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22 October 2026, London (The Energy Circle by IN-VR) – Khaled Salah, Vice President of Africa at AVEVA, discusses Africa’s progress with industrial software and where Libya stands, and how digital tools such as predictive maintenance, digital twins and asset information management can help operators get more out of ageing oil and gas infrastructure. The interview also covers what a “digital” Misurata Free Zone could look like, lessons from procurement for Libya’s industrial development, cybersecurity and building local digital skills, and why Libyan operators should “start with the operational problem that matters most.”
1. How would you describe Africa’s progress with industrial software today? Which countries or sectors are moving fastest?
Africa’s progress is uneven, but the ambition is clear. Industrial leaders want more reliable production, better use of energy and stronger returns from their assets.
I would highlight South Africa’s mining and energy sectors; Egypt’s oil, gas and process industries; Morocco’s manufacturing and infrastructure; and Nigeria and Algeria’s energy sectors. These are examples of opportunity rather than a ranking—digital maturity can vary considerably between companies in the same country.
2. Where does Libya stand compared with the rest of the continent?
Libya has significant industrial potential, experienced engineers and an established energy sector. The opportunity is to connect that operational experience with better information and modern digital tools.
I would assess readiness company by company. Some operators may need to strengthen data collection and asset information; others may be ready for advanced analytics.
For Libya, the immediate value is in improving the reliability of existing infrastructure while preparing for future investment. Predictable investment conditions, clear data governance and local skills development will help that progress become sustainable.
3. Much of Libya’s oil and gas infrastructure is ageing. How can digital tools help operators get more out of existing assets?
Ageing infrastructure makes it particularly important to understand equipment condition and operating limits.
AVEVA PI System can bring operational data together so engineers can investigate performance losses and emerging problems. Asset Information Management can help them find the relevant drawings, specifications and maintenance information. Predictive analytics can then provide earlier warning of abnormal equipment behaviour.
This helps operators prioritize maintenance and investment using evidence. Digital tools cannot replace necessary physical repairs, but they can help teams decide where intervention will have the greatest effect.
4. What should a Libyan operator digitalise first?
Start with the operational problem that matters most.
If a compressor repeatedly interrupts production, begin with that asset: establish reliable measurements, bring its operating history together and give the maintenance team useful information. If energy consumption is the problem, establish where energy is being used and what drives the variation.
Choose a use case with a clear owner, a baseline and a measurable outcome. That could be fewer unplanned shutdowns, lower energy use per unit of production or faster diagnosis. Demonstrate value, build confidence and then expand.
5. How can digital twins and predictive maintenance reduce downtime in Libya’s energy sector?
They support different parts of the decision.
A digital twin connects relevant engineering models and operational information so teams can understand how an asset is performing and evaluate changes. Predictive maintenance uses equipment data to identify developing problems, giving specialists more time to investigate and plan an intervention.
PETRONAS provides a useful international example. AVEVA’s published case study reports US$33 million in savings from a programme using PI System and Predictive Analytics to reduce unplanned downtime.
For a Libyan operator, the starting point would be its own critical assets, data quality and maintenance processes.
6. The Misurata Free Zone combines a port, industry and logistics. What could a “digital” free zone look like?
A digital free zone would help the port, industrial tenants, logistics providers and utilities coordinate more effectively.
Imagine a manufacturer receiving better information about incoming materials, while the port has visibility of equipment availability and utility teams can monitor electricity and water demand. Each organization would retain control over its information, with agreed rules for sharing what others need.
AVEVA could contribute through industrial data management, asset monitoring and operational visualization, integrated with specialist port, logistics and business systems.
The measures of success would be practical: fewer delays, more reliable utilities and better asset utilization.
7. You spent years in supply chain and procurement at Schneider Electric. What lessons apply to Libya’s industrial development?
One lesson is that the lowest purchase price does not always produce the best lifetime value. Reliability, service availability, spare parts, skills and integration all influence the return on an investment.
Another is that a supply chain performs better when people can work from consistent information. When procurement, engineering, maintenance and operations have different versions of the situation, decisions become slower and more expensive.
For Libya, I would encourage investment decisions that consider the full asset lifecycle and develop local supplier capability. International partnerships should help transfer knowledge and create businesses that can support industry over the long term.
8. As more operations go online, how should Libyan companies approach cybersecurity?
Cybersecurity should be part of the operating model from the beginning.
Operators need to understand their assets and connections, control who has access, separate networks appropriately and manage remote access carefully. They also need tested recovery procedures, employee training and a clear process for responding to incidents.
In industrial environments, security decisions must account for safety and production continuity. That requires cooperation between operations, engineering, IT and specialist security teams.
AVEVA has a role in secure software development and product support. Effective protection also depends on how systems are deployed, maintained and used throughout their lifecycle.
9. How do you build the right digital skills locally?
Build skills around real operational work. Pair experienced process and maintenance engineers with digital specialists and let them solve a specific problem together. Training becomes much more effective when people can see how it improves a task they already understand. We have recently signed agreements with engineering universities like El-Sewedy in Egypt
I would also involve universities, technical institutes and local partners, with structured opportunities to learn through projects. The objective is to develop local teams that can maintain systems, interpret results and improve the applications themselves. For AVEVA, a sustainable market means customers and partners have the capability to keep creating value long after the initial implementation.
10. Looking three years ahead, what would you like AVEVA to achieve in Libya?
I would like AVEVA to have earned the trust of Libyan operators through projects with clear, demonstrated results: improved equipment availability, more efficient energy use and better access to operational and engineering information.
I would also like to see stronger local delivery capability, with Libyan engineers and partners supporting implementation and ongoing improvement.
A more digital energy sector would give site teams and leaders a clearer understanding of performance and risk. Ultimately, success should be visible in more dependable production, stronger industrial services and skilled opportunities for Libyan people.
