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The Bahrain Petroleum Company (BAPCO) is an integrated petroleum company that is the national oil company of Bahrain.

Key Information

It was founded in 1929 and discovered the first oil field in the Persian Gulf outside of Iran in 1932. Shipments of crude oil commenced in 1934 and in 1936 the first refinery in the Gulf outside of Iran was built. The founders were the American Standard Oil of California, which was soon joined by Texaco, operating under British rule. While Bahrain never was a high-volume crude oil producer, the American joint venture a few years later came into possession of the vast Saudi Arabian oil reserves, which are located on the mainland in the vicinity of Bahrain Island. Supplied from the mainland, the refinery though exceeded the capacity of the Bahrain oil field from its inception and was among the largest in the region. The Bahrein concession was the first of 3 concessions awarded exclusively to American interests in the Middle East and was followed by Aramco in Saudi Arabia and by the joint venture active in the Saudi Arabian–Kuwaiti neutral zone.

Overview

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BAPCO was established in 1929 in Canada by Standard Oil Company of California for oil exploration activities in Bahrain.[2][3][4] It took over Bahrain's assets of Gulf Oil.[2] In 1930 it obtained the only oil concession in Bahrain.[5] BAPCO discovered first oil in 1931.[6] On 31 May 1932, the company discovered the Bahrain Field (Awali Field). After exporting oil and constructing a refinery, it started with 10,000 barrels per day (1,600 m3/d) refining capacity in 1936.[4] Later that year the Standard Oil Company of California signed an agreement with Texaco, which acquired a half of BAPCO's shares.[2] In 1975 more than 60% BAPCO's shares was acquired by the Government of Bahrain. In 1980, all BAPCO's shares were taken over by the Government of Bahrain.[2][7] In 1978 the oil sector was nationalized and BAPCO assumed full control of the national energy sector.[6] In 1999, the current Bahrain Petroleum Company was created when the Bahrain National Oil Company, established in 1976, merged with BAPCO.[2][7] In 2018 BAPCO commissioned a new pipeline that replaced the over 70 years old pipeline infrastructure between Bahrain and Saudi Arabia.[4] In March 2019 construction work was started to upgrade the main oil refinery Sitra. The $5 billion project will increase the capacity to 380,000 barrels per day (60,000 m3/d).[4] Abdulrahman Jawahery is CEO of the BAPCO.[8]

In August 2021, BAPCO signed a five year agreement for catalyst management with Chevron Joint Venture for $240 million. The clean fuels group specialist Advanced Refining Technologies (ART) which is the joint venture of Chevron and W. R. Grace & Company, will supply there Resid Hyrdocracking catalyst technology for the new Resid Hydrocracking unit (1RHCU) that is to be operational by 2023.[9][10]

In October 2021, BAPCO was released from the base oils joint venture with Neste and Nogaholding, ending the presence of Neste in Bahrain.[11]

On 6 February 2022, BAPCO signed a Memorandum of Understanding (MoU) with Aluminium Bahrain B.S.C. (Alba) for the implementation of Environment, Social and Governance (ESG) initiatives.[12][13]

In 2023, BAPCO became part of the BAPCO Energies brand together with Bahrain National Gas Company (Banagas), Bahrain National Gas Expansion Company (Tawseah), Bahrain Aviation Fueling Company (Bafco) Tatweer Petroleum, and Bapco Retail Company (Tazweed).[14]

BAPCO is a founding company of the Gulf Downstream Association (GDA).[15]

The Bapco Modernisation Programme (BMP) completed the construction of the main control building in July 2023 and celebrated with a ceremony, in which for the first time ever in the Middle East a three-dimensional model of the BMP was presented. The ceremony was attended by Nasser bin Hamad Al Khalifa, who was also given a tour of the facilities and briefed about further BMP project progress. The BMP was 90% complete by August 2023.[16][17]

In July 2023, Bapco Energies launched its Sustainability Linked Finance Framework, which fits into Bahrain's sustainability and climate change commitments to reduce emissions by 30% by 2035 and a net zero by 2060. In accordance with Bahrain's new energy strategy, Bapco Energies B.S.C began additional developments in August 2023 to become an energy company with fossil fuel based renewable energies. The company aims to generate 20% of Bahrain's energy from renewable sources by 2035 and continues to seek investment opportunities in renewable energy projects and carbon reduction technologies.[18][19][20]

In March 2024, BAPCO began a cooperation with TotalEnergies in order to optimize its Sitra refinery.[21][22] A strategic partnership between the two companies, which began in July 2024, provides BAPCO with additional market opportunities and trading strategies, as well as access to TotalEnergies' networks.[23]

Operations

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BAPCO is an integrated oil company operating in the field of refining, and marketing. It operates a 267,000-barrel-per-day (42,400 m3/d) oil refinery which lies midway between the original BAPCO expat workers accommodation township of Awali and Sitra.[24] The complex also includes storage facilities for 14 million barrels (2.2 million cubic metres), a marketing terminal, and a marine terminal. 95% of the company's products are for exports.[6] About one-sixth of this crude originates from the Bahrain Field, with the remainder being pumped from Saudi Arabia. Saudi Aramco supplies approximately 350,000 barrels per day (56,000 m3/d) through the 112-kilometre (70 mi) pipeline from Aramco's Abqaiq Plant.[25][26] Once the flagship Sitra refinery's expansion is completed in 2023, its capacity will be increased from 267,000 bpd to 380,000 bpd.[26][27][28]

History

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Plaque commemorating the First Oil Well

On December 2, 1925 the British Eastern and General Syndicate (headed by Frank Holmes) acquired from the Sheik of Bahrain (Isa bin Ali Al Khalifa) an oil concession over 100,000 acres with exclusive right to develop the area. Shortly thereafter the concession was extended to cover all of Bahrain. On November 30, 1927, the Eastern Gulf Oil Co. subsidiary of Gulf Oil bought an option on the concession, to be exercised before January 1, 1929. Gulf Oil was at the time a shareholder in the Near East Development Corporation which held a 23.75% stake in the Iraq Petroleum Company. Thus, Gulf Oil was bound by the Red Line Agreement, which stipulated that the company would not be allowed to exploit Bahrain oil without the involvement of the other members of IPC, or rather, if they did, they would bear all the downsides of exploration and still would have to share the spoils with the rest of the group. When IPC was unwilling to exercise the option jointly, Gulf Oil on December 21, 1928 sold it to the Standard Oil Company of California.[29]: 71 

Terms of the concession and British resistance to American participation

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The agreement was divided into a 2-year exploration phase ("First Schedule"), covering all of Bahrein, a surface search not exceeding 20 feet of depth for signs of hydrocarbons, followed by a 2-year prospecting (exploratory drilling) phase ("Second Schedule") at the end of which a mining lease over 100,000 acres (ca 51% of the area of the country) divided into no more than 3 blocks was to be awarded, followed by a 55-year mining lease period ("Third Schedule").[30]

A considerable diplomatic back-and-forth developed during the following years in which the British government asserted its political influence when after a lack of British investment United States capital was attempting to gain access under the terms that were apparently, in the eyes of Britain, not meant to apply to foreigners.

On December 2, 1927 the exploration license was extended for one year by the Sheikh.[31] The British Secretary of State for the Colonies Leo Amery in June 1928 instructed his Political Resident in the Persian Gulf to effect an alteration of the concession to include the stipulation that the lease holder had to be a company under British or British Dominion law.[32] The Eastern and General Syndicate (EGS) sent 3 geologists to the island in the winter of 1927/1928 and by October 1928 had decided to attempt to get a further extension of the exploration phase and send more geologists.[33] When EGS could not find a British company willing to invest in the enterprise, they turned to an American company that was as member of the Iraq Petroleum Company subject to the Red Line Agreement and thus not outright able on their part to work the concession without first getting approval from the consortium. EGS had received one pessimistic prospect for oil from their first geologist, 4 optimistic prospects thereafter and were at the time planning to send geologist #1 back again to reexamine all available evidence.[34] Secretary Amery, acting via the Colonial Office (the conduit for all communication with EGS), then tried to get the British company clause inserted by asking EGS to try and insert it in the course of obtaining their second licence extension,[35] to which EGS objected, because it would have alienated their option holder Gulf Oil and would have put EGS at risk of losing the concession and stranded their investment. EGS in turn wanted the British government to lean on the Anglo-Iranian Oil Company (AIOC) or through AIOC on the Iraq Petroleum Company (IPC). The lack of interest shown by AIOC and the Gulf Oil purchase of an option applied also to other EGS concessions that had been won: in Kuwait, Hasa province (Saudi Arabia, May 6, 1923) and the Neutral Territory between Saudi Arabia and Kuwait (May 17, 1924). It was Gulf Oil who had approached EGS after talking to an EGS geologist (T. George Madgwick[36]: 121 ) who had returned from the Middle East to the United States. Two agreements were signed on November 30, 1927: (1) Gulf Oil's option on the Bahrein concession and (2) Gulf Oil's option on all other (Mainland) EGS concessions.[36]: 118 [37] EGS paid the 10,000 rupees annual royalty (Article VI) to the Bahrein state on December 2, 1928.[38] Standard Oil of California (SOCAL), not restricted by the Red Line Agreement, had in the meantime bought the option from Gulf Oil and on January 11, 1929[1] had incorporated a Canadian subsidiary, the Bahrein Petroleum Company in anticipation of what would be acceptable to the British government and stood ready to begin work on the concession. In April 1929, EGS was still trying to get approval for the transfer of the concession to SOCAL from the British Colonial Office.[39] In an interdepartmental conference held in the Colonial Office on June 7, 1929, representatives of the British government prepared arguments to present to EGS that either their concession had lapsed (which was the result of British resistance), or that the request for an extension was (would have been) without merit. The conference then compiled a list of stipulations beneficial to the British government under which they would be willing to recommend to the Sheikh to extend the licence. The company was to be registered in Britain, the chairman, managing director, local general manager and the whole local staff with some exceptions were to be British.[40] The Colonial office was delighted when in a July 19, 1929 meeting EGS did not dispute the right of the British government to impose restrictions and it was not necessary to make use of the prepared arguments.[41] The American reply was essentially a refusal of all conditions. They opposed most strongly lack of control over local personnel in charge.[42]

...

EGS paid the 10,000 rupee annual royalty on December 2, 1929.[43]

...

The concession was formally assigned to the Bahrein Petroleum Company Ltd on August 1, 1930.[44] BAPCO applied for the prospecting licence to run for 2 years from December 2, 1930.[45]

The following 4 conditions were eventually imposed (June 12, 1930):

  1. BAPCo had to be a British Company registered in Canada, but maintain an office in Great Britain run by a British citizen as a conduit for communication between the company and the British government.
  2. 1/5 directors had to be a British citizen, appointed in coordination with the British government, with the salary paid by the company.
  3. The company had to maintain a Chief Local Representative, approved by the British government, who would be authorized to deal with the local population, local authorities and through the British Political Agent in Bahrein with the Sheikh. Frank Holmes was appointed to the position for the first 5 years.
  4. As many employees as is consistent with the efficient operation of the business had to be either British or Bahreini citizens.[46]

Oil found in 1932

[edit]
Bahrain crude production[47][48]
Barrels
1932 902
1933 31,376
1934 285,072
1935 1,264,808
1936 4,644,635
1937 7,762,264
1938 8,298,000
1939 7,589,000
1940 7,074,000
1941 6,794,000
1942 6,241,000
1943 6,572,000
1944 6,714,000
1945 7,309,000
1946 8,010,000
1947 9,411,000
1948 10,915,000
1949 10,985,000
1950 11,016,000
1951 10,994,000
1952 11,004,000
1953 10,978,000
1954 10,992,000
1955 10,982,000
1956 11,014,000
1957 11,691,000

In June 1932 the Jebel Dukhan No. 1 well (Dukhan Hill No. 1) at the southern base of the hill struck oil at a depth of 2,008 feet and flowing at a rate of 2,400 bbl/day, in January 1933 No. 2 well, 2.5 miles north of No. 1 and drilled with the same cable tool rig, struck 33° API gravity oil at the same depth flowing at a rate of 1,500 bbl/d. A rotary drill was substituted at No. 3 well at a depth of 1,635ft in order to explore lower lying strata.[49][50]

Once oil was found, the conditions were very favorable.[b] All the technical equipment needed to lay a pipe and construct a loading dock from local building materials could be fitted on a single ship. The tanker El Segundo[c] with a crew of 45 sailed from San Pedro on December 28, 1933[53] and arrived via Mumbai on February 22, 1934. She anchored 16,000 feet offshore beyond the stretch of shallow water that was to be bridged by a 12-inch pipeline resting on the ocean floor.[d] Five 8-ton anchors at the loading berth held in place 5 marking buoys at a depth of 50 feet of water. On the island of Sitra, 3 tanks totalling 250,000 barrels and one 7,500 barrel tank for ballast water[e] were erected from sheet steel brought by the El Segundo. From the terminal on Sitra to the wells, 10 miles of 6 and 8-inch gathering lines were laid. The loading capacity of the terminal was built to an initial 10,000 barrels per day. A road was built to the terminal, including 1,200 feet of a trestle[f] and a draw bridge.[55][56]

On June 7, 1934[57] the El Segundo departed with the first load of 25,000 barrels, bound for Yokohama,[58] and brought 500 barrels back for analysis to Richmond, California where she arrived on August 1.[59][56] And so, Bahrain oil entered the market a few weeks before the first oil from Kirkuk.

In 1935 the decision was reached to build a 10,000 bbl/d refinery and ground was broken in October 1935 at a site on the northeast of the island opposite Sitra between the oil field and the loading dock.[60] Before it was completed a contract was let for the second unit to double its capacity, at which point it began limited operations of those parts of the processing chain already completed.[61][62] The Oil and Gas Journal published a technical description in the 1937-12-30 issue, stating the capacity as 25,000 bbl/d, but in principle already capable of more if a few bottlenecks were removed.[63] The official opening ceremony took place on December 11, 1937. By then, there were a total of three 12-inch, one 10-inch and one 8-inch sea loading lines (one for each type of refined product[60]) and 2,407,150 barrels of storage capacity of which 541,200 were for crude oil.[64] Exports of crude petroleum fell from 4,286,000 barrels (11,742 per day) in 1937 (most of it to France, Italy, Japan) to just 336,000 barrels in 1938 and stopped entirely afterwards. Bahrein became an importer of crude oil and an exporter of refined products.[65]

On June 30, 1936[g] the California Texas Oil Company (usually referred to as Caltex) was incorporated as a wholly owned subsidiary of BAPCO. The new holding company owned the shares of 5 former Texaco marketing subsidiaries which had heretofore been supplied by Texaco from production in the United States and whose assets had a book value of $27 million. These were:

  • The Texas Company (Australasia) Ltd.
  • The Texas Company (China) Ltd.
  • The Texas Company (India) Ltd.
  • The Texas Company (Philippine Islands) Ltd.
  • The Texas Company (South Africa) Ltd.

In exchange Texaco was awarded a 50% stake in BAPCO.[66][67]

The Italian air force bombed the refinery on October 19, 1940, but caused practically no damage except that resulting from changing allocation of military resources in the aftermath.

In 1945, a 34 mile 12-inch 62,000bpd pipeline was laid to connect the mainland's Dammam field to the refinery on Bahrein Island, whose capacity was concurrently increased to 60,000 barrels per day. The Ras Tanura refinery and associated pipeline infrastructure was built at the same time and began initial operations at 50,000bpd a little later at the end of 1945.[68][69] Oil Weekly included a pretty map of all the infrastructure in the 1945-07-30 issue.

In 1953 Aramco laid 16.4 miles of underwater 12-inch loop line which increased the capacity of the link to 185,000bpd with the option of 195,000bpd (pipe pressure limit) which was planned to be reached in 1954 with some upgrades of pumping equipment. Capacity of the refinery in 1953 was 215,000bpd and Bahrein produced 30,100bpd themselves (at a remarkably steady rate).[70]

Bahrein in the context of early Saudi Arabian oil production[71]
Year Production Consumption Runs to Stills Exports to Bahrein to Bahrein bbl/day Exports to Others
1936 19,777 19,077 0
1937 64,968 65,668
1938 495,135 28,503 0 455,754 1,249 0
1939 3,933,903 38,821 0 2,957,955 8,104 457,758
1940 5,074,838 56,767 [h]113,796 4,313,262 11,817 840,390
1941 4,310,110 23,387 393,892 4,055,790 11,112 0
1942 4,530,492 71,685 2,221 4,429,719 12,136 0
1943 4,868,184 8,817 0 4,819,674 13,205 7
1944 7,794,420 32,385 352,946 7,146,335 19,579 0
1945 21,310,996 80,876 3,451,512 15,676,815 42,950 1,206,274
1946 59,943,766 109,513 29,297,816 25,951,218 71,099 4,447,808
Total 112,346,589 535,499 33,612,183 69,806,522 6,952,237

Until June 1939 a total of 56[72] and until January 1, 1946 a total of 74 wells had been drilled: 62 producers, 4 observation and 8 were shut-in.[73] In June 1953 a portable rotary rig, capable of drilling to 4,000ft and built by the National Supply Co of London sailed from London for Bahrein.[74]

Wells completed
Year Oil Gas Dry Feet
1946[75] none
1947[75] 6 0 0 13,660
1948[76] none
1949[76] 2 0 0 4,600
1950[77] 4 ? 0 9,711
1951[77] 6 ? 2 20,430
1952
1953
1954[78] 14 0 9 [i]61,360
1955[79] 14 0 1 58,069
1956[80] 21 0 0 51,510
1957[81] 17 0 0 41,000
1958[82] 2 0 1 5,535
1959[83] 0 0 [j]1 7,675
1960[84] 1 0 0 [k]3,000

Notes

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References

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[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Bahrain Petroleum Company

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The Bahrain Petroleum Company (Bapco), a of the state-owned Bapco Energies, is Bahrain's principal entity for crude , storage, , and associated operations.
Founded in 1929 in by the of to pursue exploration concessions in , Bapco spearheaded the kingdom's entry into the global oil industry by discovering commercial quantities of crude in 1932—the first such find in the —which began exports in 1934 and operations in 1936.
Today, Bapco's Sitra processes over 267,000 barrels of crude daily, with more than one-sixth sourced from Bahrain's domestic fields and the balance imported primarily from , supporting the kingdom's GDP through exports of refined products like diesel, , and while pursuing modernization to enhance efficiency and low-sulfur output.
Notable achievements include sustained contributions to Bahrain's industrialization and workforce development, alongside operational milestones such as extended periods without lost-time accidents and high reliability standards in .
The company has faced scrutiny over practices, including allegations of and favoritism in contracts, prompting internal audits and external investigations into governance issues.

Corporate Profile

Founding and Early Ownership

The Bahrain Petroleum Company (BAPCO) was incorporated on January 11, 1929, in Ontario, Canada, as a wholly owned subsidiary of the Standard Oil Company of California (SOCAL, predecessor to Chevron) to conduct oil exploration and production activities in the Persian Gulf region, specifically targeting Bahrain. This formation followed SOCAL's acquisition of an oil concession option from Gulf Oil Corporation for $50,000, which had held preliminary rights but faced restrictions under the 1928 Red Line Agreement limiting independent operations in the region by major oil consortia. The concession itself was formally granted by Bahrain's ruler, Sheikh Hamad bin Isa Al Khalifa, to BAPCO, granting exclusive rights to explore, extract, and export oil from the territory for 56 years in exchange for royalties and infrastructure commitments. Early ownership remained under SOCAL's complete control, with BAPCO operating as its dedicated vehicle for Bahrain operations without initial equity participation. This structure reflected SOCAL's strategy to circumvent geopolitical barriers to access, leveraging Bahrain's strategic position as the first territory to award such rights to a non-British firm. commenced in 1930 at Jebel , yielding Bahrain's first commercial oil discovery on June 1, 1932, which validated the venture and initiated production by 1934, though full export shipments began after refinery construction. Throughout and 1940s, SOCAL retained 100% ownership, funding expansions including the Awali refinery operational by 1935, while navigating disruptions that halted exports until 1945.

Current Ownership and Governance

The Bahrain Petroleum Company (BAPCO) is wholly owned by the Government of the Kingdom of , having assumed full ownership in 1997 following partial in the . BAPCO operates within the broader structure of Bapco Energies, the national strategic established in 2019 to consolidate and manage Bahrain's upstream, , and downstream assets, including operations; Bapco Energies itself is 100% owned by the Bahraini government and reports directly to the Higher Committee for Energy and Natural Resources. BAPCO's governance is directed by a Board of Directors comprising senior Bahraini officials and industry executives, including H.E. Abdulla Jehad Al Zain, , H.E. Yusuf Abdulla Ali Humood, , and Mr. Ahmed Yusuf Taleb Abdulghani, with the board overseeing strategic decisions, operations, and compliance. As part of Bapco Energies, its corporate practices align with the Bahrain Ministry of Industry and Commerce Code, emphasizing board oversight, , and regulatory adherence amid the group's transition to initiatives. The Bapco Energies board, chaired by His Highness , provides higher-level strategic guidance, as demonstrated in its quarterly meetings reviewing operational progress and investments through 2025.

Organizational Structure and Leadership

The Bahrain Petroleum Company (Bapco), operating as , maintains an tailored to its core business, emphasizing clear lines of , internal controls, and mechanisms as a closed under Bahraini regulatory oversight. This framework integrates a for strategic oversight with an executive management team for operational execution, supported by functions aligned with the COSO model for and compliance. The holds primary responsibility for establishing company policy, approving annual budgets and , appointing senior executives, and evaluating performance; it operates through specialized committees including Audit and Finance, , and Remuneration and . Chaired by H.E. Abdulla Jehad Al Zain, the Board comprises members such as Mr. , H.E. Abdulla Ali Humood, Mr. Abdulla Mohamed Taqi, and Mr. Ahmed Taleb Abdulghani, reflecting a blend of governmental and industry expertise to guide Bapco's alignment with national objectives. Executive leadership reports to the Board and is headed by Dr. Abdulrahman Jawahery, appointed via ministerial resolution and tasked with managing daily operations within delegated authority, including strategic implementation in and activities. Key supporting roles include Deputy Chief Executive Mrs. Afaf Zainalabedin, overseeing and corporate services; General Manager - Marketing, Sales and Supply Mr. Firdaus Panthaki, handling product distribution and commercial strategy; and Executive Vice President Mr. Luc Smets, directing operations alongside acting responsibilities for fire, safety, and security protocols. Additional executives, such as Mohammed Jawad Al Satrawi and Chief Legal Afshan Akhtar, ensure financial integrity and legal compliance across the organization's functional divisions. This layered structure facilitates efficient decision-making while maintaining separation between governance and operations to mitigate risks in a state-influenced entity.

Operations

Upstream Activities

Bapco Upstream, a wholly owned of Bapco Energies, manages all upstream operations in , encompassing and gas exploration, development, and production primarily within the onshore Bahrain Field (also known as the Awali Field). This entity, formerly operating as Tatweer Petroleum, serves as the steward of the Bahrain Field, focusing on maximizing hydrocarbon recovery through advanced and facility enhancements. In 2023, average daily production of and condensate from these operations reached 38,900 barrels per day. Key activities include the ongoing Bahrain Field Oil and Gas Development and Expansion Program, which entails and commissioning new oil and gas wells, appraising recently discovered resources, and upgrading production facilities to boost output and recovery rates. In August 2024, Bapco Energies secured $500 million in financing to support this initiative, emphasizing expanded gas well development alongside oil optimization for national . Drilling efforts in 2023 achieved notable milestones in both gas and oil wells, contributing to sustained field performance. Exploration efforts extend to unconventional resources, as evidenced by a February 2025 agreement with to assess an onshore gas prospect, marking Bahrain's entry into potential development. Bapco Upstream also maintains contracts for specialized services, such as a June 2024 renewal with Weatherford for rig operations and well construction support. These initiatives align with a strategic shift toward gas expansion while stabilizing mature oil assets, with Awali Field output holding steady at approximately 38,000 barrels per day as of mid-2025.

Refining and Midstream Processing

The Bahrain Petroleum Company (Bapco) primarily engages in refining through its Sitra refinery, located on Bahrain's Island, which processes imported crude oil into , diesel, , and other products for domestic consumption and export. The refinery's current crude capacity stands at 267,000 barrels per day (bpd), supporting Bahrain's needs and contributing to regional product supplies. Bapco's Bapco Modernization Program (BMP), a $6 billion initiative launched in the late , aims to upgrade and expand the facility, increasing capacity to approximately 400,000 bpd by the fourth quarter of 2025. Key additions include a new 225,000 bpd crude unit, a 65,000 bpd two-train residual hydrocracking unit (RHCU) converting 78% of residue into lighter products, a 58,000 bpd gas oil (VGO) hydrocracking unit achieving 99% feed conversion to middle distillates, and two units with 125 tons per day capacity each. These enhancements will boost ultra-low diesel output by 72% and by 90%, while improving energy efficiency and reducing reliance on heavier crude imports through better bottom-of-the-barrel upgrading. In midstream processing, Bapco manages crude oil importation and transportation via the linking to Saudi Arabia's supply networks, ensuring feedstock delivery to the , supplemented by approximately 54 kilometers of internal pipelines for distribution within . The company also operates storage facilities integral to operations and handles exports of refined products such as high-sulfur (typically 150,000–200,000 metric tons monthly) and , alongside government-directed crude oil shipments, primarily via maritime terminals for international markets including .

Downstream Distribution and Marketing

Bapco Energies, via its Bapco Refining subsidiary, operates a Marketing Terminal integrated with the refinery, storing over 245,000 barrels of finished products such as Super, , and regular , diesel, , and to support commercial, industrial, and sectors. Road tankers from the terminal deliver 3 to 4 million liters of fuel daily, fulfilling Bahrain's domestic market requirements through direct refinery connectivity for efficient reliability. In the local retail segment, Bapco Tazweed, the dedicated retail and distribution arm of Bapco Energies, oversees the station infrastructure, providing fueling and convenience services. As of September 2025, Bapco Tazweed operated 23 service stations, accounting for about 35% of Bahrain's fuel , with recent expansions including five new facilities launched in with Tyre Plus. Bapco also manages bulk sales to industrial and commercial customers, coordinating distribution networks to ensure steady availability within the kingdom. For international marketing, Bapco exports 85-89% of its refined output, targeting emerging markets in , , the , and , with volumes surging to record levels following the Sitra refinery's expansion to approximately 400,000 barrels per day by late 2025. In March 2024, Bapco Energies established a with to trade Sitra refinery products, enhancing capabilities and access to diverse crude feedstocks. These efforts prioritize high-quality outputs like ultra-low diesel and to meet international specifications.

Historical Development

Concession Negotiations and British-American Dynamics (1920s-1930s)

In the early , geological surveys highlighted 's oil potential, owing to subsurface structures akin to those yielding success in Persia under operations. Sheikh Hamad bin Isa Al Khalifa, Ruler of , sought to capitalize on this by granting an exclusive onshore concession on 14 February 1926 to the Eastern and General Syndicate (EGS), a British-registered firm promoted by prospector Major Frank Holmes, which promised initial payments and royalties but prioritized low-cost reconnaissance. As a since 1861, 's foreign affairs, including concession approvals, fell under the oversight of the British Political Resident in the Gulf, who viewed EGS's award as aligning with London's preference for channeling regional rights to British-led consortia like the (IPC). EGS's progress stalled amid financial shortfalls and its affiliates' entanglements in the 31 July 1928 , a pact among British, French, Dutch, and American firms (excluding independent U.S. entrants) that restricted competitive bidding in former Ottoman territories, though lay outside this zone. By 1929, unable to fund drilling, EGS sought a transferee; the of (Socal), eager to penetrate the Gulf amid domestic depletion and excluded from Red Line areas, negotiated acquisition through diplomatic channels and local intermediaries like Holmes. Socal incorporated the Petroleum Company (BAPCO) in , , on 28 June 1929, ostensibly to navigate U.S. antitrust scrutiny while securing the rights for $50,000 plus royalties. British authorities, wary of eroding their monopoly—evident in prior Gulf concessions funneled to Anglo-Persian—initially scrutinized the transfer, insisting on clauses barring indirect foreign control and consulting the and Foreign Office for alignment with imperial strategy. Yet, facing Hamad's impatience for development and EGS's imminent lapse, officials relented, prioritizing stability over exclusion; the Political Resident approved terms ensuring British veto on sub-transfers and operational oversight. On 12 June 1930, EGS finalized the extension with the , incorporating a 10,000-rupee annual rental and 50-50 profit-sharing post-cost recovery, before assigning rights to BAPCO on 1 August 1930. This handover exemplified nascent U.S.-British tensions in Gulf hydrocarbons, with Socal's success—bolstered by State Department advocacy for "" access—puncturing Europe's cartel grip and spurring American pursuits in adjacent , while underscoring Britain's reliance on protectorate leverage amid fiscal constraints post-World War I. BAPCO's entry, unencumbered by Red Line obligations, enabled rapid mobilization, contrasting IPC's delays and foreshadowing U.S. firms' 1930s expansion despite London's diplomatic hedging.

Oil Discovery and Initial Production (1932-1940s)

Oil was discovered by the Bahrain Petroleum Company (Bapco) on June 2, 1932, at Well Number One in Jebel Al Dukhan, establishing the Awali oil field and representing the inaugural commercial find in the Arabian Gulf. This breakthrough followed exploratory drilling initiated under a concession granted to Bapco, a of of California, which had secured exclusive rights in 1929. The discovery transformed Bahrain's economic prospects, shifting reliance from pearling to hydrocarbons amid global depression pressures. Commercial production commenced shortly thereafter, with the first crude oil shipment of 25,000 barrels exported from Sitrah in 1934. By 1935, operations had expanded to 16 producing wells, supporting initial output directed toward export markets. A , the first in the region, was constructed and began operations in with an initial capacity of 10,000 barrels per day, enabling local processing and further development of the field. Through the late and into the , production scaled up steadily, reaching over one million tons annually by 1937, which solidified oil as the cornerstone of Bahrain's economy. Despite constraints, including potential supply chain disruptions, Bapco maintained operations, with monthly output reports indicating consistent volumes into 1946. This era laid the foundation for sustained extraction from the Awali field, which peaked later but demonstrated early viability with reserves supporting long-term yields.

Post-War Expansion and National Influences (1950s-1970s)

Following , the Bahrain Petroleum Company (Bapco) experienced significant operational expansion driven by surging global oil demand for reconstruction and industrialization in and . Production levels stabilized in the early 1950s at approximately 11 million barrels annually, reflecting incremental field developments and refinery optimizations amid limited reserves in Bahrain's onshore Awali field. By the mid-1960s, Bapco inaugurated the Abu Sa'afa offshore field in 1966, which substantially boosted output through new and extraction technologies adapted to the Gulf's marine environment. This period also saw infrastructure enhancements, including natural gas utilization initiatives stemming from discoveries in , enabling more efficient processing and export capabilities. The most notable post-war advancement occurred in with the completion of Bapco's refinery expansion program, elevating capacity from prior levels of around 125,000 barrels per day to 250,000 barrels per day, positioning as a key refining hub in the Arabian Gulf ahead of larger producers like . This upgrade incorporated advanced catalytic cracking units and distillation towers to meet specifications for high-quality fuels demanded by international markets, supported by investments from Bapco's American parent entities, of California (Chevron) and via their . These developments not only increased 's export volumes but also contributed roughly 60% of government revenues by the late , funding infrastructure and social programs under the ruling Al Khalifa family. National influences intensified during the 1950s and 1960s amid regional Arab nationalism and labor unrest, which pressured Bapco's foreign-dominated management. Recurrent strikes by Bahraini workers, building on the 1943 refinery walkout, highlighted demands for better wages, housing, and representation, often aligned with pan-Arabist sentiments influenced by events like the 1956 Suez Crisis and Nasser's Egypt. These movements, concentrated in Bapco's segregated company town at Awali, underscored tensions between expatriate oversight and local aspirations, prompting incremental concessions such as wage hikes and Bahrainization policies to mitigate disruptions. By the early 1970s, the 1973 oil crisis and OPEC's assertive pricing amplified calls for resource sovereignty, foreshadowing Bahrain's participation agreements; the government under Shaikh Isa bin Salman Al Khalifa leveraged booming revenues to negotiate greater equity, culminating in the 1975 accord granting Bahrain 60% control over upstream assets without full expropriation, reflecting pragmatic adaptation to global shifts rather than outright nationalization seen elsewhere in the region.

Mergers, Nationalization, and Restructuring (1976-1999)

In 1976, the National Oil Company (BANOCO) was established as a government entity to oversee and manage 's growing participation in the oil sector, reflecting broader regional trends toward state control of hydrocarbon resources following OPEC's influence. BANOCO initially handled administrative aspects of the government's equity in operations previously dominated by foreign firms. By 1981, BAPCO was restructured as a , with the Government of acquiring a 60 percent stake and retaining 40 percent, marking a partial that shifted operational oversight while preserving technical expertise from the American partner. This arrangement followed negotiations amid global oil market volatility post-1970s price shocks, enabling to capture a larger share without immediate full expropriation. In 1980, the Supreme Council for Oil was formed under royal chairmanship to coordinate policy, further centralizing decision-making. The process advanced in 1997, when the of purchased Caltex's remaining 40 percent equity in BAPCO's refinery operations for an undisclosed sum, achieving complete and ending foreign involvement in equity. This , effective , aligned with fiscal strategies to consolidate assets amid fluctuating oil prices. Two years later, in 1999, BAPCO and BANOCO merged into a single integrated entity under full control, streamlining , , , and distribution to enhance during the reign of King . The merger eliminated redundancies, positioning the unified BAPCO for expanded upstream and downstream capabilities.

Modernization Era and Strategic Shifts (2000s-2020s)

In the early , the Bahrain Petroleum Company (BAPCO) focused on operational enhancements to maintain competitiveness amid fluctuating global oil markets, including incremental refinery upgrades and efficiency improvements at its facility, which processed around 250,000 barrels per day (bpd) following prior expansions. These efforts laid groundwork for larger-scale modernization, driven by Bahrain's Economic Vision 2030 to bolster refining capacity and export revenues. By the mid-2010s, BAPCO initiated the Bapco Modernization Programme (BMP), the kingdom's largest energy investment, valued at approximately $7 billion, aimed at transforming the aging refinery infrastructure. The BMP, executed through a of international firms, expanded capacity from 267,000 bpd to 400,000 bpd—a 42% increase—via installation of 21 new processing units, including a 225,000 bpd crude oil unit and residue hydrocracking facilities. This upgrade boosted ultra-low diesel output by 72% and by 90%, enabling greater flexibility for heavier crudes and alignment with international emission standards. Commissioning delays pushed full operations to the fourth quarter of 2025, with ramp-up focusing on enhanced product exports and reduced crude import dependency. Parallel initiatives, such as asset performance management systems implemented in partnership with GE Vernova, integrated to optimize operations and minimize downtime. Strategic restructuring marked a pivotal shift in the late 2010s, culminating in the 2019 formation of Bapco Energies as a holding entity consolidating BAPCO's refining operations with Bahrain National Oil Company (BANOCO), Bahrain National Gas Company (Banagas), and others into a unified platform for integrated . This reorganization, further refined in 2023, elevated renewables and downstream ventures under dedicated subsidiaries like Bapco Refining, emphasizing diversification beyond traditional hydrocarbons. Bapco Energies pursued global partnerships, including a agreement with for AI-driven energy production optimization and a collaboration with for up to 2 gigawatts of wind projects to support industrial decarbonization. Sustainability emerged as a core strategic pillar, with Bapco Energies adopting a decarbonization roadmap targeting net-zero emissions by 2060, encompassing energy efficiency upgrades, carbon capture integration, and exploration of low-carbon fuels like sustainable aviation fuel. These initiatives aligned with Bahrain's 30% emissions reduction goal by 2035, incorporating LNG imports for cleaner power generation and BMP's compliance with Euro V standards to mitigate environmental impacts. By 2025, post-BMP exports of refined products had surged, reinforcing Bahrain's role in regional energy supply while navigating geopolitical pressures through enhanced operational resilience.

Economic and Strategic Impact

Contribution to Bahrain's Economy and

The Bahrain Petroleum Company (Bapco), as the primary operator in Bahrain's upstream production and sectors, has historically underpinned the kingdom's economic framework through hydrocarbon exports and value-added processing. Since its establishment following the discovery, Bapco's operations have generated substantial fiscal inflows, with refined products and crude exports forming a cornerstone of national trade. In contemporary terms, Bapco's 267,000 barrels per day capacity supports exports to markets in , the , , and , directly bolstering . Bapco's activities contribute significantly to Bahrain's (GDP), with the broader and gas sector—dominated by the company's production and —accounting for 14.1% of real GDP in the first quarter of and 14.5% in the first half of that year. This share has moderated from higher levels, such as 43.6% in 2000 and around 19% in recent assessments, reflecting diversification efforts amid fluctuating global prices, yet underscoring Bapco's enduring role in output volumes and industrial value addition. The sector's GDP footprint arises from extraction, margins, and ancillary services, with Bapco's modernization projects, including a planned expansion to 400,000 barrels per day, poised to enhance this through increased throughput and efficiency gains. On the revenue front, Bapco's proceeds form the bulk of 's government fiscal base, with and gas revenues comprising over 60% of total government income in recent periods, a dependency tracing back to pre-independence eras when they averaged 60% annually. For instance, in 2016, such revenues reached 75.7% of government totals, funding public expenditures, infrastructure, and sovereign wealth accumulation via entities like the . Bapco Energies, the restructured entity encompassing Bapco's core operations, reported revenues of BHD 4.2 billion in 2022—up 50% year-over-year—driven by elevated prices, with net profits of BHD 394 million translating into dividends and fiscal transfers that sustain budget stability amid non-oil sector growth. Beyond direct fiscal impacts, Bapco fosters economic multipliers through of a skilled national workforce and linkages, contributing to development and industrial clustering in areas like . However, this reliance exposes to commodity price volatility, prompting strategic shifts toward downstream integration and renewable transitions, though remains the dominant revenue engine as of 2024.

Geopolitical and Regional Role

The Bahrain Petroleum Company (Bapco) has historically reinforced Bahrain's geopolitical alignment with through its dependence on Saudi crude oil supplies, which constitute the majority of feedstock for Bapco's refinery. This reliance stems from Bahrain's limited domestic production capacity, with providing processed crude via a dedicated system; the original , operational since the , was replaced by a new 110-kilometer inaugurated on November 26, 2018, connecting Aramco's facility to Bapco's refinery. This arrangement not only ensures Bahrain's refining output—critical for generating foreign exchange—but also embeds the kingdom economically within 's energy ecosystem, fostering bilateral security cooperation amid shared concerns over Iranian influence in the Gulf. Bapco's operations have amplified Bahrain's strategic value in broader regional dynamics, particularly within the (GCC), where oil infrastructure underscores collective against external threats. The company's refining capacity, upgraded through projects like the refinery modernization initiated in the 2010s, supports Bahrain's role as a logistical hub, processing imported Saudi oil for export and domestic use, which in turn bolsters the kingdom's fiscal stability amid repeated Saudi financial bailouts during downturns. This interdependence has geopolitical ramifications, as Bahrain's alignment with —evident in joint responses to regional instability, such as the 2011 Arab Spring unrest—leverages Bapco's output to maintain regime stability without independent leverage. In U.S.-Bahrain relations, Bapco facilitates energy partnerships that align with American strategic interests in the Gulf, including hosting the U.S. Navy's Fifth Fleet since 1948. Recent deals, such as the August 2025 concession agreement with U.S.-based for onshore oil and gas exploration, and U.S. Export-Import Bank approval of a $500 million for a Bahrain drilling project in March 2024, highlight Bapco Energies' (Bapco's successor entity post-restructuring) role in attracting Western to offset regional volatility. These collaborations enhance 's position as a to Iranian , with Bapco's refined products indirectly supporting U.S.-aligned in the strait-contested .

Technological and Operational Achievements

The Bapco Modernization Program, completed and inaugurated on December 19, 2024, represents the largest strategic energy project in Bahrain's history, expanding the refinery's crude processing capacity from 267,000 barrels per day (bpd) to 400,000 bpd through the addition of advanced units including a new Crude Oil Distillation Unit capable of handling 225,000 bpd. This upgrade incorporates cutting-edge refining technologies to enhance product yields, such as increasing ultra-low sulphur diesel production by 72% and output by 90%, while enabling the processing of heavier crude grades to optimize feedstock flexibility. Operational enhancements from the program include expanded Sulphur Recovery Units adding 750 tonnes per day of capacity, achieving a total sulphur production of 1,535 metric tonnes per day with 99.9% recovery via two-stage Claus processes and tail gas treatment, thereby minimizing emissions and waste during refining. The Jet Fuel Treatment Unit employs improved proprietary designs to nearly double Bahrain's production, supporting sector demands with higher-quality, low-sulphur outputs. In upstream operations, Bapco Energies achieved milestones in 2023 through successful gas and campaigns, contributing to sustained and production . Technologically, Bapco Refining advanced its digital capabilities by implementing GE Vernova's asset performance management software, accelerating predictive maintenance and operational optimization across refinery assets to enhance reliability and throughput. Since 2000, the company has invested over US$320 million in environmental technologies, including upgrades for emissions control and process efficiency without direct economic returns, demonstrating a commitment to operational sustainability. In 2009, Bapco established the Bahrain Lube Base Oil Company (BLBOC), the region's first facility producing Group III base oils via advanced hydrocracking processes, enabling higher-performance lubricants for industrial applications.

Controversies and Criticisms

Safety and Operational Incidents

On May 2, 2025, a failure at the Bapco Refining facility in released toxic gas during an , resulting in the immediate deaths of two employees—Bahraini national Mohammed Mahmood Shehabi and Serbian national Dijan Koka—and critical injuries to a third, Egyptian national Hossam Ahmed, who succumbed to his injuries on May 5. The incident prompted an immediate emergency response, containment within hours, and an internal investigation, with Bapco Energies' chairman subsequently calling for a comprehensive review across operations. In April 2024, a technical malfunction at the refinery triggered an and in a holding approximately 46,000 barrels of , leading to a declared . Bapco Refining teams successfully lowered the damaged tank roof, emptied the contents by April 25, and lifted the emergency without reported casualties or off-site impacts, attributing the event to equipment failure under operational stress. On November 10, 2017, an damaged a major pipeline connecting the refinery to storage tanks, igniting a fire that Bahrain authorities classified as linked to Iran-backed militants, marking the kingdom's first such attack on energy infrastructure. The blast caused no injuries but disrupted flows temporarily before repairs restored operations. Earlier records include wartime damage to the from Italian air raids on October 19, 1940, which affected infrastructure but were external military actions rather than operational failures. Bapco maintains ongoing analyses of historical incidents to inform preventive measures, though public details on minor leaks or near-misses remain limited. No major oil spills attributable to Bapco operations have been documented in available reports.

Environmental and Sustainability Challenges

The Bahrain Petroleum Company's (Bapco) refining operations at have been a major contributor to air and , with the facility emitting pollutants such as hydrocarbons, , and . Daily wastewater discharge from the refinery totals approximately 693,974 cubic meters into the Gulf, often containing oil residues that have resulted in spills damaging marine ecosystems and aquatic life. These discharges, combined with industrial emissions, exacerbate Bahrain's broader challenges with coastal contamination from land-based sources. Air quality near the refinery has been adversely affected, with particulate matter (PM10) levels contributing to elevated rates of , allergies, respiratory diseases, premature births, and low birth weights in surrounding areas, as documented in health studies linking industrial emissions to these outcomes. Residents in nearby Ma'ameer village have reported heightened cancer rates, child birth defects, and pregnancy miscarriages attributed to persistent fumes and smoke from the refinery and adjacent state-owned facilities. Bapco's activities account for roughly 70% of Bahrain's total across Scopes 1, 2, and 3, intensifying the kingdom's decarbonization hurdles amid reliance on . and leaks from operations remain persistent issues, despite pledges to align with Bahrain's targets of 30% emissions reduction by 2035 and net-zero by 2060, as the core inherently generates high carbon intensities that conflict with rapid transition demands. No major environmental fines or violations specific to Bapco have been publicly documented, though national laws impose penalties up to BD50,000 for substantial , reflecting enforcement transparency in state-owned sectors.

Labor Practices and Workforce Dynamics

The Bahrain Petroleum Company (BAPCO) maintains a workforce emphasizing Bahraini nationals, reflecting national policies aimed at localization following the company's 1975 nationalization, when Bahrainis initially formed a minority of employees despite many being officially registered as such. By 2015, BAPCO's total workforce stood at 2,388, with 1,865 Bahrainis, yielding approximately 78% localization. In its 2021 annual report, the company reported 68% Bahraini employees overall, with ongoing recruitment prioritizing nationals through training and development programs aligned with Bahrain's Tamkeen initiative for skill enhancement. Affiliates like Bapco Tazweed achieved 99% Bahrainisation by 2022 via targeted hiring of locals. Labor dynamics evolved from early conflicts, including Bahrain's first industrial strike by BAPCO workers in December 1943 over wages and conditions, which succeeded due to and company concessions. Post-nationalization and amid the Arab Spring, BAPCO shifted to a paternalistic management model, fostering loyalty among Bahraini staff through stable employment and benefits, which stabilized the local workforce and reduced disputes. Contemporary practices focus on safety and retention, with BAPCO achieving 125 million safe work hours without lost-time injuries by July 2024 across employees and contractors, supported by rigorous training. The company positions itself as an "employer of choice" for Bahrainis, contributing to national GDP while adhering to localization quotas under Bahrain's Labour Market Regulatory Authority guidelines. Expatriate workers, primarily from , supplement the core workforce in technical and manual roles, particularly during expansion projects like the BAPCO Modernization Programme, but face challenges under Bahrain's sponsorship system. In September 2021, thousands of migrants employed by contractor Nasser S. Al Hajri (NSH) for BAPCO protested for a week over non-payment of wages, unsafe conditions, overcrowded and unhygienic accommodations, and substandard food; BAPCO acknowledged the issue but noted it involved subcontractors, leading to some worker repatriations and company audits. NSH dismissed claims as exaggerated by a "small group," while denying police intervention despite video evidence. Such incidents highlight tensions in contractor-managed migrant labor, though BAPCO's direct employees benefit from higher localization-driven protections, with government oversight pushing for 50% Bahraini staffing in privatized energy services as of May 2025. In October 2024, Bahrain's Labour Minister commended BAPCO's role in building a skilled national cadre, underscoring prioritization of local hiring amid broader GCC workforce trends.

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  102. https://www.facebook.com/NewsofBahrain1/posts/%25EF%25B8%258F-bapco-announces-successful-lowering-of-damaged-tank-roof-in-sitra-advancing-re/1143461710441162/?locale=af_ZA
  103. https://www.reuters.com/article/world/bahrain-calls-pipeline-blast-terrorism-linked-to-iran-idUSKBN1DB0IV/
  104. https://academic.oup.com/book/60740/chapter/528384255
  105. https://scispace.com/pdf/lessons-learned-from-process-incidents-viewing-historical-3zojhoe72n.pdf
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  107. https://www.adhrb.org/2019/03/adhrb-at-hrc40-the-impact-of-state-owned-industries-on-the-environment-and-health/
  108. https://bapcoenergies.com/media-centre/reports/download/this-is-a-test-report-15
  109. https://www.zawya.com/en/legal/tough-environment-law-in-bahrain-gets-green-light-vzf87tw5
  110. https://scispace.com/pdf/workforce-nationalization-in-the-gulf-cooperation-council-513tdj1177.pdf
  111. http://wrm.bh/moo/news.aspx?id=832
  112. https://www.bapco.net/media/annual_report_2021_english.pdf
  113. https://www.bna.bh/en/Employmentcontractsof32BahrainissignedatBapcoTazweed.aspx?cms=q8FmFJgiscL2fwIzON1%252BDnN51608sVwqeROulKXryV4%253D
  114. https://journals.openedition.org/arabianhumanities/2865
  115. https://www.bapco.net/en/news-article/bapco-refining-achieves-historic-record-of-125-million-safe-work-hours-with-zero-lost-time-injuries
  116. https://www.migrant-rights.org/2021/11/companies-involved-in-bahrains-bapco-protests-issue-weak-responses-to-rights-violations/
  117. https://knowledge.dlapiper.com/dlapiperknowledge/globalemploymentlatestdevelopments/2025/new-law-requires-half-of-workforce-in-privatised-state-services-to-be-bahraini
  118. https://www.bna.bh/en/news?cms=q8FmFJgiscL2fwIzON1%252BDrMHDledyswD2RSQpKOM6o0%253D
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