Interview: Ahmad Jaber Al Eidan, CEO, Kuwait Oil Company, on balancing growth and sustainability in oil production
How is the balance between output optimisation and global commitments being navigated?
AHMAD JABER AL EIDAN: Kuwait is committed to aligning with the framework set out by the Organisation of the Petroleum Exporting Countries (OPEC) and its allied oil-producing nations, collectively known as OPEC+, while advancing its long-term goal of reaching 4m barrels of oil per day by 2035. The strategy follows a dual-track approach: optimising current output and unlocking growth opportunities. This includes enhanced recovery from mature fields, expanding and debottlenecking production facilities, and deploying advanced reservoir management technologies, with new offshore and onshore discoveries under development to further diversify output.
In what ways is the sector balancing national employment goals with the imperative to attract and retain global technical expertise?
AL EIDAN: Significant investment is being made in upskilling programmes, leadership development and technical specialisation for Kuwaiti nationals, often in partnership with global institutions. At the same time, international experts continue to play an essential role in areas such as reservoir development, frontier exploration, digital transformation and complex project design. This blended model supports knowledge transfer, maintains sector competitiveness and helps ensure that national employment targets are met.
In which areas are digital technologies being used?
AL EIDAN: Artificial intelligence and machine learning are being integrated into predictive maintenance, reservoir characterisation and drilling optimisation. Real-time monitoring and advanced analytics enable faster decision-making, minimise downtime and enhance safety. Intelligent field solutions are also being deployed, providing integrated surveillance and decision support across the value chain. For example, digital tools are improving the accuracy of reservoir performance forecasts and optimising resource deployment, which contributes to higher recovery rates.
What specific challenges does the sector face in unlocking value from Kuwait’s mature fields?
AL EIDAN: Reservoir heterogeneity, pressure depletion and rising water cuts require continuous innovation. Enhanced oil recovery techniques such as polymer injection and steam flooding are being deployed, supported by advanced reservoir modelling and monitoring systems. Investments in facility upgrades, modular surface infrastructure and artificial lift technologies also help sustain output while managing costs.
Which measures are being taken to integrate environmental, social and governance (ESG) principles?
AL EIDAN: Sustainability has become a core consideration across the sector. Companies are taking measurable steps to reduce flaring, strengthen methane emissions monitoring, and expand produced water recycling and reinjection schemes. Environmental safeguards are embedded in new projects from the outset. At the same time, social initiatives are being advanced through local content programmes and community partnerships, ensuring that operations deliver shared value. ESG integration is increasingly seen as a fundamental pillar shaping Kuwait’s energy policy.
Why are public-private partnerships and international collaborations central to energy innovation?
AL EIDAN: Collaboration with international oil companies provides advanced subsurface expertise, while partnerships with technology providers accelerate digitalisation. Engagements with academic institutions align research with sector needs, nurture national talent, and develop applied solutions in areas such as reservoir management and sustainability. Public-private frameworks also help de-risk capital-intensive projects and aid in the adoption of international best practices.
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