Escolar Documentos
Profissional Documentos
Cultura Documentos
Qatargas is one link in a chain of industrial partners who are all focused
on environmental stewardship and responsible industrial development in
this region
-Jacques Azibert, Chief Operating Officer - Operations
PEOPLE
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 13
Q
atargas participated in the College
of the North Atlantic (Qatar)
QQ
Career Fair. The Qatargas stand manned
by Company employees was kept busy
addressing requests for information
from enthusiastic students about career
QATARGAS AT CNAQ
prospects in the Company and about the
LNG industry in general.
The Company has been an active
supporter of the College and its programs
since its establishment. Qatargas
employees are members of various subject
committees and advisory boards at the
College and a number of young nationals
are currently pursuing various CNAQ
certificate and diploma programs under
the Companys sponsorship.
S
EQ Department conducted an internal audit course
which covers ISO 9K, ISO 14K and OHASA 18K at
Alwaha club in July. The course was conducted by DNV
and there were 15 participants from different groups in
Qatargas.
Participants become certified internal auditors and
they will conduct the ISO internal audit at Qatargas plus
support their departments in audit preparation and future
improvements in the system.
Internal Audit Training
O
nce again this year in accordance
with established Qatargas tradition,
Qatargas Chief Executive Officer (CEO),
Mr Faisal Al-Suwaidi, convened separate
Convocations for national trainees
and graduates on development. The
Convocations are an integral part of the
Companys Quality Qatarization strategy.
They are aimed at reviewing the status of
the various programs designed to support
the smooth integration of nationals into
the organization, at identifying any issues
arising, and exchanging suggestions on
how to enhance current programs.
The Convocations are held as
collaborative forums for the open
exchange of information between senior
management and nationals on training or
development towards target positions.
CEO Convocations for National Trainees
and Graduates on Development
As in previous Convocations, the
CEO reiterated the Companys relentless
commitment to national development.
Established employees who support
the development of nationals are
valued by the Company and will not be
disadvantaged in any way by the progress
of their national colleagues.
Encouraging young nationals to speak
up and provide their comments and
suggestions regarding their programs,
Mr Al-Suwaidi also stressed that despite
whatever the Company provides in
terms of support, each individual is
ultimately responsible for his or her
own career. Any national demonstrating
their competence to do the job would
be placed in the position. It had to be
understood that development programs
are competency-based and are flexible
with regard to duration. It really depends
on the individuals own efforts how
long, or short, his or her program will
be. Although the Company will provide
all necessary training courses to support
peoples development, it must also
be understood that the best and most
effective learning is on the job , in the
workplace itself. The workplace provides
numerous learning opportunities. It was
up to individuals to take advantage of
these and move ahead with their career.
The process of national development
at Qatargas is guided by the Development
Committee for Nationals (DCFN) which
comprises the CEO, all Group Managers,
the Human Resources Manager, and the
Head of Training & Development. The
My career is my responsibility
PEOPLE
14 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
PEOPLE
DCFN mandates an annual confidential
audit whereby perceptions of national
trainees and graduates regarding
the quality and consistency of their
programs are solicited through a series
of confidential interviews. This year, as
in previous Convocations, the results of
the audits were presented and remedial
actions agreed. In a wide-ranging
presentation, Mrs Aida Al-Shahri the
Human Resources Manager, reported on
actions taken as a result of last years
events and details of other planned
activities in support of employee
development.
Each of the Companys Group
Managers reported on what their
departments had done during the year
to further the localization process and
questions and recommendations from the
participants were addressed.
Proceedings were enlivened by the
motivational contributions of established
Qatari employees:
- Sheikh Ahmad Al Thani (Offshore
Manager)
- Hassan Abu Khamis (Fire Chief)
- Mashael Al-Muhannadi (P&P
Coordinator)
- Faraj N. Mubarak (Organization
Advisor, Southhook Terminal)
These volunteer speakers recounted
their own personal career histories and
advised younger participants on personal
strategies to adopt for future career
success.
In addition to discussing programs and
plans, it is equally important to recognize
the significant contributions of people in
the Company who helped to move the
Quality Qatarization process forward. In
this regard, the CEO distributed awards
to trainees and graduates who excelled in
their development programs, and also to
coaches and mentors whose outstanding
contributions merited special recognition.
The CEO also presented special
department awards to three departments
which had exhibited exemplary
dedication to the development of their
nationals during the preceding year:
Plant Operations, Plant Maintenance, and
Commercial & Shipping.
As a result of the Convocations, action
plans were drawn up to address key
issues identified by participants.
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 15
UPDATES
16 | The Pioneer | September 2006 - Issue No. 109 www.qatargas.com
Qatargas 2 Project marches on...
installation and start-up in late 2007.
As engineering and procurement
activities on the Onshore Project near
completion, construction activities at
Ras Laffan site have been ramping up
at a rapid pace. Significant progress
has been achieved by CTJV in the areas
of foundations, buildings, structural
steel, undergrounds and piping. Train
4 machinery from GE/Nuevo-Pignone,
major liquefaction equipment by APCI as
well as many vessels and heat exchangers
have been delivered to the Ras Laffan
construction site and installed.
The Common Facilities Projects
include Common Lean LNG Storage and
Loading facilities, Common Sulfur, and
Common Single Point Mooring (SPM)
subprojects are progressing on schedule
to support the QG 2 startup dates.
The five Lean LNG Tanks (Nos. 1,
2, 3, 4 and 5) are at various stages of
construction with the roof of Tank 1
successfully air-lifted on August 14.
Detailed design for Berth 5 marine
structure has commenced and pre-FEED
studies for Berth 6 are underway.
With the engineering on the Common
Sulfur well advanced, the construction
activities at site have picked up.
Construction of foundations for the
Sulfur Storage building have commenced
and site offices will be opened in the near
future.
Contracts for the Common SPM
Project have been awarded and works
have been initiated for the new offshore
condensate offloading system, which will
ease ship traffic in the port and allow
more efficient loading of LNG ships.
All eight Q-Flex LNG ships are
currently in various stages of fabrication
in Korea and orders have been placed
for six Q-Max ships to handle LNG from
Train 5.
At the South Hook Receiving Terminal
in Wales, work is well underway on Berth
facilities, LNG tanks and the balance
of the reliquefaction plant. With the
connection to the UK gas grid also being
progressed in parallel, all elements of
the supply chain are being put in place
for the planned delivery of gas to the UK
grid during the winter of 2007-2008.
T
he Qatargas 2 (QG 2) Project for
LNG Trains 4 and 5 at Qatargas is
made up of several subprojects namely,
Drilling, Offshore, Onshore, Common
Facilities, Shipping, and South Hook
LNG Terminal. Engineering, Procurement
and Construction (EPC) activities on
all subprojects are well underway
and progressing at a pace required to
deliver the first Liquefied Natural Gas
(LNG) cargo in Quarter 2, 2008. With
approximately 21,000 contractors and
company personnel currently working
at various worldwide project locations,
QG 2 project has, since its inception,
worked approximately 48 million
man-hours.
Drilling on two of the three platforms
has been completed and completions on
Wellhead-4 and Wellhead-5 are underway
while the batch drilling at Wellhead-6
continues. The overall drilling program
is ahead of schedule. The Wellhead-5
Production deck has been successfully
lifted and set on legs in the Abu Dhabi
fabrication yard and work is proceeding
in parallel for the Wellhead-6 Production
deck. The offshore topsides and the
offshore pipelines are on schedule for
UPDATES
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 17
Development on track for Qatargas 3&4
T
he Qatargas 3&4 project, in
conjunction with embedding a safe
working culture for all its employees, is
making good progress in the construction
of its onshore and offshore facilities.
In June 2006 the Joint Asset
Development Team (JADT) celebrated
2.5 million man hours without a Lost
Time Injury (LTI). The Incident and
Injury Free (IIF) campaign has been
initiated and all of the integrated project
team will attend an orientation session.
As well members of the JADT will
attend a Safety Commitment Workshop
and some will become Orientation
Session Leaders who will then lead the
orientation sessions.
In addition to the achievement of the
JADT, one of the JADTs contractors also
celebrated a significant safety milestone.
The Noble Chuck Syring drilling rig
achieved 10 years without an LTI during
its six well drilling campaign offshore.
The appraisal drilling campaign, which
will finish in September 2006, has been
successful and provided important
subsurface data to the JADT as it prepares
for the drilling of its development wells
starting in January 2007. Three drilling
rigs will be operating simultaneously to
develop the Qatargas 3&4 block.
Construction of offshore jackets by
J. R. McDermott in Dubai is progressing
on schedule with the first two jackets
loaded onto barges for installation in
August 2006. The third and final jacket
construction is well advanced and will
be ready to be installed in October
2006. The jackets form the base for the
new offshore platforms required for the
development of Qatargas 3&4.
In addition to the jacket construction
McDermott was awarded the multi-
million dollar contract to build and install
the topsides for the three platforms.
The topsides will be fabricated at the
McDermott facility in Dubai. The
installation of the topsides is scheduled
for fourth quarter 2008.
Work is also progressing well on
the pipelines, Mitsui was awarded
the contract to supply the line and
fittings required for the work scope.
WorleyParsons was awarded the contract
to perform Detailed Engineering for the
pipeline system.
Onshore, early works and site
preparation work are underway. This
work includes the installation of fresh
cooling water lines and preparations for
the labour camps.
18 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
UPDATES
Laffan Refinery taking shape
on a 12.5 kilometer pipeline corridor. Work
has started on laying the sleepers for
these pipelines. There are five to six tonnes
of pipe currently on site, awaiting work
prior to installation at the pipe fabrication
yard located within the Refinery project
boundaries. Pipeline installation is expected
to begin in October 2006.
Work is also being carried out in the jetty
area where two 28 lines are being installed
on the Lee Breakwaters to berth 2B which
will be the dedicated Refinery berth. The
existing 12' loading arms will be replaced
by 16 arms for cope with the increased
product export loading rates.
At the Refinery site, the foundations for
heavy equipment are being put in place for
equipment arrivals in October. Progress
on the buildings is on track to meet the
Quarter 4 2006 target completion date.
The Concrete Batch Plant is currently
being commissioned and will supply
directly to site all of the Refinerys concrete
requirements.
There are many Refinery interfaces for
the project with Qatargas 1 and RasGas
which are being managed by a special
Management of Change Committee. The
results of the Committees work will be seen
shortly during the September shutdown of
Qatargas Train 1, when all the tie-ins for the
Amine Regeneration Unit will be completed.
The utilization of the shutdown is a good
example of the synergies and efficiencies
created through the Committee.
In September the final Steering
Committee meeting will be held prior to the
official establishment of the Laffan Refinery
Companys Board.
O
ne of the four major projects at
Qatargas, the Laffan Refinery is now well
underway. There are three key areas of
activity for the Refinery the process
facilities, the interconnection pipeline
corridor and the storage and loading
facilities.
Construction in the Tank Farm area
is progressing well. The Refinery is
constructing five new storage tanks of
80,000 cubic meters capacity each. The
second shell on the first tank is now
completed with work on the other tanks
going well. The target date for completion
of the Tank Farm is Quarter 3, 2007. The
Refinery will also be refurbishing six existing
RasGas and four Qatargas tanks in order to
store the refined products; Naphtha, Kerojet
and Gasoil.
The condensate and product tanks will
be interconnected to the Refinery via piping
STEER Club launched
some 150,000,000 kilometers away. This
will promote our team spirit and unique
identity.
Each member is asked to provide initial
and subsequent kilometers of the vehicle(s)
on six-monthly intervals. Members of the
club will have the opportunity to take part
in periodic fabulous raffle draws and foster
a safer driving culture in Qatar. Encourage
your family and friends to join as well.
Details are available from STEER Club
Managing Committee representatives below.
To sign up as a member you will need to
send details* on:
- Name
- Contact telephone number & e-mail
- Vehicle plate number
- Initial kilometer reading
- Date of reading - Date of reading - Date of reading
* These are for clubs internal purposes.
Once you have these details, they can
be sent to the Qatargas STEER Club Data
Logger at MJacob@qatargas.com.qa
(Managing Committee Contacts: QG
4736544/ 5529205; 4737322 / 5805409;
4736404 / 4932572 / 5879171; 5865984;
4736845/ 5883749; 4736549/ 5848042;
4736745/5323857; 4737885/5941787/86;
RG 4732811/ 5839638; 4738913/5272542;
School 4734301/5611916)
A
new club has been started by the Al-
Khor Toastmasters within the Qatargas
Pursuit of Safety Excellence program
which is focused on encouraging good
driving habits and bringing about Safe
Traffic Ethics on Every Road (STEER) in
Qatar.
Anyone with Qatar Driving License can
join the club. Membership is free and your
contribution is the collection of safe driving
miles. The club hopes to enroll as many
members as possible who will all accrue
safe driving miles, the ultimate goal being
to collect enough safe driving miles to have
reached collectively the distance to the Sun;
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 19
TEAMWORK
Ras Laffan Teambuilding and
Alignment Initiative
logistics, associates utilities and power.
Elements covered in the joint sessions
for managers and key interface personnel
included:
A review of progress since last years
inaugural teambuilding sessions
The identification of recurrent and
emerging issues, challenges and
opportunities
Clarification and alignment on the
expectations each party had of the other
in a rapidly changing environment
Development and commitment to
action plans to resolve issues and seize
opportunities
Provision of support to participants in
delivering on commitments
Prior to the sessions, outside
consultants met individually in hour-long
interview sessions with senior managers
from each of the three organizations
to ascertain perceptions as to where
their organizations stood with regard to
project performance to date and future
challenges and opportunities. Data from
the interviews was collated and presented
at the workshops as a spur to constructive
dialogue and as a basis for generating
alignment. During the sessions,
sub-committees worked on areas of
mutual interest, concern and opportunity
and arrived at a set of mutually agreed
follow-up actions and interventions.
In concluding the discussions,
CEOs and senior management from
all three organizations, Qatargas,
RasGas and Ras Laffan City, declared
their commitment to maintaining an
atmosphere of transparency and shared
understanding. The group also gave
full support to all the efforts aimed at
ensuring that commitments made at the
workshops would become embedded
in the organizations and in their future
working relationships.
B
ased on the dramatic pace of the
expansion projects being implemented in
Qatar currently, Qatargas management
recently organized a series of
teambuilding and alignment workshops
between Qatargas, RasGas and Ras Laffan
City. It is seen as critical to ensure that the
three organizations are fully aligned as
they move forward, in order to meet the
increased demands of the extra facilities
being constructed.
Ras Laffan City is the organization
accountable for managing and
administering Ras Laffan Industrial City
on behalf of Qatar Petroleum. RLCs
overall purpose is to mature into a
thriving industrial complex based on the
gas and associated liquids derived from
the development of Qatars massive North
Field and the LNG and other expansion
projects under construction. RLC will
accomplish this by providing world-class
infrastructure, services and support
facilities. These support services include
the port expansion, construction camps,
OPCO
Anxiety from the unknown
The greatest challenge in SAP
implementation is not the software itself but
the people. SAP brings about far-reaching
changes in the way we work. People may be
getting anxious, wondering when everyone
in the company will really get to know
how it will affect them. Our case in QG is
different as we have already been managing
our business using SAP and are just now
migrating to the Oil & Gas Industry Solution
called SAP Joint Venture Accounting.
In this edition of The Pioneer, we will
share the overall roadmap to that date in
November 2006 when QG OPCO will switch
the business to the OPCO JVA environment
to signal the Go-Live of Stage 2 of the
OPCO Implementation Project.
Reaching the grassroots: Role
of Business Process Leads &
IT Team
In the last edition of The Pioneer, we
focused on helping us see the reason for
the OPCO PROJECT, and the drivers of the
various arms of the project organisation
the OPCO Project core team, the Steering
Committee, the Sponsors, Process Owners,
and Business Process Leads.
The Business Process Leads have
the mandate to lead their respective
departments to a successful implementation.
Through their efforts, revised business
processes, in accordance with current
OPCO Implementation Project:
Roadmap to 1st November 2006
agreements and best business practices,
have been identified and documented.
As key drivers of the solution, the
IT team has done a tremendous job of
redesigning all of our cost structures and
identifying system solutions for the business
changes. They have equally developed a
robust system migration strategy, defining
system test conditions and executing
intensive integration tests cycles to ensure a
seamless cutover.
Integration Testing & User
Acceptance Testing (UAT)
Since the various component parts
of SAP (modules) must work together
seamlessly, integration testing is carried out
to assure this. We had previously concluded
the first three of five planned Integration
Test Cycles with commendable results as
most known issues were resolved. The first
three cycles were primarily conducted by the
IT Team to ensure a functioning integrated
system.
As of August 2006, we started the Cycle
Four round of Integration Testing.
This will be followed in September
2006 by Cycle Five: User Acceptance
Testing (UAT.) The UAT will be done by
users hands-on using live converted data.
It is instructive to note that the Business
(through Business Process Leads) defines
the scope of what it wishes to test in what
are called Business Test Scenarios - a
description of real life business activities
that fall within the scope of SAP in order
that the eventual sign-off can represent
the Business saying that it believes that the
system meets its requirements.
QG OPCO EDCOM Strategy
As part of the OPCO Implementation
20 | The Pioneer | September 2006 - Issue No. 109 www.qatargas.com
OPCO
1. What do you consider the greatest challenge in SAP implementation?
a) The software
b) The people
c) Both (a) and (b)
d) The budget
2. What is the key mandate of the Business Process Leads in the OPCO
Implementation Project?
a) To write Business Processes
b) To lead their respective departments to a successful
implementation
c) To write Business Test Scenarios
d) All of the above
3. What keys roles have the IT Team played in the OPCO Implementation
Project?
a) Redesigned all cost structures and identified system solution
b) Developed a system migration strategy
c) Defined system test conditions and executed integration tests
d) All of the above
4. TRUE OR FALSE
a) The purpose of integration tests is to ensure that the various
parts of SAP work together seamlessly. True or False
b) A total of five Integration Tests Cycles were planned for the
OPCO Implementation Project. True or False
c) The scope of Integration Tests is defined in Business Test
Scenarios. True or False
d) User Acceptance Testing will be carried out by Business Process
Leads. True or False
e) End user training will start in September 2006. True or False
5. What is the main thrust of the OPCO EDCOM Strategy
a) To run end user training
b) To effect information sharing about the OPCO Project in various
media
c) To cover the three levels of training
d) None of the above
Send your answers on theabove quiz to: OPCOProject@qatargas.com.qa
OPCO Implementation Project Quiz
Project preparation for go live, a detailed
EDCOM (EDucation and COMmunication)
strategy has been developed. A key
objective of the strategy is to support the
OPCO Implementation Project delivery
through information sharing about the
project in various media such as Emails,
OPCO intranet site, poster campaigns,
information cascade sessions with staff, user
training, etc.
The Training Plan
End User training will commence in
October 2006 and will be conducted by the
Business Process Leads. The training will
focus mainly on key process changes such
as the new cost structures (e.g. company
codes, cost centres, account codes, etc.) and
a central Qatargas OPCO Warehouse.
There will be three levels of training:
Level One: Basic Training
- Target: all managers and
prerequisite for those going for Levels
Two and Three
Level Two is Business Process Training
targeting end-users.
Level Three is Joint Venture
Accounting training for Accounting
General Ledger staff.
A training schedule will be issued in
September for you to register.
Send your Feedback/
Comments/Suggestions on the
OPCO Implementation Project
to OPCOProject@qatargas.
com.qa
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 21
SPORTING EVENTS
22 | The Pioneer | September 2006 - Issue No. 109 www.qatargas.com
Qatargas Football Team Secures Third
Place in the Chairman's Cup
for the outstanding attitude shown during
the competition which played an important
role in winning the third place. He also wish
them good luck in the future. Mr. Yousif
Saif, the famous announcer at ART, drew the
attention of all attendees during his speech
with his large international experience
in the sports field. On this occasion, the
Qatargas football team would like to thank
the management for their continuous
support which is on of the vital ingredients
for their success.
Q
atargas management honored its
football team for securing the third place
in Chairman's Cup Tournament. In his
speech, Mr Abdullah Hijji-Public Relations
Manager- thanked the team for playing
exceedingly well during the tournament and
_..: ,...: ...... . ..s: ,:..., . ....: ....: .. ,,.. - _.. .,. ,.,..:
Mr Abdullah Hijji Public Relations Manager receiving the cup from the
Second Deputy Premier
.:,:,: , ... ... .,... ,:.., _..: ,...: ......
The Best Goalkeeper Award
..,:. ,,.: .,.... .,..
Group photo of Qatargas football team
,,.: :. .,.,: ,,. .. . ,...
Awards distribution ceremony