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TRANSMISSIONYOUR WAY OF STAYING IN TOUCH ISSUE 29DEC 2011
www.kharafinational.com
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Night-time at El-Shabab power plant in Egypt
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Corporate PeopleContents DEC 2011
Construction
FM-I&CCorporate TradingIPD FM-IS Instant AccessEPCM Fabrication General
Sunil Das K Mariyadas, a safety officer in cost centre 001065800, for working extra hours to develop H&S manuals for the O&M of pumping and transmission sys-tems and distribution networks.
Mansoor Paladan, a rigger in cost centre 001039800, for never hesi-tating to undertake his assigned tasks, for excellent coordination with his co-workers, and his com-pliance with safety rules.
The winners of the employees of the quarter awards for the third quarter of 2011 were:
Kuwait
Fady Hemaya, a site engineer (mechanical) in cost centre 005004301, for exceeding his duties by providing services such as liaising with tenants and the client, and help in trouble-shooting.
Imran Khan, a plumber in cost centre 005004301, for his enthusiasm in learning about HVAC systems, his willingness to take on extra tasks and for motivating others to follow his example.
UAE
Ahmed Abdel Salam, assistant superintendent, El-Shabab project, for his excellent performance, vigilance and cooperation on behalf of the Health, Safety & Environment Department.
Abdo Mohamed Kersha, Marassi project, for preparing various reports on computer and taking charge of the filing index despite being classified as a labourer and being partially immobilised.
Egypt
Employees of the quarter
Operations NewsHabshan 5
8
Operations NewsEl-Shabab and Damietta power plants
4
Operations NewsReplacement of pipelines
in Shagaya
9
Operations NewsAl-Mamoura Towers
10
Al-Saad and Al-Wathba STPs 6 Operations News
Corporate ProcurementAdvanced supply chain planning 12 Projects
Made in Kuwait 14
w w w . k h a r a f i n a t i o n a l . c o m
Corporate PeopleStaff achievements
26 Corporate L&DCongratulations e-learning winners
28
Gravity sewer pipe design 16 Corporate Developments
2011 PPP Investment Summit Kuwait
23 Corporate Events
Corporate PeopleNew faces at KN
25Corporate EventsBest structured finance deal
24
Corporate L&DSummer training 2011
21Corporate HSEBehavior-based safety
18
Improved sludge dewatering in Sulaibiya WWT&RP
Projects 15
MD meets summer trainees and graduate engineers
22Corporate L&D
Transmission is Kharafi National’s corporate newsletter. It contains news and stories about your company. Its purpose is to inform and stimulate.
Kharafi National prides itself on the culture of excellence it brings to every project it undertakes and Transmission is expected to reflect this culture.
Here in Corporate Communications, we would very much appreciate your comments on the content, design and layout of your corporate newsletter. Please send your constructive criticisms to:
Paul D Kennedy, [email protected] Abbas, Unit Head (Branding Unit) [email protected] Benigna, Unit Head (Communications Unit) [email protected]
Our cover shows a night-time view of El-Shabab power plant in Egypt which was designed and constructed by Kharafi National. El-Shabab is one of KN’s three mega-power plant projects in Egypt.
3ISSUE NO. 29
2011 started as a year full of opportunity and promise; it seemed as if the world was finally stepping out of the global financial crisis that started three years ago in 2008. This sense of hope and opportunity was short lived as global, regional and local events unfolded leading to an unprecedented period of turmoil and instability. The disturbances caused by revolutions in Africa and the Middle East led to a drastic slowdown in regional economies. The events in Egypt, Libya, Tunisia, Yemen, Bahrain and Syria sent shock waves throughout the region, which had an impact on trade, employment and development in all sectors.
As revolutions started to become yesterday’s news and as companies started to think the storm had finally started to settle the famous and predicted ‘double dip’ of the economic recession hit. Country after country experienced momentous challenges starting with Japan struggling to recover from the devastating earthquake and subsequent tsunami; the USA with its recent rating downgrade from AAA to AA+; the European sovereign debt crisis that is currently affecting Greece and Italy, and many other countries across the Eurozone. Consequently, the international stock markets have experienced a severe downward spiral that has led to the lowest levels seen in years.
KN’s major business areas, Kuwait, UAE and Egypt, have not been immune to this turbulence. Kuwait’s constant political infighting coupled with the drastic scaling back for the UAE 2030 Vision and the revolution in Egypt are leading to increased pressure on businesses and the economy in general. These slowdowns pose a tremendous challenge for KN’s 2011 targets and compel us to think of creative ways to retain our position as a regional leader.
Today, despite the unchartered waters we step into, we as a family must jointly analyze the way forward and determine what is really necessary and productive for the company. With USD 4 billion plus of secured backlog and considering we are well place to win an additional 1 billion of L1 in our portfolio, Kharafi National is in a remarkably strong competitive position in the region. Moreover, the restructuring of the organization into a leaner more agile operation will allow us to concentrate our efforts, raise our efficiency and allow us to compete with international companies on the higher value EPC projects.
As we get ready to close this challenging yet impressive year, I am optimistic for the future and call on all KN staff to work closely as a team to exert their best efforts as together we get ready to create a better and brighter 2012 for Kharafi National.
Samer G Younis
Vice Chairman & Managing Director
Message from the Vice Chairman & Managing Director
DEC | 15 | 2011
4
Operations News EPCM
Operations news
EPCM in Egypt
Kharafi National’s mega-projects are proceeding well. Two power stations built by KN in Egypt have become operational, while a third power station is under construction. Meanwhile, in the UAE, the Habshan 5 construction project is on track and the start of effluent treatment at ISTP1 has doubled KN’s daily capacity in its portfolio of BOT and BOOT sewage treatment projects.
Just eight-and-a-half months after the contracts were signed, two massive power plants have been synchronised with the national grid in Egypt and are fully functional.
El-Shabab and Damietta power plants In October 2010, the Egyptian Electrical Holding Company (EEHC) awarded Kharafi National contracts to engineer, procure and construct two massive power plants to be commissioned by mid-summer 2011.
5ISSUE NO. 29
The plants are powered by GE Frame 9 generators, each with an output of 125MW. With eight generators, Al-Shabab power plant in Ismailiya has a total output of 1,000MW (Transmission, issue 28, page 5), while the four generators in Damietta power plant on the Mediterranean coast have a combined capacity of 500MW.
The two power stations represent one of the largest EPC projects undertaken by KN to date. Work on both began at the end of 2010. On the 25th January 2011 civil disturbances began in Egypt. These threatened to seriously disrupt the work. However, as described in the last issue of Transmission, KN found innovative ways to continue operations.
On the 12th of June 2011, after 36 hours testing and fine-tuning, the first turbine at El-Shabab was synchronized with the Egyptian national grid. The synchronization of the remaining seven turbines took just seven weeks, and by
the 20th of July 2011, El-Shabab power plant was fully functional.
In only six months, and despite the ongoing civil disturbances, KN’s project team managed to complete this massive EPC project – using 7,400,000 man-hours but without a single lost-time accident.
Constructing the Damietta power plant project was even more challenging than El-Shabab, as Damietta is positioned in the middle of an overpopulated industrial area. As the ports were closed, all equipment had to be transported along roads that twist and turn through farmland, causing delays in delivery. In addition, for technical reasons the original estimate for the number of concrete piles needed had to
be more than doubled after the project commenced.
All these factors posed major logistical and timing issues and the project team had to work 24/7 to meet its deadlines. Nevertheless, by the 26th of July 2011 all four generators in Damietta had been fired up and synchronized to with national grid.
Damietta has also clocked up an impressive safety record – nearly three million man-hours without an LTI as of mid-August 2011.
The ability to work around the clock continuously for more than half a year without a lost-time incident indicates adherence to the highest standards of safety and quality at both El-Shabab and Damietta.
Indeed the commissioning of 1,500MW of power plant in eight and half months from contract signature is truly impressive as the industry norm for these two projects would be 18 to 24 months. It means that KN is a leading contender for mega-sized power plant projects in the Middle East.
Damietta power plant is now in operation
DEC | 15 | 2011
6
Operations News EPCM
West Damietta power plant
KN started work on a third power plant project in Egypt in mid-January this year – another 500MW capacity plant on the Mediterranean coast just west of New Damietta City.
The client for this project is the East Delta Electricity Production Company and, as in the two power projects mentioned above, Kharafi National is the main EPC contractor.
KN’s scope of work includes designing, engineering, fabricating, procuring, installing, testing, and commissioning the entire plant. All the detailed drawings and other technical documents for the materials and equipment are being produced by KN. The company will put the plant into operation and maintain it until the take-over and acceptance certificate is received.
The plant will contain four GE Frame 9 generators from the USA, each with a nominal
Al-Saad sewage treatment plant (STP) is located on the Abu Dhabi side of Al Ain, and Al-Wathba STP is near Al-Mafraq which is about 40km from Abu Dhabi city centre. The two plants are known collectively as ISTP1.
In December 2007, the Abu Dhabi Water & Electricity Authority awarded
the two build-own-operate-transfer (BOOT) projects to a consortium made up of Biwater PLC, a British water and waste-water company which provided the advanced eco-friendly technology, and Emirates Utilities Company Holding, a partnership between Al Qudra Holding PJSC of Abu Dhabi and
Utilities Development Company Holding of Kuwait, a sister company of KN.
Both plants use a traditional treatment method of primary, secondary and tertiary treatment but with anaerobic digestion and biogas co-generation facilities. The Al Saad plant can handle
output of 126.1MW. ABJ is constructing all the necessary supporting equipment, such as tanks and coolers, and KN itself will be executing the related civil and electromechanical works.
The West Damietta project will require just over 60 non-manual personnel and over 600 manual workers at its peak. The project is on schedule to end in June 2012. Mobilisation has been completed and preparations for trial pile testing and construction works are underway.
The main challenge at West Damietta is the nature of the soil. Because the power plant is being built along the line of the sea-shore, deep piles are needed to ensure that the structures remain stable throughout their expected life-cycle.
Kharafi National’s three power plant projects in Egypt – El-Shabab, Damietta and West Damietta – are increasing the country’s power generating capacity by 2,000MW. The award of these three contracts was a massive endorsement of KN’s capabilities in the engineering, procurement and construction of mega-sized power plants in the Middle East.
Operations News IPD
Superior staff accommodation at KN’s West Damietta power station project
Infrastructure Project DevelopmentTwo BOOT sewage treatment plants – one at Al-Saad and the other at Al-Wathba in the UAE – in which KN was the main EPC contractor have started operations. KN will now be operating and maintaining the two plants for the remainder of a 25-year concession.
Al-Saad and Al-Wathba STPs
7ISSUE NO. 29
Operations News IPD80,000 cubic metres (cu m) a day, while Al Wathba has a total capacity of 300,000cu m a day.
Both STPs clean the effluent to a maximum level of 2.0 nephelometric turbidity units (NTUs), a very high level of purity. In addition, they are very eco-friendly – the biogas generated by the anaerobic digestion process generates 27% of the energy needed to operate the plants and the plants use salt to create their own chlorine for disinfection purposes.
The biogas produced by the anaerobic digestion process can be used instead of fossil fuels as energy because it is rich in methane and carbon dioxide. This reduces the carbon footprints of the plants. In addition, the nutrient-rich solids remaining after digestion can be sold as fertiliser.
Because chlorine gas is toxic and can react with flammable materials, handling and transporting it is
dangerous. Both plants use simple sodium chloride (table salt) to produce the chlorine they need and this reduces the hazards to humans and the environment.
Al-Saad STP accepted its first inflow of sewage on the 11th April 2011 and began to output treated sewage effluent (TSE) two days later. Beginning at 16,000cu m a day of TSE, peak flow has already reached 67,000cu m a day. The digesters were commissioned on the 22nd of August and the co-generation facilities started up in mid-September.
Meanwhile, in Al-Wathba, TSE began flowing in August 2011. The flow rate had reached 100,000cu m a day at the start of September and 200,000cu m a day by mid-September. In addition, the sludge treatment is already partially operational and three digesters and four belt press systems were commissioned in late September.
When both plants are operating at full capacity, ISTP1 in the UAE will have a total capacity of 380,000cu m a day.
This means that, once the capacity of Sulaibiya WWT&RP in Kuwait has been expanded to handle 600,000cu m a day, Kharafi National will be treating nearly one million cubic metres per day of sewage from its portfolio of BOT and BOOT sewage treatment projects – a significant milestone.
In addition, the successfully commencement of operations at these two sewage plants has consolidated KN’s reputation as the premier developer in the wastewater sector and one of the most eco-friendly construction and facility management firms in the Middle East.
Al-Saad STP, one of KN’s BOOT projects in the UAE, is now
fully operational.
DEC | 15 | 2011
8
Operations News Construction
As detailed in issue 27 of this magazine, GASCO (Abu Dhabi Gas Industries) is building a fifth gas processing plant as part of the emirate’s integrated gas development project. Kharafi National is constructing the process plant.
KN’s scope of work on this project is immense in both scale and complexity. During construction, the company will be using vast quantities of materials and prefabricated products.
As of mid-August 2011, the project had already consumed 123,700 cubic metres of structural concrete and 23,300 metric tonnes of structural steel, while 379,000 inch dia of piping had been fabricated. However, 93 percent of 3.3 million metres of electrical cable had yet to be laid.
Keeping the more than 8,000 employees living in the project’s purpose-built accommodation village properly motivated is not an easy task, but the company has successfully used sports to maintain morale.
During August 2011, the first Habshan 5 soccer tournament, in which more than 14 teams from all the nationalities on the KN Habshan crew took part, was organised (see Staff News). Competitions in other sports, such as cricket, tennis and basketball, are planned.
ConstructionThough it is one of the largest contracts Kharafi National has ever undertaken, Habshan 5 is on track for completion in Q3 2013. More than 25 percent of the work has already been finished.
Habshan 5
1650mt absorber being installed
Erection of steel structures proceeding rapidly in Habshan 5
9ISSUE NO. 29
Industrial Maintenance OperationsKharafi National has more than two decades of pipeline experience in the oil and water sectors.
Replacement of pipelines in Shagaya
Operations News FM-IS
Kharafi National has secured a two-year contract from the Ministry of Electricity and Water (MEW) in Kuwait for the replacement of asbestos brackish water pipelines with ductile iron pipelines at Shagaya Field – C in Kuwait.
Located in the south west of the country, Al-Shagaya is one of the few areas in Kuwait which has supplies of brackish ground water.
KN’s scope of work includes the site survey and investigation, demolishing the existing chambers and getting rid of the debris, dismantling the existing fittings and returning them to the MEW
stores in Subhan, installing the new ductile iron pipes and constructing the associated civil works such as chambers and trust blocks. The company will also test, flush, disinfect and commission the new pipelines.
The total length of the water network KN is replacing is 90,000m, ie, 90km. The diameter of the ductile iron pipes will range from 800mm down to 150mm. The pipes are being manufactured by XinXing of China and supplied by KN QTECH.
The site has been surveyed and mobilization for the main work has
begun. KN’s experience is ensuring that this project, which began in late March 2011, is well on schedule for completion at the end of March 2013.
In addition, Kharafi National is the lowest bidder for the replacement of the pipelines in Shagaya Fields A and B and the company expects that it will have secured the complete package for all three fields at Shagaya in the near future.
KN’s expertise in pipelines is second to none
DEC | 15 | 2011
10
Operations News FM-I&C
Al-Mamoura Towers consists of two modern office buildings designed and developed by ALDAR Properties PJSC, a real estate development, management and investment company in the UAE, to meet the needs of government and corporate clients in Abu Dhabi. The client is John Buck International Properties Services Company LLC (JBI), which is managing the complex on behalf of ALDAR.
Al Mamoura Tower A is a prestigious headquarters facility built for several government agencies and commercial companies. With ten flours over the ground floor and mezzanine, this building provides 40,000sq m of high quality offices. The main entrance and atrium present visitors with a truly spectacular view as they enter the building.
Tower B is more functional but has the same high quality finish as Tower A and a well-designed office layout. This building has approximately 21,000sq
m of offices from the mezzanine to the 12th floor. Each floor has an easily divisible grid and full-access raised floors and conveniently positioned fan coil air-conditioning. The ground floor of 1,110sq m contains several retail outlets.
The occupiers of both buildings share a 150-seat auditorium, an on-site café, travel agency services and an ATM. There are male and female prayer rooms. There is also a fully-secured multi-storey parking facility for over 750 cars, and 90 shaded visitor’s bays are located at ground floor level between the two buildings.
KN will undertake the planned, preventative and reactive maintenance of all mechanical, electrical and plumbing (MEP) equipment in the buildings from the point at which the services enter the complex and, for drainage services, to the point at which they leave the curtilage of the site.
As well as maintaining the MEP services, KN will be undertaking a survey of the condition of the towers and performing various small works. With skilled staff on site 24/7, the company will be operating an out-of-hours call-out service. The company will also arrange and attend insurance inspections.
KN’s scope of work excludes the offices of the tenants. In addition, certain specialist systems in Mamoura Towers are being maintained by qualified sub-contractors under the supervision of KN who will report on the work done to JBI.
The scope of work, however, includes assisting in the development of a computer-aided facility management (CAFM) system for Al-Mamoura Towers.
A CAFM system automates the collection and maintenance of information relating to the management of a facility using specially designed PC-based software. It provides the facility manager with the tools to track and report on facilities information.
This information typically includes floor plans, building and property information, space characteristics and usage, employee and occupancy data, workplace assets (furniture and equipment), business continuity and safety information, local area network and telecom information, and site assets and characteristics. KN will be creating a full asset register for each building in Mamoura Towers and will populate the CAFM database.
The contract is for 36 months and the client has an option to extend it for a further 24 months.
FM Institutional & CommercialSince March this year KN has been undertaking the operation and maintenance of the HVAC, mechanical, electrical and plumbing services for the common areas at Al-Mamoura Towers A and B in downtown Abu Dhabi in the UAE.
Al-Mamoura Towers
11ISSUE NO. 29
Operations News Instant Access
Instant Access is now a fully-fledged member of the two leading organisations concerned with working from powered access machines and from aluminium scaffolding towers.
The International Powered Access Federation (IPAF) provides training courses for the following categories of machines:
■ Mobile lifts ■ Static lifts ■ Harnesses (their safe use and
inspection)
This training reflects the worldwide standard to which most blue-chip companies now adhere. Operators of powered access equipment who pass an IPAF course get a 5-year PAL (powered
access licence) card and course log-book.
The Prefabricated Access Suppliers & Manufacturers Association (PASMA) developed the European standard for the safe erection, use and dismantling of aluminium scaffolding towers. The Association offers the following courses: - Working at height essentials- Low level access- PASMA standard course- The managers and supervisors course- PASMA advanced modules
An employee who successful completes a PASMA course gains a training identity card which is valid for 5 years.
The Instant Access training courses are being delivered by Jason Woods, a highly experienced trainer who has delivered courses in the UK, major European cities, the Middle East and Singapore.
The courses are usually conducted in Instant Access Training’s purpose-built training room. However, at the request of clients, they can be delivered on site.
Instant Access Training has already had a strong impact in the UAE. Once its programmes have been well established in the Emirates, the training services will be extended to Qatar and Kuwait.
Instant AccessInstant Access in the UAE recently launched ‘Instant Access Training’, a new unit offering fully accredited training courses for working safely at heights. These courses are already proving very popular with clients in the UAE.
Instant Access Training
Training takes place both in the classroom and on the access equipment itself
DEC | 15 | 2011
12
Corporate Procurement
Advanced supply chainplanning
The application of supply-chain man-agement techniques in manufacturing environments has saved hundreds of millions of dollars in production costs while improving customer service. This is because supply-chain management takes a systems view of the production activities of autonomous manufacturing units and seeks to optimise these activities globally.
In the construction sector, sub-contractors and suppliers are the equivalent of manufacturing units. As subcontractor and supplier production make up the largest portion of project costs, the supply-chain techniques used in manufacturing may deliver similar benefits in construction projects.
Indeed, studies suggest that poor supply-chain planning and design regularly increases project costs by ten percent and may have similar affects on project durations. Thus, supply-chain management (SCM) can be expected to reduce the cost of and increase the reliability and speed of construction.
Supply chain planning (SCP) is a component of SCM. SCP is concerned with predicting future requirements for materials and parts in order to balance supply and demand.
In most construction organizations, the balancing of material supply against demand is a cross-functional effort that involves members of various functional entities (such as projects, procurement, quality control, and material control). By taking a global approach, SCP minimises mismatches between supply and demand and thus creates or captures value.
At KN, we use a variety of supply chain planning initiatives to manage the procurement and material control activities for a diverse range of materials.
Project permanent materials, which consist of tagged Items, tagged systems and bulk items such as tanks, heat exchangers, pumps, medium voltage switchgears, chillers, air handling units, fan coil units, generators, cooling towers, control valves, instrumentation items, light fittings, cables, pipes, and so on, constitute more than 50% of the total cost of EPCM projects. In KN, these materials are governed by a project procurement plan based on the execution schedule prepared at the start of a project by teams made up of personnel from Procurement, Operations and Engineering.
Project temporary materials include minor items such as consumables, tools, safety items, etc required on a day-to-day basis on a project site. KN practices advanced supply chain planning (ASCP) using the i-Procurement, Inventory Management and Order Management modules in the Oracle ERP system. Automated procurement workflows have enabled the procurement team to considerably reduce the supply chain cycle time.
KN has also successfully implemented vendor managed inventory (VMI) agreements with suppliers so it can use the ERP system to control fast-moving consumables. This enables the company to optimise its cash flows while, at the same time, ensuring the timely on-site availability of these materials.
By using advanced supply chain planning to balance the supply and demand for its material inventories, KN benefits from reduced costs and minimal shortages that result in improved customer service.
…by Material Control Manager T Bala
Workshop fabrication materials include raw materials for pipe spools and process equipment. KN uses the material requirement planning (MRP) applications in the ERP and AMOGH systems to efficiently plan and control these raw material inventories.
The spare parts needed for the maintenance of KN’s huge fleets of equipment are managed by KN Equipment Division using the Enterprise Asset Management (EAM) module in the ERP system. KN also has effective VMI agreements for the supply of spare parts at the Equipment Division’s stores.
KN Material Control efficiently plans and monitors the inventory of all materials using the inventory module in the ERP system. Selective inventory control and min-max planning techniques are also used for inventory management.
In addition, KN has completed a Six Sigma project to analyze and implement the just-in-time (JIT) concept for the materials required on EPCM projects. Currently, KN is carrying an inventory of 3% of its overall forecasted turnover.
Supply chain management is a combination of supply chain planning and supply chain execution. By using ASCP effectively, KN’s professional and highly-experienced staff is serving the company’s clients by successfully managing all aspects of its supply chain.
13ISSUE NO. 29
Beautifully designed and expertly executed motifs at the new dental clinic for children in LUC
KN has long been associated with the operation and maintenance of Bayan Palace in Kuwait. The company recently completed two smaller construction projects on the extensive grounds of the palace … a medical clinic and a prayer hall … both of which were designed to complement the aesthetics of the existing buildings on the site.
For several years KN has been undertaking the operation and maintenance of the President Rafiq Hariri Campus of the University of Lebanon in southern Beirut. Recently it renovated the children’s dental clinic in the Faculty of Dentistry to make it more child-friendly and welcoming.
FM-I&C
Though Kharafi National is rapidly gaining international prestige for its mega-projects, the company has thousands of small and medium-sized projects throughout the Middle East and Arabian Gulf that underpin its commercial success and reputation for quality and timeliness.
Excellence in executionProjects
Tasteful finishings in the new prayer hall in Bayan PalaceMedical clinic in Bayan Palace, Kuwait, built by KN
Before After
DEC | 15 | 2011
14
Made in KuwaitProjects
Shetland is around 170km north of mainland Scotland. Two undeveloped natural gas fields – Laggan and Tormore – are located about 125km north-west of the Shetland Islands in a stretch of ocean known as West of Shetland.
This is a uniquely challenging environ-ment in which to extract hydrocarbons, as the sea is more than 600m deep and the weather is usually stormy. In addition, the gas is located several thousand metres under the sea bed.
For example, a gas condensate dis-covery in Tormore has tested at a rate of 32 million standard cubic feet a day (MMscfd) with a gas condensate ratio of 75 barrels per million square foot – which is very copious, but it is at a total depth of nearly 4,000 metres, which makes extraction extremely difficult.
Indeed, the overall quantities in Laggan-Tormore are phenomenal. It has been estimated that the total amount of gas in both fields together is 4 billion barrels of oil equivalent.
Development of the fields has been entrusted to TOTAL, a leading multi-national energy company with 100,000 employees and operations in more than 130 companies.
The Laggan-Tormore Development will consist of a long-distance tie-back of sub-sea wells connected to a new gas processing terminal at Sullom Voe in the Shetlands. Sullom Voe contains pipeline terminal and support facilities for off-shore oil installations in the northern North Sea.
The new gas processing facility – the Shetland Gas Plant – will be able to process 500MMscfd of gas, plus associated condensate, produced water and mono-ethylene glycol. The first gas
from Laggan-Tormore is scheduled for 2014.
At the Shetland Gas Plant, the gas will be dehydrated and compressed. It will then be exported through a 30-inch pipeline to TOTAL’s existing gas terminal in Aberdeen on the Scottish mainland, where it will be conditioned further and then delivered into the UK national grid.
In January 2011, TOTAL awarded the EPC contract to develop the Shetland Gas Plant to Petrofac, an international provider of integrated facilities services to the energy industries. Kharafi National has had long-standing business relations with Petrofac on a variety of projects.
The plant has been designed to cope with the harsh local weather conditions. For example, the integrated control and safety system will be housed indoors and all sensitive instrumentation will be fully-weather proofed.
To speed up construction, each section of the plant will be delivered to the site as a pre-fabricated module.
ABJ has been awarded a contract by Petrofac to supply the process and pipe-rack skids, structural steel and piping. The company will also pack the finished products for export and deliver them to Shuaiba Port in Kuwait.
Specifically, ABJ will fabricate and assemble 24 modular process skids and 33 pipe-rack modules. The process skids will weigh from 50 to 300 tons and the pipe-rack modules from 20 to 380 tons. ABJ will also fabricate 6,000 tons of structural steel for the skids and
modular pipe-racks and 300,000 inch dia of piping.
Finishing will be to TOTAL’s very exacting standards and will include 200,000sq m of wet painting. To ensure certain critical components are covered
thickly and evenly, ABJ will use thermal spraying, in which melted materials are sprayed onto a surface, to apply 4,000sq m of aluminium coating.
ABJ will also be applying 20,000sq m of passive fire protection (PFP) proofing especially designed to retard the spread of gas-based fires by two hours. This will require 200 tons of epoxy-based material. ABJ has already acquired the special equipment and application systems required, and its personnel will be trained and qualified by the material and equipment suppliers.
As well as insisting on high product quality, TOTAL imposes stringent safety management obligations on its sub-contractors. To obtain approval, ABJ upgraded the safety awareness and practices of its personnel, and is now a permanently approved supplier to TOTAL for all their regional projects.
Fabrication is due to begin at ABJ facilities in KN Industrial City in November and will take about 16 months. This massive fabrication project will enhance ABJ’s experience in the creation of skids, and, in addition, ABJ will be one of the few operators in the Middle East qualified to apply passive fire-proofing coatings – significantly enhancing its capabilities and international reputation.
Products created by ABJ, Kharafi National’s fabrication arm, are to be found in industrial and leisure structures in Europe, Asia and Africa. Soon they will be in use in the Shetland Islands at the northern edge of the UK continental shelf.
Fabrication
15ISSUE NO. 29
Sulaibiya WWT&RP was the first BOT (build-operate-transfer) project in utilities in Kuwait. It is being executed by Utilities Development Company (UDC), a sister company of Kharafi National, under a 30-year concession. KN was involved in building the plant and has been operating and maintaining it since it was commissioned.
Sulaibiya is one of the most advanced biological wastewater treatment plants in the world. The daily removal of excess activated sludge from the system is essential for controlling the process and keeping the microbiological organisms in a fresh and healthy condition.
In Sulaibiya, the waste sludge is thickened and treated in aerobic digesters to reduce volatile solids. After that, the digested sludge used to be pumped to drying beds where it was dried by sand filtration and exposure to the heat of the sun.
The problem was that, during winter, the drying beds were not sufficient to handle the daily quantity of sludge due to the long time it took to dry before it was removed from the beds.
One solution was for excess liquid sludge to be taken outside the plant by tanker and put into a landfill. However, due to concerns for the environment, the disposal of liquid sludge in landfills has been banned in Kuwait.
Therefore it was necessary to find a suitable alternative way to dry the waste sludge. The solution chosen by UDC was a sludge belt-filter press,
a common mechanical dewatering system in wastewater treatment plants.
In a belt-filter press, mechanical pressure is applied on chemically conditioned digested sludge to separate the solid content from associated water. This system enables a faster throughput of dried sludge compared to drying beds.
The belt-filter press has several other advantages. It is not labour intensive, and the dryness of the resulting solids is not affected by the weather, as was the case with drying beds. The dried sludge can be disposed in a dumping area, where it can be mechanically turned to enhance its properties and ensure it meets the environmental regulations governing the disposal of sludge.
The new system at Sulaibiya WWT&RP consists of four belt-filter press machines from TE Engineering of Germany which designs and manufactures equipment for water and wastewater treatment. Each machine has a sludge feeding capacity of 35cu m per hour. KN undertook the civil works, and the associated tanks and piping related were manufactured by ABJ.
The new system has been operating successfully since June 2011. The use of the old drying beds had been discontinued, the quality of the dried sludge has been improved and the environment of the plant has been enhanced.
IPD
A new sludge drying facility in Sulaibiya is improving efficiency and is, at the same time, enhancing Kharafi National’s reputation for eco-friendliness.
… Engineer Samir Lutfi explains
Improved sludge dewatering inSulaibiya WWT&RP
Projects
Two of the belt-filter presses
DEC | 15 | 2011
16
Corporate Developments Engineering Services
Gravity sewer pipe design
Designing an underground sewer piping network is not a simple task. The drainage system must have sufficient capacity to carry all the waste water that may be discharged into it simultaneously.
The old plumber’s dictum ‘make the piping as large as possible’ has several drawbacks. Increasing the diameter of the pipes beyond the size required does not increase the efficiency of the drain; indeed it wastes money on buying pipes that are too large.
In addition, an over-sized sewer can endanger the self-cleansing ability of the sewer system. This is because the passage of solid and liquid waste through a horizontal pipe has a natural scouring action which is partially lost when the size of the drain is increased beyond what is necessary. The flow in a pipe that is too large is shallow and slow; solids tend to settle at the bottom where they can accumulate and cause blockages in the pipe.
Most plumbing engineers agree that the optimum size for a pipe is the size at which the pipe will be a bit more than half-full under normal use. Such a pipe has an efficient natural scouring action yet has the capacity to handle peak loads.
The standard method used to determine the size of a building drain is the drainage fixture unit (DFU) system. In this methodology, DFU values for standard plumbing fixtures (such as water closets, lavatories, sinks, showers, bathtubs, and so on) are used.
Kharafi National recently used DFU methodology to design an efficient, cost-effective sewer pipe system for an accommodation camp for 10,000 labourers in UAE.
…. Design Engineer Sonny T Calma explains
NameSonny T Calma Title
Design Engineer LocationUAE
Aeration and VRM tanks at a KN labour camp in the UAE
17ISSUE NO. 29
In assigning DFU values to plumbing fixtures, several factors need to be considered. These include the volume rate of discharge, the duration of a single drainage operation, and the average time between successive operations.
The DFU value assigned to a particular fixture indicates its magnitude relative to the plumbing system as a whole. DFU values can be obtained from international codes (such as the 2006 International Plumbing Code) or local standards.
Kharafi National recently used the DFU methodology to develop a guide table to enable the pipe sizes for a labour camp in the UAE with a population up to 10 000 to be chosen quickly.
The fixtures inside each toilet area in this accommodation camp are: 11 water closets (flush tank), 8 Urinals, 10 lavatories and 10 showers. The pipe material used was uPVC (unplasticised polyvinyl chloride). The designer needed to calculate the diameter of the gravity sewer pipes throughout the whole system.
The first step in designing the system was to make a simple sketch of the underground piping and tabulate all plumbing fixtures branch wise, as shown in figure 1.
The next step was to compute the equivalent DFU value for each plumbing fixture. This value describes the potential use of water by a given plumbing fixture or appliance. Then these DFU values were added progressively backwards from the last toilet to each preceding section of the pipe main.
The next step was to prepare a table indicating the maximum flow rate (in litres per second) for each standard pipe diameter. Then each flow rate was converted to DFU values. This table had to take into account the recommendation that at peak flow the depth of flow should be seven-tenths of the pipe internal diameter. The velocity of flow, pipe roughness factor and pipe slopes also had to be taken into consideration.
The Manning’s formula, an empirical formula for estimating the flows and velocity driven by gravity was used by the writer of this article to create the table shown in Table 1.
This table was then used as a guide for selecting the appropriate diameters for the sewage pipes by comparing the DFU values in Figure 1 against the maximum allowable design DFU. These diameters were then incorporated in the final design of the sewage system.
Knowing the optimal diameters for the various sections of the sewage system in the accommodation camp means that the piping used will be of a size that is fit for purpose, ie it will handle discharged waste with a low risk of blockages, yet represent good value for money.
Note: this article is a synopsis of an original more lengthy paper which contains a full discussion of the subject matter as well as all formulae and calculations. The original paper is available from the writer by email on [email protected].
Table 1 - range of DFU values
Dia (mm)
Velocity (m/s)
Flow Rates (lit/s)
DFU
160 0.821 10.19 700
200 0.953 18.48 1695
225 1.031 25.30 2700
250 1.107 33.59 3910
280 1.193 45.37 5550
315 1.291 62.20 8000 Note: reference material is uPVC PN 10 (DIN 6082
Figure 1: sewer layout – partial plan
MH-7 Toilet - 7
MH-8
MH-9
Toilet - 8
Toilet - 9
Ø160 600 DFU
2300 DFU
Ø225
Ø160 700 DFU
Ø200 1400 DFU
Ø200 800 DFU
Ø200 900 DFU
To E
ject
or P
it
The equalisation tank
DEC | 15 | 2011
18
Behaviour-based safety
Behaviour-based safety, also known as people-based safety, involves the application of safety procedures based on the real world behaviour of employees. The goal is to improve the overall work culture of a company through research and intervention.
Behaviour-based safety involves all of the employees within a company, from the most senior to the most junior. Everyone is held accountable not only for their own safety but also for the safety of others. This creates a ‘team’ spirit and encourages people to be aware of safety issues.
Implementation of a behaviour-based safety programme includes training and the dissemination of information. Trained observers monitor and assess the performance of employees and make recommendations. Employees are also engaged to ensure their observations too are recognised and implemented.
Six basic concepts underpin the implementation of behaviour-based safety.
1-Standards must be set for all employees at all levels so that everyone understands the significance of behavioural safety.
2-Specific types of behaviour must be targeted and a checklist created for approval by all employees, to ensure workplace involvement.
3-Suitable employees with appropriate training to act as safety monitors must be identified, as active observation and reporting will promote employee engagement and compliance.
4-Historical information relating to previous accidents must be reviewed and discussed with employees to find the best ways of working safely.
5-Regular meetings and brain-storming sessions must be held so that the systematic observations of employees are used to ensure continuous safety-based behaviour.
6-Evaluations must be provided to employees on individual practices and safety behaviour.
The implementation of behaviour-based safety involves feedback. Feedback reinforces the desired changes in behaviour and identifies at-risk types of behaviour.
A report by the United Kingdom’s Health and Safety Executive in 2002 showed that, after behaviour-based safety programmes were implemented, the average overall reduction in accidents was 21%, with a 74% reduction in accidents directly linked to unsafe behaviour.
Behaviour-based safety is being applied in KN with the full commitment of the company’s senior management. To monitor unsafe behaviour and minimise it as far as possible, KN employees are encouraged to work together as a team and to be proactively involved in both the safe behaviour of themselves and their co-workers.
On-the-job injuries are often due to negligence or inadequate behaviour on the part of an employee. The application of behaviour-modification techniques when training KN employees can be effective in reducing the number of accidents on company time.
Corporate HSE
19ISSUE NO. 29
Corporate HSE
Safety practitioner of the quarter
Congratulations Saadiyat STP project
M M Monson, the safety officer at Sulaibiya WWT&RP, was presented with a golden dhow in recognition of his efforts in improving safety standards at the plant through the close monitoring and constant support of KN’s operation and maintenance team.
On the 19th May 2011, the STP project for Saadiyat Island in the UAE achieved its one millionth man-hour without an LTI. This excellent achievement was celebrated with a presentation and a staff luncheon on site on the 19th May 2011.
Saadiyat’s exemplary safety record is continuing – by early August the KN team had passed the 1.7 million man-hour mark without a lost-time incident.
Safety Offcer M M Munson receiving his award from Corporate H&S Manager Paul J Humphreys
Wael Aboulfetouh receiving a commemorative plaque from Steve Kitchen
DEC | 15 | 2011
20
Graduate engineers development programme
The GEDP offers graduate engineers with little or no experience a unique opportunity to participate in a structured learning and support programme that will develop them both professionally and personally by providing them with the training and experience to carry out a variety of roles during their career with KN.
The three-year GEDP is about variety, opportunities and challenges. During
the programme graduate engineers broaden their skills and knowledge through direct work experience, learning and development activities, involvement with senior staff and mentoring by experienced and skilled professionals.
The mentors assist graduates by helping them to understand KN’s culture and settle into their new surroundings. The mentor support programme is
complemented by a structured job rotations programme that accelerates the development of graduates during their first three years with KN.
The GEDP is an integral part of KN’s strategy for the development of its capabilities. Its goal is to ensure that the company attracts and retains the best graduates and provides them with career-path planning and opportunities for growth and development.
Kharafi National believes in building the leaders of tomorrow through continuous professional development (CDP). The company’s adherence to CDP is exemplified by its graduate engineer development programme (GEDP).
Corporate L&D
MD Samer Younis with Tamer Salem and graduate engineers
21ISSUE NO. 29
The annual summer training pro-gramme kicked off on the 26th of June this year with a group of 3rd year engineering students carefully selected from the most prestigious universities in the Middle East. The programme ran in Kuwait, the UAE, Egypt and Lebanon through to the 18th of August.
The summer training programme is designed to provide trainees with on-the-job experience relevant to their future careers. It also provides KN with an opportunity to identify and assess potential entrants for the company’s three-year graduate engineering development programme (GEDP).
The summer programme lasts for eight weeks and KN provides the students with round-trip air tickets, visas, monthly allowances, accommodation, transportation to work and private medical insurance.
The programme begins with orientation sessions, followed by visits to various sites in KN. The students are then placed with various projects and departments according to their engineering disciplines. Each student is assigned a mentor and L&D conducts weekly visits to check on their progress.
The students are required to research and compile an overview of all KN’s departments and businesses which they write up in a workbook. At the end of their placement they submit a report to L&D covering their experiences and giving their feedback on the programme.
The students are evaluated on the quality and structure of their report and feedback from the projects where they were placed. Students with high potential are included in the pool of candidates who may be invited to join the GEDP after graduation.
Corporate L&D
Summer training 2011
MD Samer Younis with Tamer Salem and the summer training students
DEC | 15 | 2011
22
MD meets summer trainees and graduate engineers
Each year MD Samer Younis meets the summer trainees and the participants in the graduate engineers development programme. This year the meeting took place on the 6th July 2011.
The MD opened the meeting by saying that the summer training programme is part of KN’s social responsibilities. He went on to state that newly-graduated engineers are the future of the company and outlined career opportunities within KN. Thereafter the MD’s address was wide-ranging.
The MD described the qualities a company needs to be successful. It must have good systems and good people. It must be consistent in everything it does and management must be open to creative ideas. In addition, it must strive to create virtuous cycles, self-
propagating advantageous situations in which a successful solution leads to more of a desired result which in turn generates still more desired results and so on in a chain.
The MD also discussed the attributes of a good manager. These are confidence and humanity, and the ability to listen to the opinions of his people. A manager must ascertain the facts of a matter by starting with the lowest ranking person. When trying to solve a problem, he should focus on identifying the root cause rather than apportioning blame. Respect is the main weapon in any good manager’s armoury, and it is earned by crediting people for their efforts but taking the responsibility for mistakes.
The MD emphasises the importance of personal and professional development
and stated that a good manager should always be working on his own development. He stated that reading is essential to this end and that managers need to read books that challenge their perceptions with an open mind. He also stated that making and recovering from mistakes was necessary for development – if you are not allowed to make mistakes, how can you possibly develop?
The meeting closed with a question-and-answer session which gave attendees the opportunity to provide feedback on the two programmes and pass along suggestions. All of the attendees left the meeting with positive insights on KN and a raised level of motivation and energy.
Corporate L&D
23ISSUE NO. 29
Corporate Events
The purpose of the investment summit was to educate the private and public sectors about the legal, financial and operational issues surrounding PPP projects and to illustrate the complexities of these kinds of projects. The summit also facilitated networking by providing participants with an opportunity to discuss the difficulties and challenges surrounding PPP contracts and to share solutions.
The 2011 PPP Investment Summit was attended by leading multinationals such as HSBC and Ernst & Young as well as regional players such as ACWA Power of Saudi Arabia and the Partnership Technical Bureau of Kuwait. Notable attendees included Rania Zayad, an advisor to the director of the Public Private Partnership Central Unit in the Ministry of Finance in Egypt, and Abdullah Al-Haddad, vice-president of and former director of the PPP Unit in Kuwait Finance House.
That Kharafi National was the platinum sponsor of the 2011 PPP Investment Summit was entirely appropriate. KN was heavily involved in the joint venture that built the Sulaibiya wastewater
treatment and reclamation plant in Kuwait in 2005 under a 30 year BOT contract. Sulaibiya WWT&RP was the first major infrastructure-related PPP in Kuwait and KN is currently operating and maintaining the plant.
Since than KN has become a key player in privately financed projects in the region. Its interactive booth at the summit, which illustrated the critical infrastructural projects in which KN has been involved, was well attended.
Ehab Al-Sharief, one of Kharafi National’s project developers, delivered a presentation on ‘Developing the right formula for successful PPPs– a developer’s perspective’ in which he highlighted the most important considerations for ensuring the success of a PPP project. He emphasised the need to establish an optimum deal structure that balances the expectations of all the stakeholders and results in a win/win structure.
The success of the 2011 PPP Investment Summit was a reconfirmation of the importance of KN as the leading regional player in future PPP contracts.
2011 PPP Investment Summit KuwaitKharafi National was the ‘platinum sponsor’ of the Public-Private-Partnership Investment Summit that was held at the Hilton Resort in Kuwait from the 8th to the 11th May 2011.
Kharafi National’s interactive booth at the 2011 PPP Investment Summit in Kuwait highlighted the company’s infrastructural projects
DEC | 15 | 2011
24
Corporate Events
Best structured finance deal
KNPC impressed by new technologies at Sulaibiya
KNPC personnel from the process engineering divisions at Mina Al-Ahmadi and Mina Abdullah refineries visited Sulaibiya WWT&RP on the 3rd April 2011. The delegation was lead by Eng Rashed Al-Fadhli of MAA and Eng Awadh Mahdi Al-Shammari of MAB.
The purpose of the visit was to familiarise KNPC process engineers with the new wastewater treatment technologies that will be implemented as part of the new effluent treatment plants at MAA and MAB which are being designed to meet the regulations of Kuwait’s Environment Protection Authority.
The KNPC visitors were very impressed with the construction and operation of the facilities in Sulaibiya.
KNPC personnel enjoying an instructive visit to Sulaibiya WWT&RP
(left to right) Tim Burke, the editor of EMEA Finance, Mohamed Zaghloul, the Corporate Director (Finance) of Kharafi National, and Christopher Moore, the
publisher and CEO of EMEA Finance
Kharafi National’s Habshan 5 process plant project has been awarded the title ‘Best Structured Finance Deal in ‘the Middle East’ during 2010’ by EMEA Finance. The financing arrangements for the Habshan 5 project were led by Dubai Islamic Bank.
EMEA Finance (www.emeafinance.com) delivers a regular news e-mail service, produces a bi-monthly magazine, organises conferences, and publishes a website relating to the finance industry in the EMEA region (emerging Europe, the Middle East and Africa).
KN Corporate Director (Finance) Mohamed Zaghloul accepted the award on behalf of Kharafi National at the annual Achievement Awards Charity Dinner held at The Grand Connaught Rooms in London on 16th June 2011.
25ISSUE NO. 29
Corporate People
NameEhab Ahmed Mohamed Mahmoud TitleConstruction managerBusiness unitConstruction Oil & Gas (project 1669)Location Kuwait
NamePrabhu Balasundaram Lingam TitleHSE site managerBusiness unitConstruction Oil & Gas (project 1687)Location Kuwait
NameEzzat Ali El Kassar TitleCivil construction managerBusiness unitWest Damietta power stationLocationEgypt
NameGarry John Bridgwater TitleHSE site managerBusiness unitABJ Fabrication ServicesLocation Kuwait
NameSaid Kamel WahabTitleCommissioning managerBusiness unitDamietta power stationLocation Egypt
New facesNameSamir Marwan Adib KamlehTitleSenior project managerBusiness unitConstruction Oil & Gas (BS 171)Location Kuwait
NameYosri Abdel Rahman NasserTitleCommissioning managerBusiness unitEl-Shabab power stationLocation Egypt
NameTarek Hanafy Mahmoud ElsayedTitleConstruction managerBusiness unitConstruction Oil & Gas (KOC pipeline works)Location Kuwait
NameTarek Mohamed Abdelmoaty Elseisy TitleConstruction managerBusiness unitConstruction Oil & Gas (project 1669)Location: Kuwait
NameYoussef Ali Jeheish TitleConstruction managerBusiness unit Construction Oil & Gas (project 1687)Location Kuwait
DEC | 15 | 2011
26
Corporate People
Staff achievementsCongratulations to Karim Hussein Mohamed Kamel for qualifying as a certified management accountant (CMA) by passing the examinations of the Institute of Management Accountants, New Jersey, USA.
Congratulations to Shanmugam Thayaparan for achieving professional membership of the Royal Institution of Chartered Surveyors and associate membership of the Australian Institute of Quantity Surveyors.
Congratulations to Mohamed Samir Mohamed Elsaadani for achieving project management professional status by passing the examinations of the Project Management Institute, Pennsylvania, USA.
Congratulations to Sonny T Calma on becoming a Pearl qualified professional with the Abu Dhabi Urban Planning Council by passing the Pearl Building Rating System examination.
Congratulations to Mohammad Firoz Anwer on being awarded a masters degree in business administration (MBA) in total quality management (TMQ) the Sikkim Manipal University, in Gangtok, India.
27ISSUE NO. 29
Corporate L&D
Grow your career with KN
This unit offers non-manual employees a set of soft-skills training curricula designed to support their development and career growth. These curricula are suitable for everyone from junior employees up to senior managers and are grouped into packages focused on particular categories of employees.
■ Enhanced Work Skills (EWS) – nine structured courses covering the basic soft skills for non-managerial positions to support day-to-day activities and growth, best suited for employees in benefit bands F, G and H.
■ Fundamentals of Leadership & Management (FLM) – thirteen structured courses covering the basic managerial skills required at KN, designed for employees in benefit bands C, D, and E.
■ Advanced Leadership & Management Skills (ALM) – eleven structured courses designed to advance management skills by building on the FLM package to cover the enhanced skills required by both managers and senior managers.
■ Graduate Engineers Development Programme (GEDP) – ten structured courses that provide fresh graduates with the basic skills they need to develop careers as site engineers. This package is also applicable for those graduates who have studied other disciplines.
These curricula are very flexible and employees may select Individual courses from the training packages according to their needs. Those who complete an entire package receive a certificate of completion from the KN Learning & Performance Business Unit.
KN in-house training courses are designed for career enhancement, so everyone who participates in a course receives a useful handout as a reference tool. Trainees also benefit from discussions with experienced colleagues from other departments or projects.
Full details of the curricula and the individual courses are available on the L&D service directory – http://corpnet.kharafinational.com/common/L&D/services/in_house_training.html .
In addition, the writer would be happy to answer any inquiries employees may have – either through email on [email protected] or by telephone on 22259000 ex 4011.
Anyone who wishes to advance their career needs to keep up with the rapid growth in knowledge and ongoing changes in the global business environment. Tamer Salem explains how the KN Learning & Performance Business Unit provides employees with unbeatable skill-enhancing opportunities.
NameTamer SalemTitle
Unit Head L&D LocationKuwait
DEC | 15 | 2011
28
Corporate L&D
The e-Learning competition, now in its sixth successful year, has made a significant difference to the way employees learn and develop in Kharafi National.
The results of the e-learning competition for those who completed courses between 1st April 2011 and 30th June 2011 were announced in August 2011, and a simple prize distribution ceremony was held at the L&D Unit.
The winners received valuable prizes such as gift vouchers. However, due to busy schedules, not all the winners could receive the prizes themselves.
Congratulations e-learning winners
■ 1st Prize: Aves Bashir Hamdulay ■ 2nd Prize: Jameel Mahmoud
Mohamed Aqelah ■ 3rd Prize: Mahmoud Mohsen
Elhamaky Atia Khafagy
Consolation prizes:
Kuwait:
Abdul Rahman Al Saadi Sudhir K Panigrahi Suma Samuel
UAE:
Francis Kunjukunj Vadackal Christopher Eliscupidiz Tenedero
Egypt:
Ahmed Ragab Mohamed Abdul Basset
Alaa Noufal with winners Ahmed Ragab and Mohamed Abdul Basset
Egypt:
Andrew Pinchin with winner Francis Vadackal
UAE:
Fadi Abu Ibrahim with winner Christopher E Tenedero
UAE:
Tamer Salem and Jennifer Rodrigues with the winners Mahmoud Kafagy, Aves Hamdulay and Abdul Rahman Saadi
Kuwait:
Corporate PeopleContents DEC 2011
Construction
FM-I&CCorporate TradingIPD FM-IS Instant AccessEPCM Fabrication General
Sunil Das K Mariyadas, a safety officer in cost centre 001065800, for working extra hours to develop H&S manuals for the O&M of pumping and transmission sys-tems and distribution networks.
Mansoor Paladan, a rigger in cost centre 001039800, for never hesi-tating to undertake his assigned tasks, for excellent coordination with his co-workers, and his com-pliance with safety rules.
The winners of the employees of the quarter awards for the third quarter of 2011 were:
Kuwait
Fady Hemaya, a site engineer (mechanical) in cost centre 005004301, for exceeding his duties by providing services such as liaising with tenants and the client, and help in trouble-shooting.
Imran Khan, a plumber in cost centre 005004301, for his enthusiasm in learning about HVAC systems, his willingness to take on extra tasks and for motivating others to follow his example.
UAE
Ahmed Abdel Salam, assistant superintendent, El-Shabab project, for his excellent performance, vigilance and cooperation on behalf of the Health, Safety & Environment Department.
Abdo Mohamed Kersha, Marassi project, for preparing various reports on computer and taking charge of the filing index despite being classified as a labourer and being partially immobilised.
Egypt
Employees of the quarter
Operations NewsHabshan 5
8
Operations NewsEl-Shabab and Damietta power plants
4
Operations NewsReplacement of pipelines
in Shagaya
9
Operations NewsAl-Mamoura Towers
10
Al-Saad and Al-Wathba STPs 6 Operations News
Corporate ProcurementAdvanced supply chain planning 12 Projects
Made in Kuwait 14
TRANSMISSIONYOUR WAY OF STAYING IN TOUCH ISSUE 29DEC 2011
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