United World: Could you please give us a presentation of the West Libya Gas Pipeline Project and ENI-Gas?

Mr. Krekshi: We are proud of completing the West Libya Gas Pipeline Project of this size and magnitude. Very few other similar projects in the world were as successful in terms of execution on schedule and within planned budget. The first phase was developed in thirty-two months, which included the development of an oil well of 540km deep in the south of Libyan desert, near the Algerian border. We laid the pipelines necessary to carry the fluid from the desert, to the coast, constructed a plant on the coast (where treatment was carried out) and then developed facilities to export the gas to Europe through a pipeline in the Mediterranean Sea. In Melita, we also have an export terminal for oil condensate and LPG. Therefore, we are using this pipeline to export both gas an oil products.

ENI-Gas is a joint-venture company that was established in 1999 by the Libyan National Oil Corporation and ENI in Italy. It is a 50-50% share company. ENI was granted an area to explore for oil and gas. They made some discoveries and it eventually led to the beginning of the construction of the gas project. It has been the biggest and most important project to be implemented in Libya, after the Great Man-Made River project. Its cost is around $6-7 billion. The project is today in its last phase, but we have already started exporting, since 2004. Our total gas production by the end of the year will be 10bcm/yr, 80% of which is exported and the rest is for local consumption. I have been a part of the project from the very beginning, since thea feasibility study stage; it was a fly or die project in the beginning, but things worked out positively in the end and we achieved our target. We had some highly qualified people executing the project. At one time we had 15,500 foreign workers on this project, in addition to 6,000 Libyans. It was a highly collaborative, cross-continental effort. It wasn't easy but today we look at it with great pride.

United World: How did the collaboration work between the different parties involved?

Mr. Krekshi: From the Libyan side, the project was given a special status and it really had tremendous support form all the government bodies. Some may think that it's impossible to execute a project like this here but on the contrary, we have proven that it isn't. We managed to secure rapid approvals for everything; the government really supported us logistically. We had numerous experts on call. This was how we managed to get through the planning phase and the eventual execution of the project. There were no American contractors involved; they were either European, or from the Far East.

United World: On a more human or cultural level, how did the collaboration work between the employees or contractors and the local staff ?

Mr. Krekshi: It went very smoothly. Sometimes, the language barrier posed a few problems but at the end of the day, they all pulled in together and worked efficiently. At one point, we had so many different nationalities working on the project that we used to compare the place to the United Nations. We had no serious issues and the experience demonstrated that people of different ethnicity, culture, religious and language backgrounds can work together successfully.

United World: Do you think the government would be open to providing the same support they gave you to other projects by different companies in the future?

Mr. Krekshi: I do believe they would. Naturally, any company would be expected to present a thorough and clear outline of any project they want to execute here. Some of my colleagues were amazed at how fast things were moving along in that regard. However, it also comes down to management; I am not the quiet type and if something isn't happening or working, I won't sit back and hope time will solve it. You have to keep nagging and bothering people to get things done. The point is that it CAN be done. You should never take "no" for an answer.

United World: What do you think American investors will be most positively surprised by when they come to Libya to do business in the oil and gas sector?

Mr. Krekshi: To begin with, the potential is vast, starting from exploration to the price of oil. There is a lot of demand for oil nowadays. There is a lot of room for service companies in fields like drilling. Construction companies are also in demand and I am certain this field will develop in the oil and gas sector in the near future. Laying out pipelines for oil companies is another area that is ripe for investment. The American contractors have been absent from Libya for more than two decades and we welcome their return because we like to see competition, and the latest technology (which we were deprived of for many years).

United World: Will there be any opportunities for American investors in your projects in the future?

Mr. Krekshi: There is a possibility for future expansion in the area; the owners have other discoveries in the same area (offshore), therefore we are looking at the possibility of developing in the near future. Once that decision is taken, the West Libya Gas Project could be repeated.

United World: As a Libyan who was based abroad (Italy) for a number of years, what would you say are the greatest assets of the Libyan people in working in this sector?

Mr. Krekshi: I think for starters, we can be very accommodating in any environment and we have the patience to handle any issues that may arise along the way. We have some very smart technical teams that yield extremely positive results; given the opportunity, they really are capable of a tremendous effort and I'm very proud of what they achieved in our project.

United World: What is your next challenge?

Mr. Krekshi: As a company, we are now entering the normal phase of operation, which will continue to be a challenge because we are working from both offshore and onshore locations and trying to satisfy both local and foreign demand. I am quite satisfied with what has been achieved so far and it is up to the NOC to either keep me here or assign me to another project; either way, I am ready for the next challenge. I have learnt so much from this experience and we have to do it again, I am aware of some of the shortcuts one can take, and what areas to concentrate my energy on.

United World: Could you share with our readers and perhaps give them an idea of what it takes to successfully do business in Libya?

Mr. Krekshi: Primarily, one has to understand the Libyan system and laws very well; they cannot just come in thinking they are still in Texas and do what they are used to. You have to depend on locals to gain that knowledge and be selective with your future partners. One also has to be clear with the authorities on everything and obtain the necessary approvals and support to execute any project, otherwise it would be very difficult to operate. These are areas that American investors generally have a good record in historically. Most of the local leaders in the oil gas sector in Libya were either educated in the United States or worked in American oil companies.

United World: Obviously it takes very little to convince foreign investors of Libya's potential in the oil and gas sector. As a Libyan, do you feel there is also a lot of potential in diversifying the Libyan economy?

Mr. Krekshi: I do. I consider tourism be the second priority. It's a treasure and under-explored. Some call it virgin territory and if we get the right people to invest in it and develop it, there will be a lot of attraction in this area.

United World: Thank you very much for your comments.

Mr. Krekshi: Thank you.