working to provide access to safe water to one million people from the world’s most drought-stricken regions. This programme has already impacted around 400,000 people since its launch in 2008. In China, water resource conservation, management and clean water access have become critical national priorities. PepsiCo China began making social investments in clean water access 10 years ago with our partnership with the Water Cellars for Mother’s programme of the China Women’s Development Foundation. Since 2001, the PepsiCo Foundation and the PepsiCo China business have contributed more than $2.5 million to bring safe clean water access to 58,000 rural residents in western and central regions of China.

Why did PepsiCo choose to take the NGO route in the Philippines? How can it serve as a role model for other countries in similar situations?

Lynette Ryan: PepsiCo, together with the Wholistic Transformation Resource Centre (WTRC) – an NGO focusing on humanitarian work and development in the Philippines – created ‘WaterHope’ in 2007.

Waterhope is a social enterprise that helps provide clean and affordable drinking water to poor communities and supports wider social development. With an initial focus in disadvantaged areas of Metro-Manila, Waterhope is a sustainable and scalable approach to dealing with the lack of clean drinking water in poor communities and supporting the development of local livelihoods.

Water Hope station in Metro Manila, created by PepsiCo and Filipino NGO Wholistic Transformation Resource Centre (WTRC )

‘Performance with Purpose’ outlines PepsiCo’s commitment to financial achievement along with environmental sustainability; human sustainability and talent sustainability. In 2006, the head of PepsiCo’s business in Asia wanted to pursue a community project that fit with the company’s sustainability strategy. There was a particular interest in addressing access to drinking water issues given the importance of this in the region.

As the Philippines is one of PepsiCo’s key markets in the Asia- Pacific Region, it was decided to start Waterhope there. WTRC has a long history and experience with local Manila communities, and were able to provide great access to a network of relationships which has helped Waterhope deliver a significant positive impact in those communities. I think it’s important for companies to invest in projects from the start-up phase. This approach means that projects target specific needs of the community in a way that is sustainable for the community and for the companies. Developing a model which allowed PepsiCo to invest the skills of its people in partnership with local NGOs has brought great results in Waterhope.

WaterHope water stations have helped provide safe and clean drinking water at affordable prices in poor communities and helped residents improve their lives through their micro-enterprises and participating in the business, and through additional social and education activities facilitated by the stations.

PepsiCo and WTRC are keen to get companies to do more to invest in poor communities in a sustainable way and Waterhope should serve as an example of how that can be done successfully and therefore, get more companies on board.

WaterHope is currently reviewing the model to consider its applicability in different markets in and outside of the Philippines.

When I am asked to explain pumping system optimisation, I always like to use the analogy of the car engine. Even if a car’s engine operates at a wide range, say between 500-rpm to 5,000-rpm, its optimal performance may be well be within a narrow range of say 2,000-2,500-rpm. Similarly, a pumping system operates and performs optimally only inside a narrow range. Outside that, it doesn’t operate optimally.

Why do you need pump optimisation? In our region, the tendency is to overdesign pumping systems to ‘obese’ levels, so much so that at times it cannot lift its own weight. Removing this obesity is a key benefit of optimisation. Let us go to the root of the problem, which begins at the design stage. The natural human tendency is: when you don’t know, increase the safety margin. Designers of pumping systems always assume the worst case scenario. But there is a huge gap between assumption and reality. In this case, the safety factor is actually ignorance factor. It is more of a psychological comfort around which you design the system. Unfortunately, fat safety margins ultimately destroy the pump.

Basically, any hydraulic system operates in a very narrow range where it delivers its best. While it will operate across a wide range, it will not deliver optimum performance at that range. When the system doesn’t operate optimally, fuel or energy consumption goes up. Energy that doesn’t get converted into useful work manifests itself as heat, noise and vibration. The safety factor thus becomes the cause of destruction of the pump.

There is a difference between merely designing a pumping system and designing an optimised pumping system. More often than not, pumping system design is guided by thumb rules. I call it the AK-47 effect. You fire many bullets in the hope that one of them hits the bull’s eye. The other way round is to know precisely the characteristics of the bull’s eye, do a self-assessment to find out whether you are equipped to hit it and if not, find and learn the methods to redress those gaps, so that you hit the target. The key word here is precision.

Coming back to the car example, if you start the car directly in fourth gear, it will neither start nor stop quickly. If you put the engine in first gear and run the car at a speed of 50-60 km/hr, imagine what your fuel consumption and noise levels will be, and the damage you will be doing to your engine. The same analogy is applicable to pumping systems, where you design it to run at the fourth gear equivalent, but then run it at first gear. At least, in cars, you have the gear box. But in the case of pumps, how do you adjust? Here, you can either carry out proper commissioning of the system or you should have the finesse to understand the system thoroughly.

Just another equipment

Often, a pump is considered only as another piece of equipment or component. Most of the time, you realise your building has a pump only when it gives you a problem. The tendency is to fit it and forget it. You don’t have many operators who truly understand the importance of system integration. Think about airconditioning systems. The temperature varies a lot, so your pump doesn’t run at one constant speed at a time except in the process. Even in the process, it keeps on varying. You cannot address that variation with just one pump, so you put in valves, drives. Once you fit in the pump, how many times will you go and see how it is operating? Say, out of 8,760 hours, the system might be running at its design condition only for 100 hours.

To understand and appreciate that, you need pumping system optimisation knowledge. Otherwise, even if you see the writing on the wall, you are not able to understand because you don’t have knowledge of the language. If you ask me about variable speed drives, they are analogous to the automatic gear box in the car. But even if you have an automatic gear box, you need the skill and knowledge to use it effectively; else, it wouldn’t do much good. Drives will deliver only as much you have in your mind. I always like to emphasise that a computer cannot think for you, it is the other way round. To make an ‘intelligent’ pumping system work, you have to transfer your ‘intelligence’ into it because the system cannot think on its own. This is something that escapes most people. Another good analogy is MS Office Excel, which has an enormous amount of formulas or intelligence built in, but to explore that is an altogether different ball game. Coming back to obesity, I look at it in two ways – In a passive, static system, obesity may not be harmful because it is not subject to a lot of stresses. But in a system which is in motion and consumes energy, obesity can be a disaster. It is equivalent to making a Sumo wrestler run a marathon. To run a marathon, the person has to be agile and light-weight. Any system which is a dynamic system with lots of variants has to be very agile.

Whenever the pump is not operating within its recommended operational range, energy is not being used creatively. This ultimately destroys the pump. A good example is cavitations, which degrades pump performance. Imagine a traffic flow – as long as traffic flow is streamlined, everything moves perfectly. But if there are unanticipated obstructions, there will be chaos. In other words, if you are running the pumping system outside the conditions it was designed for, it goes into that particular random mode, where you don’t know what is happening. The moment that comes in, the pump’s operation is impacted.

When you run the pump beyond its operational values, its reliability comes down drastically. With more wear and tear on parts, your pump only becomes more unreliable. There are many operations where pump reliability is of critical importance. Pumping system design, as it stands today, is more about adding weight to the body. You can add weight to your body through muscles or fat. If you eat without exercise, you accumulate fat. So when we talk optimisation, we are talking about doing exercise, removing excess ‘fat’ and replacing it with muscle.

But optimisation is not at the cost of safety. When you optimise the pumping system, safety comes automatically. With optimisation, you are also able to take informed decisions. For example, when you are putting in safety, you know why it is needed, when it is needed and what the repercussions are. You don’t build in safety blindly. When you design a pumping system, we have to consider three basic parameters – the flow rate, the head and the RPM. When you design an impeller based on that particular design, you work out a streamlined flow without turbulence and you work through mathematical modelling. Having said so, when you fit the pump in its real-life operating environment and it deviates from any of the three parameters, your assumptions will also cease to deliver.

You may overdesign the pumping system in anticipation of the future demands that may be made on it. But can a system designed for the future give you value today? It is akin to making a big-sized suit today anticipating that your girth will grow to that size in the future. The material may be world-class, the tailor very good, but that cannot hide the fact that you are left with an ill-fitting and over-sized suit of little value for today. Operators of pumping systems need to have knowledge about optimisation. Let them be aware of the possible, so that they can understand the ‘writing on the wall’ and take informed decisions. Today, they are left to deal with the impact of decisions taken at the design stage.

As told to Anoop K Menon

(Sarfraz H Dairkee is GM, Corporate Dev. & Engineering, M.A.H.Y. Khoory & Co. He is also a Qualified Trainer for Pumping System Optimisation from Hydraulic Institute-USA)

Dubai Industrial City, the region’s leading manufacturing and logistics destination and a member of TECOM Investments, has announced it has signed a project development agreement with Gulf Eternit Industries (GEI), a member of Future Pipe Industries Group (FPI), to establish a fibreglass pipe factory.

The new factory will replace its current operations in Um Al Ramool that was set up in 1972 and consolidate Gulf Eternit’s growing role as a leading supplier of fibreglass pipes to local and regional clients including Dubai Municipality, DEWA, Dubai Transport Authority, SEWA, FEWA, ADWEA, Abu Dhabi Municipality, ADNOC Group of Companies, and Borouge.

Established in Dubai in 1984, Future Pipe Industries Group has evolved from a local manufacturer to a global leader in the large diameter fibreglass pipe industry. Currently, the company develops, manufactures and supplies pipe systems to more than 300 major customers in over 50 countries across the power, oil and gas, petrochemical, infrastructural, municipal, desalination and marine market segments.

Rendering of the new Gulf Eternit factory complex

Abdullah Belhoul, Managing Director, Dubai Industrial City, said: “Dubai Industrial City welcomes not only a world-class leader that is a prominent technology developer and manufacturer of advanced fibreglass pipe systems, but also a home-grown company that has not only made its mark in the global marketplace but also stands testimony to the progress achieved by Dubai’s industrial sector.”

Fibreglass pipes are gaining increasing market share over counterparts made with commodity materials such as iron and concrete. In addition to being environmentally friendly, fibreglass pipes have a high strength-to-weight ratio, which results in lower transportation and installation costs. Additionally, fibreglass is non-corrosive, highly resilient to harsh climactic conditions, and offers a lifespan of over five decades that translate to lower replacement needs.

Mounib Hatab, Vice President, Future Pipe Industries Group and Gulf Eternit Industries (UAE), said: “Our region is witnessing a rise in housing, non-residential buildings and infrastructure projects, all of which need quality supplies from the pipeline industry. Our relocation to Dubai Industrial City, with its close proximity to the Jebel Ali Sea Port and the Al Maktoum International Airport, along with our planned state-of-the-art factory will allow us to introduce a new competitive edge to our business. We are thankful to Dubai Industrial City for the constant support they have extended to us during our relocation process.”