Saudi Aramco Awards $7.7 Billion Contracts for Fadhili Gas Plant
Saudi Aramco Awards $7.7 Billion Contracts to Add 1.5 Billion Standard Cubic Feet Per Day of Raw Gas to Fadhili Gas Plant
✔️ The company awards contracts for engineering, procurement, and construction to develop an expansion of the Fadhili Gas Plant
✔️ The project adds up to 1.5 billion standard cubic feet per day to the capacity of the Fadhili Gas Plant
🔸️#SaudiAramco, a global leader in the energy and chemicals sectors, today awarded engineering, procurement, and construction contracts valued at $7.7 billion US dollars for a significantly expanding Fadhili Gas Plant in the Eastern Region. The project is expected to increase the gas processing capacity of the plant from 2.5 to approximately 4 billion standard cubic feet per day.
🔸️The additional processing capacity of 1.5 billion standard cubic feet per day is anticipated to contribute to the company’s strategy to increase gas production by more than 60% by 2030 compared to 2021 levels. The expansion of the Fadhili Gas Plant is also expected to add 2,300 metric tons per day of sulfur production and is projected to be completed by November 2027.
🔸️On this occasion, Wael Al-Jaafari, Executive Vice President for Technical Services at Saudi Aramco, said: “The awarding of these contracts reflects Saudi Aramco’s goal to increase Natural Gas supplies, support efforts to reduce greenhouse gas emissions and provide more crude oil for refining and export to add value. By collaborating with the leading global companies that have been signed, we are moving forward in achieving the company’s strategic goal of increasing gas production. This expansion also supports our ambitions to develop a Low-carbon hydrogen business while considering the gas production-associated liquids an important raw material in the petrochemical industry.”
🔸️Saudi Aramco has awarded the engineering, supply, and construction contracts for the project to increase production capacity at the Fadhili Gas Plant to Samsung Engineering, GS Engineering & Construction, and Nesma & Partners.”
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Vistara Airlines Ceases Operations Amid Merger with Air India
Indian full-service carrier Vistara will operate its final flight on Monday, marking the end of its nine-year run in the skies. A joint venture between Singapore Airlines and Tata Sons, Vistara is set to merge with Tata-owned Air India, forming a single airline entity that will combine their networks and fleets.
The merger will see all Vistara operations, including helpdesk kiosks and ticketing offices, transferred to Air India. The transition process, including migrating Vistara passengers and their loyalty programmes to Air India, has been underway for several months. According to an Air India spokesperson, meals, service ware, and other aspects of the passenger experience have been upgraded to reflect a blend of both airlines’ offerings.
While Vistara has been praised for its high ratings in food, service, and cabin quality, the decision to retire the brand has drawn criticism from fans, branding experts, and aviation analysts. Vistara’s loyal customer base, known for its appreciation of the airline’s premium in-flight experience, faces uncertainty about whether Air India can maintain these standards.
The consolidation, aviation analysts argue, is primarily driven by the need to address Vistara’s financial losses. Mark Martin, an aviation analyst, suggested that Air India is “being suckered into taking a loss-making airline” and that mergers should strengthen airlines, not merely eliminate losses. However, both Air India and Vistara have seen improvements in their operating metrics, with annual losses reduced by more than half.
Despite these improvements, the merger has been far from smooth. Challenges have arisen, such as pilot shortages leading to flight cancellations and mass sick leave taken by Vistara crew members over salary structure alignments. Complaints about service quality on Air India, including viral videos of malfunctioning seats and entertainment systems, have further compounded concerns.
To address these issues, Tata has announced a $400 million programme to upgrade Air India’s aircraft interiors and has placed orders for hundreds of new planes. However, analysts believe the ongoing “turnaround” is still incomplete, and the merger may complicate the situation.
From a branding perspective, the merger has also raised concerns. Harish Bijoor, a brand strategy specialist, expressed disappointment over the loss of Vistara, calling it a “gold standard for Indian aviation.” He suggested that maintaining Vistara as a distinct brand, with Air India prefixed to it, would have allowed the airline to improve its service standards before absorbing Vistara’s superior offering.
Operational challenges are expected as well, particularly in communication and cultural integration. Passengers may arrive expecting Vistara flights, only to find Air India branding. Moreover, Vistara’s agile workforce may struggle to adjust to Air India’s more bureaucratic systems.
Despite these hurdles, many industry observers agree that the merger was inevitable. With two loss-making carriers under the Tata umbrella, consolidating operations makes financial sense. The combined strength of Air India and Vistara is seen as a better positioning to compete with market leader IndiGo, particularly with Air India’s expanded fleet and workforce.
Ultimately, while the demise of Vistara leaves a void in India’s premium airline market, the future remains uncertain as Air India works to fill that gap. For now, many Vistara loyalists will be watching closely to see if Air India can successfully elevate its service to meet the high standards Vistara once set.
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