Petrofacts...Petrofacts Cover.02.indd 1 15/11/2017 12:05 2|PetrofactsNovember2017 ChristopheViseux Photographer Christopheisbased inDubai.Hiswork hasbeeninthe NewYorkTimes 4 Ourrecordofthecompany’snews

Petrofacts February 2014 | 1

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Petrofacts

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2 |PetrofactsNovember 2017

ChristopheViseuxPhotographerChristophe is basedin Dubai. His workhas been in theNew York Times

4 Our record of the company’s newsfrom around the globe

8 RAPIDdeliveryNot just a huge project forMalaysia,but a hugely complex one for Petrofac

16 Creditwhere it is dueMeetGroup Treasurer andHead ofTax, Afonso Reis e Sousa, the manwho looks after the company’s cash

20 Major exportHowoneof theGulf’s biggest facilitieshandles half of Iraq’s crude oil exports

24 Wehave lift-offThedramatic removal of aNorthSeaplatform’s surface installation

30 Back to theshopfloorAnHSSE initiative is sending corporateadvisors back to the sites they regulate

36 Constructive thinkingThe logistical challenges of a giantKuwait refinery project

42 Well connectedAnewpipeline in Algeria has employedinnovativematerials and techniques

44 Ialwayscarry…A prized, inherited Parker 75fountain pen

46 Meet some of the Petrofac peoplearound the world

An aerial shot of the RAPID project,Malaysia. Photograph by Ian Teh

Contributors Petrofacts

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PeterHallidayWriterPeter has writtenfor clients includingFord, Visa andWestern Union

Paul KeersWriterLaunch Editor ofGQ in the UK,Paul both writesand edits widely

Feature article:BackToTheShopFloorDonning workwear,an Head Office HSSEexecutive goes onsite in Saudi ArabiaSee page 30

Features

Insidethis issue

The Petrofac editorialteam is responding to theoperating environmentby publishing twoeditions this year;contact [email protected] comments orcontributions.Every employee shouldreceive a copy; [email protected] if you’d liketo receive a copy

EditorAnnWhatleyAssistant EditorsJennie SaywellLaura CookArt DirectionEsterson AssociatesPicture EditorMillie SimpsonConsultant EditorPaul KeersPrinted bywww.push-print.com

People

Cover

IanTehPhotographerIan’s work hasbeen featuredin Time andNewsweek

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Oman‘Our roadshowreinforced ourcommitmentto increasingIn-Country value ’

Malaysia‘It is truly anhistoric project’

UnitedKingdom‘Preparing fordecommissioningisn’t businessas usual’

Algeria‘The single longestsupermartensiticstainless steelpipeline in theworld’

Kuwait‘Thiswill beamong theworld’s top fiverefineries byoutput ’

Turkey‘The project isPetrofac’s firstin Turkey ’

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Log

Our client BP announcedproduction has begun fromthe giant Khazzan gas fieldin Oman, which is operatedin partnershipwith OmanOilCompany Exploration andProduction, and is BP’slargest start-up of 2017.In2014,Petrofacwasawardeda contractworth aroundUS$1.4 billion to deliver theengineering, procurementand construction of thecentral processing facility(CPF). One of fivemega-projectswe have underwayin Oman, the Khazzan gasfield’s CPFwas delivered toa tight timescale; at onepoint Petrofac’s engineersproducedmore than 350isometric drawings aweek.

NEWCONTRACTSINBRIEF

FIRSTGASATKHAZZAN

WORKTOBEGININDUQMPetrofacwill beworking on the utilities and offsites at the DuqmRefinery inOman

Petrofac, in a 50/50 jointventure with SamsungEngineering, has receivednotification of intent to award acontract worth approximatelyUS$2 billion with DuqmRefinery and PetrochemicalIndustries LLC (DRPIC) in thesouthern part of Oman.Work on the47-month project

will commence shortly, subjectto financial closure and fullnotice to proceed fromDRPIC.Petrofac’s and Samsung’sscope of work includes

engineering, procurement,construction, commissioning,training and start-upoperations for all the utilitiesand offsites at Duqm.The development, which is a

strategic investment for theSultanate of Oman, occupiesmore than 2,000 acres. Whencompleted, it will have a refiningcapacity of approximately230,000 BOPD. It is expectedto be operational by 2021.

E Sathyanarayanan, GroupManaging Director, Petrofac

Engineering & Construction,said: “This significant projectrepresents our twelfth in thecountry and serves to reinforcePetrofac’s commitment to oneof our core markets.“It’s a valuable opportunity

for us to continue to increaseIn-Country Value throughengaging with the local supplychain and recruitment of localresources.

“We are looking forward toworking with Samsung on thisproject and growing our

relationship with DRPIC.”Duqm has been designated

Oman’s next industrial centre,to be known as the DuqmSpecial Economic Zone,with investments of up toUS$15 billion earmarked forpetrochemicals andinfrastructure developmentover the next 15 years.The Duqm Special

Economic Zone will be one ofthe largest developments of itskind in the Middle East andNorth Africa.

Sakhalin Island, RussiaSakhalin Energy InvestmentCompany Ltd (Sakhalin Energy)has awardedPetrofac a contractworthmore thanUS$700millionfor its onshore processingfacility on Sakhalin Island.The project has a lump-sumengineering, procurement andoffshore fabrication component,and a reimbursable element forconstruction and site services.It will be Petrofac’s tenthproject in Russia.

Kıyıköy, TurkeySouth Stream Transport B.V.,a wholly-owned subsidiary ofGAZPROM, has awarded anEngineering, Procurement andConstruction (EPC) contract toPetrofac for the developmentof onshore pipelines and a gasreceiving terminal near Kıyıköyin Turkey. Valued at €340million, the project is Petrofac’sfirst in Turkey and will beundertaken by its EPCmbusiness.

HalfayaContractArea, IraqPetrofac has been awardeda five-year ProjectManagement Consultancycontract in Iraq worthUS$30million.Awarded by PetroChina

International Iraq FZE forthe Halfaya ContractArea in southern Iraq, thecontract builds uponPetrofac’s long trackrecord of working inthe region.

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Petrofac’s Salalah supplierroadshow, held in September,reinforced our commitment toincreasing In-Country Value inOman by engaging localcontractors, employing andtraining local people, andprocuring goods locally.Earlier this year, Petrofac

E&COman LLC (PECOL)

signed a contract worth closeto US$600million for theengineering, procurement andconstruction of the SalalahLPG extraction project.In-Country Value aims to

benefit local development,contribute to human capability,and stimulate productivity inthe economy, and is a major

A roadshow inOman attractsmore than 100 local companies, demonstrating Petrofac’s commitment to the area

factor of projects in Oman.More than 100 companies

with a presence in the regionattended the roadshow andshowcased their services toour Salalah LPG Extractionproject team.Salalah LPGCompany

representatives and other localauthorities participated, with

the aim of supporting the localcommunity and optimisinglocal content, particularlySMEs which will be crucial tothe project’s delivery.His Excellency Sheikh Salim

binAufait Al Shanfari, Chairmanof Dhofar Municipality andChairman of theMunicipalCouncil, opened the event.

SALALAHSUPPLIERROADSHOW

EPSWestwon twoawards at the EnergyIndustries CouncilAwards, which celebratethework of UK companiesin the energy supplychain.The SouthernNorth Sea

(SNS) operations teamwon theCollaborationaward, in recognition ofthe team’s efforts to drivesynergies in cost andefficiency by integratinglogistics and peoplemanagement across twoof our Duty Holdercontracts.

Aw

wo

Project DeliveryCoordinator, Daniel Gearwas awarded the first everRising StarMBA. To readmore about Daniel and hiswin, see the ‘People’section on page 47.

David Blackburn, SeniorVice President, EPSWest,said: “These are bothsignificant achievements,andwe should be proudof Daniel and ourSNS team.“Our successes at the

EICAwards demonstratejust how exceptional ourpeople can be.”

PETROFACWINSTWOENERGYINDUSTRIESCOUNCILAWARDS

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Petrofac’s strategy has beenput in the spotlight at a seriesof information sharingsessions, to help increaseawareness around thecompany’s five year plans.Hosted by Jon Carpenter,

Group Head of Strategy, thesessions are in response toemployees wanting to knowmore about our strategy andplan for the future.“The feedback from

Petrovoices in 2016 was thatemployees want to learn moreabout our strategy, and wherethe company is going, so weare ‘setting the stall out’ bothinternally andexternally,” he said.“Since late 2016, our direction

has been clear, andwe took theopportunity with our interimresults inAugust to lay out ourstrategy explicitly. It’s alsoencouraging to seeevidenceofits executionwith recent project

At Petrofac, quality iseveryone’s business. Withinour lump-sum E&C business,and our EPS East and EPCmbusinesses, we use theframework of ISO 9001:2015,which sets the minimumrequirements for a qualitymanagement system.Although all of our

employees hold personalbeliefs around the concept ofquality, they should representa common goal: to optimisevalue for Petrofac’s customers,without compromising qualityand integrity.So ahead ofWorld

Quality Day in November2017, the E&C team helda competition in orderto explore what qualitymeans to Petrofacemployees.In total, 316 people

shared their definitions,

with Nigel Paton who, untilhis recent retirement, wasExecutive Vice President,Assurance, and who chosethe overall winner.“It’s great that so many

people took the time toarticulate their thoughts onquality,” said Nigel. “It needsto be front of mind for us all.”Congratulations to Murali

Thankavel, Senior AdvisorHSSE at our GC29 Projectin Kuwait, who took homethe prize of a GoPro Hero5.

This is the definitionwhich Murali (left)shared with us:“Customers definequality. It’s when the

product beingdelivered, orservice beingperformed,exceeds theirexpectations.”

WHATDOES‘QUALITY’MEAN?

The Petrofac facilitiesmanagement team in Sharjahhas achieved a 50% reductionin energy costs over the pastfew years, earning them anaward for energymanagement.Johnson Controls, who

provide the air conditioningand other building servicesfor our two towers inSharjah, awarded theSharjah facilitiesmanagement team their2017 EnergyManagementAward.The team achieved a 49%

reduction in energy costs atthe end of 2016, comparedto the ‘base year’ of 2009.According to Basil

Ahmed, Manager, BuildingFacilities,the team usedanalysis tools to monitor theinputs and outputs of theentire heating, ventilationand air conditioningsystems, and were able to

adapt the operation of thesystems in order to achieveoptimal energy use.Other efforts to reduce the

energy consumption includedreprogramming the timings ofautomatic lighting andelectrical equipment, rewiringcircuits to avoid the lights

Savings by the Petrofac facilitiesmanagement team havewon them a 2017 EnergyManagement Award

turning on in unnecessaryareas, and repairing openingsthrough which cool air wasleaking out.Jean Chidiac, Senior Vice

President, Human Resourcesand Administration, said:“Our building and energymanagement has been on

a journey to its current place.Annually I set Basil and his teamthe challenge to improve,and every year they havedelivered, culminating in thishigh energy saving. Not onlyis it good for the environment,but it represents huge costsavings too.”

AWARD-WINNINGENERGYREDUCTIONINSHARJAH

wins inRussia andTurkey.”Jon said employees are keen

to askquestions about thestrategy, which has three keythemes: focusing on the core,delivering organic growth, andreducing capital intensity.These have been evident in ourexternal communications, andinternally through channels likethe Business Brief.“This strategy is right for this

moment in time, given wherewe are and themarket is now,andpositions us for the future.Weare also looking atmedium-to long-termmarket dynamics,and how to position thecompany to take advantageof new, interesting marketsectors, like waste-to-energyand offshore wind.”Held so far in Sharjah

and London, Jon aims todeliver sessions regularlyacross Petrofac.

SHARINGOURSTRATEGY

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PetrofactsNovember 2017 | 7

DEMYSTIFYINGEPCmOne of the things thatmakes Petrofac different is the spectrum of deliverymodels whichwecan offer in Engineering Procurement andConstruction

With a track record of around200 engineering, procurementand construction (EPC)projects, Petrofac has a wealthof experience in designing,building and commissioning oiland gas plants.For the past two years, we

have been growing our EPCmoffering, which marries ourengineering and technicalcapabilities with a range ofmore flexible commercialmodels that suit the individualrequirements – and riskappetites – of our clients.What makes Petrofac

different, as an EPCm provider,is our ability to take onmore ofthe risk profile on behalf of theclient. Our spectrum ofcommercial models rangesfrom fully reimbursablethrough to lump-sum turnkey,depending on what our clientswant and need.This approach enables us to

provide tailored EPC solutionsthat serve both ends of themarket, and it sets Petrofacapart from other, purelyreimbursable serviceproviders.To understand this better, we

set out to ‘demystify’ EPCm,and lift the lid on how Petrofacis bringing together the verybest of its capabilities to adaptto an ever-changing marketand delivering for clients’individual needs.Our technical approach to

projects across Petrofac is thesame, and each project willresult in the delivery of aworld-class facility.In EPCm, we use our

inherent engineering andprocurement capabilities,support this with an absolutefocus on delivery, and provide acommercial framework whichis aligned to the specific needsof the client.

To look at how and when weapply eachof these approaches,wemust first assess the factorsinfluencing a client in selectingan EPC delivery model.

Fully Reimbursable If aclient chooses to manage therisks, and wants a granular levelof visibility and overall control,then a fully reimbursable‘services’ model may be used.This is the way in which weapproach our delivery for the AlTaweelah project in Abu Dhabi.EP+CMServices Someclients prefer a commercialmodel that is KPI-led. Thisincentivises the contractor viadedicated performancetargets in key areas, andfosters greater alignmentbetween client and contractor.This model also allows clientsto leverage Petrofac’sprocurement capabilities; wepurchase on their behalf, andshare savings with them. OurEngineering, Procurement andConstruction Management(EP+CM) services model givesthe client full control ofconstruction and we provide

construction managementsupport. This is our approachwithPDO inOman and withSakhalin Energy. We have alsoexecuted a number of pastcontracts on this basis.

Transferring the riskIf clients are focused onaccelerating their projectschedule but also want thecontractor to hold the singlepoint of accountability formanaging the risk profile, theproject must be well definedfrom the outset. Lack ofdefinitionmay result in inaccurateprediction of materials andcosts, and also a less maturelevel of risk assessment andmitigation. In these instances,a fully lump-sum turnkey optionmay not be the right approachif schedule and price can’t be‘locked in’ with confidencefrom the start.Convertible lump-sumFor Petrofac, being able toprogress with a client on areimbursable basis at theoutset, then converting tolump-sum at an agreed stage,when risks are better defined,

is an alternative model.This is the approach that

we’ve taken recently for anonshore receiving stationproject in Turkey, and theKhazzan CPF project in Omanfor BP.Lump-sum turnkeyWhenclients want to transfer the riskfully to the contractor and toachieve clarity of cost andschedule from the outset,they are likely to select thelump-sum turnkey method.This is an ideal solution forwell-defined projects, asevidenced by the hundreds oflump-sum turnkey projectswe’ve completed in the lastthree decades.

The right approachThis is the benefit of havingan EPCm and lump-sumturnkey capability withinPetrofac. It creates flexibilityin our solutions and bringstogether the best of ourcapabilities to adapt to anever-changingmarket, ensuringthat we have the rightapproach to meet eachclient’s needs

SHONAGHRAE/H

EART

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‘The essential form of thebicycle has always remainedthe same…but its function isconstantly being optimised,’saysDave Blackburn

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RAPID NORMALDELIVERYAlongside 26 othermain contractors,Petrofac has beenworking on the giantRAPID project inMalaysia. But despite thecomplexities, as Peter Halliday discovers,Petrofac has delivered on its commitmentsto thewelfare and safety of theworkforce.Photography by Ian Teh

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For a company like Petrofac,there’s no such thing as anordinary project. They all havetheir own particular quirks andcharacteristics. But the RAPIDproject in Peninsular Malaysia isperhaps more out-of-the-ordinary thanmost.Announced in 2014, and

valued at around US$500million, this EngineeringProcurement Constructionand Commissioning (EPCC)contract is part of the Refineryand Petrochemicals IntegratedDevelopment (hence RAPID),located in Johor, Malaysia.Awarded by PRPC Refineryand Cracker Sdn Bhd, asubsidiary of PETRONAS,it includes three sulphurrecovery units, two amineregeneration units, two sourwater-stripping units, a liquidsulphur storage unit, and asulphur solidification packageunit. And, as with everyMalaysian contract, localcontent is a key consideration.So, what’s so unconventional

about this?On the surface, the project is

not unusually large; it is one ofseveral refinery contracts nowunderway; it is in a countrywhere the company alreadyhas deep roots; and, this beingPetrofac, local delivery is agiven. So, surely, this is anentirely ordinary, completelyconventional Petrofacassignment?If we dig a little below the

surface, we soon see that this isfar from the case.

Amajor investmentAlthough sizeable in its ownright, the Petrofac project ispart of the somewhat largerRAPID development which,

in turn, is part of the very muchlarger Pengerang IntegratedComplex (PIC).When it is complete, the

PIC will in turn be part of thePengerang IntegratedPetroleumComplex (PIPC),the biggest petroleum andpetrochemical hub in all of Asia.The 6,242 acre site will includeoil refineries, naphtha crackers,petrochemical plants, aliquefied natural gas importterminal and a regasificationplant. At a total cost of aroundUS$27 billion, it represents amajor strategic investment forMalaysia, lifting the capability ofthe country’s oil and gas sector,and producing a range ofhigh-value, high-demandproducts and by-products,such as commodities,differentiated and specialtypetrochemicals.

Asense of scaleWith 60,000 constructionworkers on site, theaccommodation facilities alonestretch across more than 500acres. Around 1.8 million cubicmetres of concrete are beingpoured, enough to build anothernine PETRONAS Twin Towerdevelopments. And, at acombined length of more than20,000 kilometres, the electricaland instrumentation cables arethe equivalent of the distancefromNorth to South Pole.This means that the Petrofac

team is just one cog in a verybig, very busy, very complexmachine. The company worksalongside 26 other maincontractors, as well as scoresof subcontractors, whichcreates an interesting dynamic.As Executive Vice President,Murugan Pitchai explains:

“There’s a healthy senseof competition among thedifferent players, with everyonevying to be the quickest, andthe safest, and the mostproficient. But there’s also ahealthy level of partnership andcooperation. We spend a lot oftime in each other’s company,and watch carefully whateveryone else is doing. As aresult, we learn from them, theylearn from us, and best practicegets progressively better.”The scale also means that

all of the different facets of theproject need to be carefullychoreographed, as ProjectDirector Sardana YK describes.“The best sense you get of thescale and complexity comesearly in the morning, when60,000 people are all fed andwatered, and moved from theiraccommodation blocks to theirrespective workplaces. Fleetsof airport-style buses are on themove, carrying hundreds ofpeople at a time, and gettingeveryone to their destination by6.30am. Tome, it typifies thesheer scale of the project andthe number of moving parts.”

As you speak to othermembers of the project team,this sense of being part ofsomething momentous andhistoric comes up time and timeagain. As Quality Manager,Lokman Bin Zakaria puts it:“I have never worked onanything of this scale before.It is truly an historic project,and I feel proud to be apart of it.”

Strategic significanceAs well as being strategicallysignificant for Malaysia andits economy, RAPID is alsostrategically significant for

Drone photographyfromabove (right)gives some senseof the size andcomplexity of workwithin the RAPIDproject –which inits turn is part ofthe even largerPengerangIntegrated Complex

Working in atropical regionmeans ensuringhealth and safetywhere hot, dryconditions (below)are transformeddaily by rainstorms.

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Petrofac. It may not be thecompany’s only refiningproject, but it was one of thevery first to be awarded, andbuilds our downstreamcredentials. This, in turn, helpsPetrofac to become amorediversified business, andextend its core strengths in oilfields and processing facilitiesto adjacent sectors such asrefining and petrochemicals.Playing a key role in a large,

prestigious project like RAPID,with a refining capacity of300,000 barrels a day,strengthens the case. And thisweight of responsibility isclearly on the mind of theproject team. “Clients judge uson our past performance. Byshowing we can deliver on thisproject, we are better placedfor more refining projects in thefuture. It becomes a virtuouscircle,” explains Sardana.

Unusual in its geographyOf course, Petrofac has beenactive in Malaysia for morethan a decade, so thecompany is no stranger to thelocal environment. Even so,RAPID was the first major

onshore project, and operatingonshore in Malaysia is entirelydifferent from operatingonshore in the Petrofacheartlands of theMiddle Eastand North Africa. As Muruganexplains: “This is a tropicalregion, and we get tropicalrainstorms almost every day.With all the mud andmoisture,that creates very challengingconditions, brings extracomplexity, and has a bigimpact on health and safety.”

Workers’welfareAnother thing that marks theproject out as somethingspecial is its visible commitmentto workers’ welfare, and this isexemplified in the quality of thePetrofac-built onsiteaccommodation.As Sardana, a 16-year

Petrofac veteran puts it:“I have stayed in many workers’accommodation facilities onmany projects, and have neverseen anything quite like this.“The quality of the

accommodation is quiteexceptional. We provide a fullrange of services, includingsports and leisure facilities,

Wi-Fi, a shop, a prayer roomand even an ATM.”Around 1,800 people live in

the workers’ accomodationand utilities facility in sevenfour-storey blocks, togetherwith two recreation halls, twodining halls, a utilities centre,and a sports complex.Also, a workers grievance

management procedure hasbeen implemented, to ensurethat any concerns that workersmay have can be aired andaddressed.To keep the standards high,

the entire workers’accommodation and utilitiesfacility is independentlyaudited on a regular basis, andjudged against the stringentcriteria set out by PETRONAS,across things like cleanliness,hygiene and comfort. Petrofacwas the first EPCC contractoron the site to receive aFocused Recognition Award inrespect of its workers’ welfareand workers’ accommodationand utilities facility and wasalso the first EPCC contractorto achieve the highest camprating across the entire PICdevelopment; creating an

Built by Petrofacfor theworkers,the accommodationand utilitiesfacility (top left)incorporates twodining halls (topright and opposite),a shop (above left)and even a barber(above right).Workers sleep infour-storey blocks(opposite bottom)

Malaysia11PK.indd 14 02/11/2017 17:47


obvious sense of prideamongst the leadership team.Similarly, Petrofac enjoys a

stellar safety record. At thetime of writing, the team hadclocked upmore than 6.8million man-hours without asingle Lost Time Incident (LTI),and had received HSSEawards from PETRONAS onthree separate occasions.Safety Manager Jaiha

Tarsono puts this down tomanaging the basics: “My jobis to ensure that we work incompliance with the law andfollow the standards set down

by both Petrofac andPETRONAS. If you work by thebook, there is little scope formishaps, even on a large sitelike this, with so many differentpeople and languages.”

Local deliveryAnother accolade for Petrofacis the company’s commitmentto local delivery.As is the case onmost

projects in most countries, theclient has set down somemandatory requirements forthe proportion of local peopleon the workforce.

sequentially. And, as a result,the work could be accelerated.The change in approach has

been a big success. AccordingtoConstruction SuperintendentNorazam Bin Urif: “It is a busyand congested site, whichneeds to bemanaged verycarefully, but the progress hasbeen strong. At the time ofwriting, around 80% of theconstruction work had beencompleted, and there was aclear target to achieve inexcess of 90% by the year-end.The focus of the project istherefore beginning to shiftfrom construction to systemscompletion.”Murugan concludes,

“It’s a case of so-far-so-good,but we’re not done yet.“The final stages of any

project tend to be the mostcritical, so you can’t look backon past achievements, youhave to stay focused on theremaining challenges.Everyone here is looking at howto deliver a quality project to theclient on time, within budgetand safely. That determinationto deliver is what makes meproudest of all.”

Most of the contractors onthe wider PIC project haveturned to foreignsubcontractors, where theytend to use up their allowablequota of foreign nationals.Petrofac, however, has adopteda very different approach.Based on its knowledge of

the local supply chain, thecompany has chosen to workexclusively with locally-basedsubcontractors and has helpedthem to source, recruit andtrain a high proportion ofMalaysian workers.

Determination to deliverOf course, it hasn’t alwaysbeen plain sailing on theRAPID project.Back in the second quarter

of 2017, progress was slowerthan anticipated as a result ofa number of value engineeringfactors proposed across PIC.In order to gain constructionmomentum, the decision wasmade to appoint additionalsubcontractors. Although thiswould bring yetmore complexity,it would mean that many of thekey tasks could be handledsimultaneously rather than

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‘The essential form of thebicycle has always remainedthe same…but its function isconstantly being optimised,’saysDave Blackburn

CREDITWHEREITISDUEGroup Treasurer andHead of TaxAfonso Reis e Sousa looks afterPetrofac’s cash, funding and taxaffairs around theworld, andwatchesthe credit ratings and interest rateswhichaffect thecompany.Interview byAngela Jameson.Portrait by Philip Sayer

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The career path from directing episodesof a popular TV police drama series toheading up the treasury and tax functionsat Petrofac is not immediately obvious.But the more you talk to Afonso Reis e

Sousa, the more you realise that the skillsthat took him into writing and directing forfilm and TV as a younger man are just ashelpful keeping Petrofac’s treasuryrunning smoothly.A company’s treasury team is

responsible for making sure that the rightmoney gets to the right place in the rightcurrency at the right time. You couldthink about it like good financialhousekeeping, but good communicationskills are also crucial.

“The Chief Financial Officer looks afterthe profits, I look after the cash andliquidity,” says Afonso.AsGroup Treasurer Afonso is

responsible for all the banking relationshipsthe group has, with more than 20 banks.The Portuguese former investment bankeralso deals with the two rating agenciesthat rate Petrofac’s credit – essential if itis to continue borrowingmoney in thebondmarkets.Afonso is also responsible for the

guarantees that Petrofac issues each timeit agrees a large contract of work for aclient, andwhich total US$5billion at present.And if that were not enough, Afonso is

also Head of Tax at Petrofac.Relationships are at the heart of Afonso’s

job. He has to keep lots of external peopleon side – banks, rating agencies andtax authorities.He also needs to work with clients who

require financing support (especially fromExport Credit Agencies, such as UKExport Finance) in order to fund projectsand, ultimately, place orders with Petrofac.This is increasingly important to secureEPC contracts in the oil and gas sector.

FromTheBill to the billsOne huge focus for Treasury at themoment is its global cash management.Petrofac is reducing the cash it has on itsbalance sheet, so that ultimately it can

‘Hereyouhaveownershipof thedecisionsyoumakeand theability toact on them’

lower its borrowings – and the interestit pays on them.Afonso describes the exercise that is

going on across the company as likecollecting all the money that is left aroundyour house and in various bank accountsand even in the piggy bank, in order to offsetthe mortgage.“Everyone in our finance function is

involved in this to some extent. A huge partof working capital management is makingsure that we invoice and collect paymentson time. The global cash managementproject is a complementary initiative,”he explains.“Higher interest rates will have an

impact on our costs, but our strategy is toreduce our capital intensity and so the levelof borrowings will come down in themedium-term,” Afonso says.Afonso first came to the UK as a

schoolboy, eager to learn amongst theinternational students of Atlantic College,the school started in SouthWales byGerman educationalist, Kurt Hahn.At university, Afonso studied economics

and finance and then joinedMorganGrenfell to work in project finance.It appealed to him because it was aboutfinancing tangible things – airports, powerstations, bridges, accommodation,motorways – that would ultimately makea difference to people’s lives.However, uncertain whether banking

really was the career for him, Afonsospent three years in the late 1990s tryingthe freelance writer and director’s life.He directed two episodes of The Bill,the long-running UK police drama, anda feature film called Holding On, beforeeventually returning to banking.In 2012 he decided that after years of

being an advisor to companies, he wantedto be at the coalface. He joined Petrofac asGroup Head of Structured Finance. In 2014he was promoted to Group Treasurer andin 2016 given the extra role of Head of Tax.Leaving banking was a natural

progression, but it also followed somefrustration. “As an advisor you have a degreeof experience but clients don’t always followyour advice. One of the reasons that I cameinto this industry was because here youhave ownership of the decisions youmakeand the ability to act on them,” he says.Of course there are still frustrations,

when events occur outside your control.One of these was the decision in Mayby ratings agencyMoody’s to downgradethe company’s rating, because of thepotential risks posed by the SeriousFraud Office’s investigation into Petrofac.The other rating agency, Standard & Poor’s,did not change its rating and overallPetrofac’s rating remains better than mostof its peers.Nevertheless, a rating downgrade

affects the business because it affects

Afonso06PK.indd 18 07/11/2017 08:59


Petrofac’s ability to raise finance at themost competitive cost. Asked if it keepshim awake at night, Afonso says: “It doesn’tmakeme feel good, but our role is not topaint a false picture.“We choose to deal with all of our

stakeholders as fairly and asstraightforwardly as we can, and thatinvolves sharing bad news as well asgood news. In the long run, that approachand degree of transparency paysdividends.

“A tangible example was the successfulextension of the loans that were about tomature in August, notwithstanding thecredit rating downgrade,” he adds.

Global currencyAt least Brexit is not causing toomanydifficulties for the Group Treasurer.While many UK companies have beenstruggling with the weakness in sterling,it has had little impact on Petrofac.“We don’t have a huge amount of workin Europe so it hasn’t had a significanteffect,” Afonso says.Petrofac has an active currency hedging

programme for all identified currencyexposures. Petrofac’s functional currencyis the US dollar, and it hedges all of itsmaterial exposures in other currencies.However, because of the nature of oil andgas services, most of its revenues are inUS dollars, except in Kuwait, where

Petrofac is paid in Kuwaiti Dinars.Some contracts will also have an

element of local currency revenues, whichare used primarily to meet local costs inthe same currency.Treasury and Tax has teams spread

around the globe, meaning that Afonso hasto travel frequently, with a week amonthspent in Sharjah, where six of his Treasuryteam are based.The Tax team is also dispersed. “We set

the tone and provide advice to the taxoffices around the world, but the reportingand compliance work is at the businessunit level. Group Tax focuses on thoseareas that have to be coordinated centrally,such as consolidated reporting or roll outof new initiatives.”He is also clear that Petrofac is not

seeking to minimise its tax liability,wherever it operates. “Our job is to pay theright amount of tax – all around the world,”he says.Occasionally, Afonso gets the chance

to get out of the office and see Petrofacoperations, mostly in the Middle East.“I wish I could domore site visits

because they are extremely important.It’s easy to lose sight of what we are doing,when you are concentrating on thefinancial aspects. It’s very invigorating tosee us doing what we do well.”Even for a numbers man, there’s more

than just figures to communicate.

Afonso is responsiblefor all thebankingrelationships thegrouphas,withmorethan20banks

Afonso06PK.indd 19 02/11/2017 16:53


Zubairpumpingstation

Tubapumpingstation

65nauticalmiles for supplies andchangeover crews to journeyfrom service base in Kuwait

14vessels inmarine fleet

200people in offshore team

60kilometres fromtheAl Fao facilityto offshore

200kilometres for oil to travel bypipeline fromproduction fieldto the offshore facility

2.2billion barrels exported sincestart-up in November 2012

1.7million barrels per day runthrough the offshore network.Petrofac took over operationin 2012when productionwasat 0.5million barrels a day

50%ofIraq’s crude oil exportpasses through

Al Faobeach valvestations

ShuwaikhPort

Crude is producedonshore at variousoil fields includingMajnoonandRumaila

Iraq Iran

Kuwait

SaudiArabia


Iraq_20PK.indd 20 07/11/2017 09:06


Centralmeteringandmanifoldplatform

Single pointmoorings

Tankers

Ocean240accommodationbarge

Here’s how one of theGulf’sbiggest facilities, managed byPetrofac, handles around halfof Iraq’s crude oil exports

MAJOREXPORT

This is the oil export facility located about60 kilometres from the Iraq coastline atAl Fao. It is responsible for approximately50%of Iraq’s total crude export – that’saround 1.7 million barrels per day, exportedfrom here to the rest of the world.For the last five years, Petrofac has been

providing a managed solution in respect ofoperations andmaintenance services toSouth Oil Company for this facility.The crude is produced onshore at various

oil fields in Iraq, including Majnoon andRumaila. It begins its journey via onshorepipeline to two pumping stations, Zubairand Tuba, located more than 100 kilometresfrom the coast. Petrofac’s responsibilitybegins when the crude travels via subseapipelines to the facility.It passes through the offshore Central

Metering Manifold Platform (CMMP), wherethe oil is fiscally metered and recorded, andis then directed to one of four operationalSingle Point Mooring systems (buoys).The metering systems on the CMMP arelinked to each of the buoys, and the crude ispumped through a pipeline endmanifold viathe subsea hoses to the SPM and loadedonto the tankers moored alongside via thefloating hoses.

Tankers range from large crude carriers(with a capacity of around onemillionbarrels) to very large crude carriers(twomillion barrels). On-board tanks areallocated by the ship’s cargomaster, and bothheavy and light crude can be suppliedor evenmixed.The operation is 24/7 in nature and an

average of more than 25 tankers is loadedeachmonth. With an average time to load avery large crude carrier of around 60 hours,the queue of tankers in the anchorage at anyone time extends an estimated four miles.The offshore team, of around 200 people

at any given time, is housed primarily on theOcean 240 ‘flotel’, and the accommodationfacilities provide themwith respite from their12-hour shifts with recreation activitieslike a gym.The Ocean 240 facility has some self-

sustaining elements; for example, water andsewage treatment. Personnel are offshorefor an average of 42 days; and supplies areobtained every two to four weeks via supplyboat from Kuwait and UAE.The environment offshore is challenging,

due to its remote location and adverseweather – all four seasons can beencountered in a single day.


Iraq_20PK.indd 21 07/11/2017 09:06


Centralmetering andmanifold platform

DELIVERINGVALUE

7,448,014man-hoursworkedwithout lost-timeinjury as of30 September 2017

4More than fouryears free oflost-time injury

275Petrofac isresponsible forsubsea pipelinesof 275km, and1,800mof subseaand floating hoses

Petrofac is paid on a lump-sumbasis to undertake allthe operating responsibilityandmaintenance of thefacility on behalf of SOC,to ensuremaximumexportvolumes are reached.

In this respect Petrofacmanages a high degree ofrisk associatedwithmaintaining the facility’suptime and export levels.

Our teamcontinues tosupport SOCby providinginnovative solutions toproblems, such as anever-done-before SPMboat lift manoeuvre,and assemblingreplacement flexiblehoses offshore prior toinstallation to avoid therisks associatedwitha long tow.

42Petrofac personnelare offshore for anaverage of 42 days


Iraq_20PK.indd 22 07/11/2017 09:07


Single pointmooring

Tanker

60Average time to loadtanker: 60 hours

2MVery Large CrudeCarriertankers each have a 2millionbarrel capacity

25tankers are loadedeachmonth

1,140tankers have sailedfrom the facility withmore than 2.1 billionbarrels of oil as ofSeptember 2017

4Upto a four-mileline of tankersin anchoragewaits to load atany one time

Pipelineendmanifold

5single pointmoorings –four operational, plus onestored andmaintained byPetrofac in Hamriyah, Sharjah


Iraq_20PK.indd 23 07/11/2017 09:07


Over the next decade, more than 100offshore platforms in the UKContinentalShelf are to be partially or completelyremoved. Around 1,800 wells in what isgenerally known as the North Sea areforecast to be plugged and abandoned,and several thousand kilometres ofpipeline are to be decommissioned.So there is understandably a lot of interestin decommissioning work in the UK.Petrofac has experience right across

the life cycle of oil and gas assets, fromconstruction, through operation, todecommissioning. Most recently, thecompany brought its experience to bearon theMiller platform, 270 kilometresnorth-east of Aberdeen, where it hasbeen successfully managing the assetin support of BP’s decommissioningprogramme.Petrofac is well versed in the

management of operations on an asset,where, as an experienced Duty Holder,the company takes responsibility for afacility’s Safety Case on behalf of a client.(The Safety Case identifies the hazardsand risks of a facility, describes how theyare controlled, and puts a safetymanagement system in place.)TheMiller platform ceased production in

2007, and it was operating as a minimally-manned installation when responsibility forthe platform shifted to Petrofac last year.BP had already plugged and abandonedthe wells, and cleaned up the surfaceinstallation (‘topsides’). Petrofac’s role was torefocus the remaining personnel and bringin additional manpower in preparation forthe removal of those topsides, within just12 months.Saipemwas appointed as heavy-lift and

removal contractor, meaning a tri-partyarrangement and a need to build strongand collaborative relationships quickly toget the job done safely and in that shortspace of time.The Petrofac team ensured the

continuing maintenance and integrity ofthe platform, enabling BP to focus on itspreparation for removal works. Petrofacimplemented systems, planning andprocesses for maintaining the platformand its personnel while its core assetswere being removed.At the same time, the team themselves

had to transition from the ‘operations’mind-set, necessary for the platform’songoingmaintenance, to the ‘project’mind-set required for its decommissioning.During the established window of

operation in summer 2017, theS7000–one of the world’s largest heavy-lift ships– arrived alongside the platform. Miller’stwocranebooms, helideck, drilling deckand accommodation module were tobe removed.Those who worked on the project tell

their story…

WEHAVELIFT-OFFWhen a platform ceases production,its decommissioning begins.Those responsible formanagingoneNorth Sea asset during itsbreak-up tell us their story.Portraits byMurdoMacLeod

The SaipemS7000,theworld’s secondlargest cranevessel, nearly 200metres in lengthand capable oflifting 14,000tonnes, removes asection of theMillerplatform’s topsides

Miller014PK.indd 24 03/11/2017 09:06


Miller PlatformProduced:345million barrelsYears of life: 15Location:270kilometresnortheast ofAberdeenWater depth:100metresCessation of production:2007

Miller014PK.indd 25 03/11/2017 09:06


PLANNINGFORTHECHANGEPetrofac has two decadesof experience across morethan 25major assettransitions, so it isaccomplished in the artof transition management.As part of the teamresponsible for movingMiller’s operations intoPetrofac’s portfolio, MarkBartlet was involved rightfrom the start.“Every transition is

different. Nomatter howexperienced you think youare, each asset presentsa unique challenge. Ourtransition plan capturesevery step we need to takein order to successfullytransfer personnel, policiesand systems. Through theplan we also identify risksand agree howwe’llmitigate them. It’s amammoth process, andin the case of Miller, weneeded to execute it ina compacted timeframe.“We all know that with

change comes a level ofuncertainty for the peopleinvolved. That can impactsafety, so we workedclosely with BP throughouttransition. As a result,transition completed withoutincident, in just three months.“We then had to increase

the asset team significantlyfor removal preparation,which required a huge shiftin focus. With an increaseof around 60 people, weneeded to prepare the assetto accommodate them –from refurbishing cabins totaking care of the smallthings that mean a lot topeople when they’re awayfrom home.“My role changed at that

point too. I worked withSaipem’s logistics teamto integrate our approachto logistics, wastemanagement, permitdevelopment and jobplanning. This even includedsafely re-homing a tank oftropical fish that had beenhoused onMiller for years.”

Miller014PK.indd 26 03/11/2017 14:17


BRINGINGTHETEAMSTOGETHER

‘With threeparties involvedin this project,successfullyintegratingourapproachwasparamountto success.’

As an Offshore InstallationManager, Ken Hamon isresponsible for all the personneland all the work undertaken onhis asset. He joined theMillerproject at the beginning of thetransition, and set aboutcreating a ‘one team’ approach.“All companies have their

own cultures. With threeparties involved in this project,successfully integrating ourapproach was paramount tosuccess – particularly whenyou consider how quickly we’dbemoving from the transitioninto the preparation and thenremoval phases.“Miller was to become home

from home and, as peoplemoved on to the asset,we worked to engage witheveryone on a personal levelto create an inclusive workingenvironment. It might soundbasic, but quiz, darts and poolnights instantly removed anybarriers amongst our multi-national workforce, and ouropen door policy meant peoplewere happy to raise concerns.“That’s really important when

it comes to managing safetyoffshore. Throughout theproject we had to plan formilestones that brought aboutdifferent safety challenges,from having one of the world’slargest ships alongsidethe platform, to managingthe unusually high level ofdeconstruction work.“Preparing for

decommissioning isn’tbusiness as usual. It requiresus to adopt an approach takenin a projects environment.We achieved this throughthe use of shared services,multi-skilled workforces andmore collaborative working.”

Miller014PK.indd 27 03/11/2017 14:18


‘Thefinal actwasto isolate themaingeneratorand thencut allthecablesatonce, as the lastfewpeople lefttheasset.’

THROWINGTHEOFFSWITCH

Prior to the first heavy liftstaking place, Miller had to bepowered down for the finaltime. Faced with kilometre afterkilometre of cables and pipingof all descriptions – fromhydrocarbon and electrical,to sewage and lighting –Petrofac developed a ‘just-in-time’ approach to switch off,as Project Manager, StuartNuttall, explains.“When we arrived on

Miller, the enormity of the

task quickly became clear.“There must have beenmore

than five thousand cables, andwe knew that attempting toline-walk every single cableand pipe to trace it backphysically to its origin wouldtake teams of electriciansyears to complete.“We realised that the safest

andmost efficient approachwould be to wait until we hadcompleted all the otherprocedures. The final act was

Miller014PK.indd 28 03/11/2017 14:33


WATCHINGOVERTHEREST

to isolate the main generatorand then cut all the cables atonce, ‘just in time’, as the lastfew people left the asset andwalked over the bridge to theheavy-lift vessel, where theteamwas residing.“This meant we had a

fully functioning asset, withheating, lighting, sewage andgalley, until we had actuallyleft the platform.“At that point, Saipem carried

out the first heavy-lift.”

Safe completion of the firstpart of the project laid a solidfoundation for the next roundof decommissioning. ThenMiller’s ‘jacket’, the steel framesupporting the deck and thetopsides, and the last traceof the asset, will be removed.In the meantime, Petrofaccontinues as Duty Holder andit’s the job of OperationsManager, Stephen Diplock,to deliver the company’scommitments to BP.“Our teams watched the

heavy lifts from the vessel.It was a really poignant momentfor many of us, but particularlythose who had worked on theasset for a long time. For them,Miller had been ‘home’ for a longpart of their career. For us, thismarked a new stage in our roleas Duty Holder.“Miller is now classed as

a ‘normally unmannedinstallation’. We still have a small

weather shelter with basicaccommodation (and a kettle)on the asset in case we need tosend a small crew out there.Otherwise, it’s vacant.“As Duty Holder we remain

legally liable for any activity orincident that occurs within500metres of the asset, sowe have to keep a close eyeon things. We do that throughan emergency responsevessel operating in the area.It conducts regular circuitsaround the asset and sendsphotographs back to usonshore.“When the jacket is removed

next year, our responsibilitiesas Duty Holder will cease,marking the end of our remit.“It has been such an exciting

project to be involved in, andfor nowwe’re busy lookingahead to the next phase andkeen to take forwardeverything we have learnt.”

Miller014PK.indd 29 03/11/2017 14:33


On site in SaudiArabia: SeniorHSSEAdvisorChuksMaduekehfromHeadOfficewas on site to seethose receivingmonthly safetyawards. Chuks’Back To The ShopFloor diary is onpage 32

Back to shop18revise.indd 30 07/11/2017 12:09


Whenwas the last time someone issuingcorporate standards and guidance for asite actually worked on a site? That’s thequestion that sparked Back To The ShopFloor, an HSSE initiative championed byAndy Nickerson, Petrofac’s Head ofHealth and Safety.“I originally took the idea from Richard

Branson,” he explained.“Branson asked all his board members

at Virgin Airways to spend a week atan airport being baggage handlers.He wanted to get them out of their ivorytowers, and understand the tasks andchallenges faced by their workers. And notjust wander around with a clipboard, butactually pull on coveralls, and appreciatethe issues of the people doing the job.”For Petrofac, such an initiative could help

to break down barriers between corporateHSSE and the workers on site. “I want us tobe people they can recognise, not facelessfigures at head office,” Andy explained.“People they feel they can pick up thephone to call, because we’re people theyhave actually worked with.”And it could answer questions of

communication. “How do we know howour corporate tools are being used?”he wondered.“There’s a question of vocabulary; are

we talking the same talk as the personon the shop floor? Are we using the sameterms, in the sameway? And the only wayto really understand that is to be out therealongside them.”The idea was immediately well received,

and it fell to Shadab Aboo, Senior HSSEAdvisor, to organise the visits.“All of our project leaders, project

managers, construction superintendentsand project directors thought it was abrilliant idea,” he said.

“Most of our own team liked the ideaand were very eager. There were a fewpeople who have had a lot of siteexperience, and now that they’re inthe corporate office they said, ‘I’ve beendoing this all my life, I don’t see the point.’

But we’re not categorising or discriminating,it’s a common programme for all.“Likewise, people who had never been

to a site before were a little scared,obviously, worried that they wouldn’t beaccompanied by anyone, andmight beasked questions and expected to knoweverything because of being in thecorporate office. So, mixed feelings,but mostly positive.”Andy and Shadab led from the front,

and went themselves on the first visits.“My site visits are usually with a functionalperspective,” said Andy. “They’re short,and I know I get shown around like theQueen, where everything’s freshly painted.In a week, I got to walk around the placesI’d normally not see.“I picked up some very basic things.

Take the requirement to read out a riskassessment – some of the subcontractorsdo not have a great grasp of English!So we’re now looking at doing more thingsusing more pictures rather than words.”As the candidates have returned,

feedback from both sides has beenoverwhelmingly positive. Andy has noticedthe benefits already.“You see people who were energised by

the experience, who had been operatingblind but now understand the issues, andcan say, ‘Well, that’s not going to work.’“And it must be working for the sites,

too, because we’ve been invited back!”Initially rolled out across Petrofac’s core

Middle East locations, the initiativemay well be rolled out to other regions.“When we work in Russia, for example,”says Andy, “I think people need to getover there, and experience a climateof -30oC before they regulate for it.“And there are other functions in

Petrofac that should look at this initiative,”he believes. “How can they support theirinternal clients if they don’t know theirinternal clients?“There can be a divide between the

support functions and operations – and thisis the best way to overcome that divide.”

BACKTOTHESHOPFLOOR

Anew initiative sends corporate HSSE teammembers out towork on the sites they regulate.We talk to those behind theidea, then see the diaries of twowho have taken part

Back to shop17revise.indd 31 07/11/2017 09:52

Chukwuka‘Chuks’Maduekehis aSeniorHSSEAdvisor.Hewent toa site inSaudiArabia

When hewasthinking of thisinitiative,maybeAndy hadme at theback of hismind,because thiswastailor-made forme!I was really

looking forward toit, as it presentedan opportunityfor someone likeme –who isoffice-based – tohave first-handexperience of lifeon a project site.And I wanted to

see how theGroupStandards andGuidancedocuments thatI facilitate anddevelop in theoffice areinterpreted andimplementedon site.

Cleaning upIt was time for thegeneral worksitehousekeeping. Onceevery month, priorto the monthlyclient siteinspection, theentire projectembarks on ageneralhousekeeping

exercise. Everyoneon the projectjoins in, tidyingand keeping theworksite clean. Soas the whole ideaof Back To The ShopFloor is that weshould work as partof the on-siteteam, y0urs trulywas also involvedand I did my bit!

Good morningIn the early Saudimornings there isoften a heavy fog.The HSE Manager hasto check weatherconditions andassess drivingconditions, butfortunately I

arrived on a clearday. And I wastaken aback by thesheer size andscale of theproject which Isaw. I woulddescribe it, in itscurrent state, as agiant forest ofsteel frameworks.

New angleI’ve worked onwriting HSEstandards, butseeing activitiesin real time mademe realise what Iwas writing about,regarding slopes

and barriers and soon. When you areactually on theground, you realiseokay, so that’s afive degree slope,and you canactually feel it,which is veryhelpful.


Back to shop15PK.indd 32 03/11/2017 15:07

Up liftingSpent a day with theAdvisors monitoringa pipeline liftingoperation. Wechecked the liftingplan, the dailycrane inspectionchecksheet, thecolour coding of

associated liftingequipment and thesegregation of thelifting area. Itreaffirmed for mesomething I hadwritten about: theimportance of thephysical presenceof the HSSE Advisoron the worksite.

All togetherEvery Saturdaythere’s a project-wide ToolBox Talk toall 7,000 workers.This one raisedtopics like slipsand trips hazardscaused by the highhumidity. It’s allabout communication;and when I was out

with the team I sawthat in terms ofstakeholdermanagement, too. Youhave to identify thestakeholders on yourproject, and thequickest way you canreach them whenneeded. It’s veryimportant tomaintain excellentcommunication.

Gimme shelterThere is nosubstitute forexperiencing theheat of a site likethis. It reallyhits you, as soonas your boots hitthe ground! The

Environment Co-ordinator took mearound the restshelters, wherethere is shade,seating and mistfans, and I wasgrateful for thespecified supplyof drinking water!



Blue line-upAt the end of theday, you’ll see allthe workers linedup at designatedareas on the site,waiting for theirbuses to go back totheir camps.

Tanked upLast year they werejust building thebase of these fueltanks and they wereabout seven feettall. Now, as youcan see, they’remassive! What I

found smart from anHSSE perspective isthat around eachtank a wall isplaced, just farenough to containtwice the volume ofthe tank, in caseof a leak.

Playingto winAfter workinghours, wheneveryone is back atcamp, a lot of theemployees playbasketball. And

they really take itseriously! Thereare yearlycompetitions andtournaments, fortrophies and formoney. It’s aboutpride, and they dowhatever it takesto win.

I worked on thissite for nearly allof 2016, so for theBack To The ShopFloor initiative Idecided to go backand seewhat haschanged in a year.I couldn’t believe

that this was thesame site I was onbefore. All I couldsaywas “Wow!”New roads havebeen built, and a lotof deep excavationsare going on. Lastyear youwere ableto walk around thesite; now you can’tget around unlessyou’re in a vehicle.I felt like it wasmyfirst time there.

MustaffahAwad is anHSSE–Engineer III,whowent toadifferentsite inSaudiArabia



The holetruthI have writtenabout excavation,and there arepictures to showyou what it is, butbelieve me, once yousee an excavation

in real life it isa completelydifferent thing.You realise justhow big and howdeep an excavationcan be, and howimportant thebarriers and signsreally are.

ClippertradeSome workers decideto become barbersas a side job tomake a bit of extramoney. They bringtheir own chair and

mirror andequipment, andbuild their ownsalon outside. Theyusually trim and dobuzz cuts, nothingfancy or stylish,but enough not tolook raggy going towork next day.

Road watchAs I was roamingbetween differentareas of the site,I was alsoperforming one ofour seven safetyinitiatives, thePetrofac AssuranceIndex (PAI) on

Driving Safety.This verifiescompliance with theGolden Rules ofSafety. Any areasfor improvement aretracked in aregister andfollowed up forcorrection.

Fine foodI loved the food incamp. There arethree differentcuisines daily –Indian, Filipinoand Arabic – with a

salad bar, allkinds of drinks,and even an ice-cream machine!You’d never bedisappointed withthe variety ofoptions you have.




Kuwait16PK.indd 36 03/11/2017 14:02


CONSTRUCTIVETHINKING

With aworkforce reachingmore than 12,500at times,this has beennoordinary project for Petrofac

Kuwait16PK.indd 37 07/11/2017 09:10


Just about 65 kilometres out of KuwaitCity a complex of refinery units is risingfrom the sands.With a workforce reaching more than

12,500 at times, two other partners andworking in a hot barren landscape, thishas been no ordinary project for Petrofac,requiring super heavy equipment to bemoved – at one point even forcing theclosure of the Sheikh Zayed Road in Dubai.It is a testament to the dedication of thepeople involved that progress has beenso swift. Three and a half years after theproject was started, it is expected to becompleted at the end of next year.Arup Dasgupta, Project Director for the

three joint venture partners, says “It is alargely greenfield and partly brownfieldproject. And it’s a first for KNPC, a newrefinery project built to internationalstandards that will be more environmentallyfriendly and increase capacity.”

Aunified approachKorea’s Samsung Engineering and CB&INederland are the two firms that joined withPetrofac, working to upgrade and expandtheMina Abdulla Refinery capacity from270,000 barrels per stream day (BPSD)to 454,000 BPSD, apart from brownfieldmodifications in Shuaiba Tank Farm. Uponcompletion of the prestigious Clean FuelsProject (CFP), the gross capacity of theintegrated Refinery (including the refiningunits atMinaAlAhmadi –byother contractors)will be 800,000 BPSD, meeting the 2020demand and specifications for a wide rangeof refinery products.“There have beenmany challenges to

work through, but the main one, given themagnitude and configuration of the projectand joint venture, has been integration,leadership, and cohesion, all primecomponents in making any joint venturesuccessful,” says Dasgupta. “Nowwe haveachieved this level of progress, we can sayit has been a good experience so far amongthe joint venture partners. However, weare never complacent as there’s still a lotof work to do to get this project over theline and handed over to KNPC.”

Once completed, the output of thedevelopment will put them in the top fivelargest refineries in the world by output.Multiple offices in different countries wererequired with, apart from Sharjah (head officefor the joint venture), eight other locations:Samsung, Seoul; CB&I, Hague; Petrofac Delhiwith further support fromMumbai andChennai; also Samsung Delhi; CB&I Delhi,and the Kuwait site itself.Multiple time zones and aligning different

engineering standards was just one ofthe early challenges to be overcome.“Everything had to be rationalised andaligned, as well as implemented, including3Dmodelling, different project elementsand review processes involving our client,”says Dasgupta. “As Petrofac is the leaderwithin the joint venture, everythingcomes through this office and we all haveto be governed by one commonproject procedure.”The unified approach was key, as Krishan

Malhotra, Engineering Director explains.“In such a complex project, using hightechnology andmultiple partners, extensiveinterface is required with all of the differentoffices. As we have been working across ninelocations including Sharjah we had to builda completely integrated platform for design.This was hosted in Delhi by Petrofac.Cataloguing and hosting had to haveconnectivity to each location, plus whenevera glitch occurred we had to coordinate ashutdown seamlessly and at the same timeacross all the locations.” There were alsoextensive interfaces to bemanaged with theother contractors working on the projectacross basic process design, detailedengineering, procurement engineering andfactory testing.At its peak the direct labour for the joint

venture was in the range of 12,500, excludingindirect support staff. “Numerous apartmentbuildings also had to be leased in Kuwait Cityby our subcontractors to meet the neededmanpower levels,” says Dasgupta. “There isalso a camp for supervisory people nearer tosite. We had to spread out the workforce indifferent places. This involvedmeticulousplanning for entry through the gates for those

Toolbox talks (left)maintainedcommunicationwithmembers ofthe largeworkforce

‘Integration, leadershipandcohesionareallprimecomponents inmakinga joint venturelike this successful’

Kuwait16PK.indd 38 03/11/2017 15:33


In order to get themto the site (above),some of the hugecomponents had tobe transported(left) on roads thathad to be closedand even speciallystrengthened

Kuwait16PK.indd 39 03/11/2017 09:27


commuting, also rigorous journeymanagement planning to ensure all transferscan take place safely. Other challenges tomanage have included the summer timeworking period which permits (and rightlyso) longer mid-day breaks; so we had nightshifts or early morning shifts, particularlyduring Ramadan.”Team-building was also paramount, with

a number of gatherings at sports halls, eachone its own feat of logistics. Prashant Bokil isPetrofac’s Project Director. “We introducedmany collaboration initiatives within theteams. The last one was a team-buildingexercise in May which included a safety quizamongst other activities. There was also aroulette wheel that, whenever it stopped ona particular activity, someone had to standup and talk about it.”The size of the project meant that many of

the construction components, some 1,400pieces of equipment, all different sizes andshapes, were enormous. “The heaviestpiece of equipment was 1,500metric tonnes,a hydro-cracker reactor that we had to bringfromShuaibaPort some 10 kilometres away,”saysBrownVijaykumar, LogisticsManager.“We encountered a lot of problems.The original plan was to take it through oursite, but there were toomany culverts tocross, so we had to find an alternative route.Easier than it sounds I have to say!“We established six or seven different

options, then we had to evaluate the bestone. After detailed studies, we found themost effective one was using the mainroad for around 5 kilometres but this wasagainst the traffic with the net result beingwe had to stop all the traffic. To minimisedisruption we carried out the move frommidnight until early morning, along with apolice escort.”Another consideration was the live

overhead power cables; so the power hadto be shut down as the crude column –74.34metres in length, 12.93 metres wide,12.86 metres high and weighing 900metrictonnes – went through. Just to complicatematters, our newly identified optimum routewent through amilitary facility. After eightmonths of negotiation, and ultimatelysatisfying their stringent requirements,we received approval to remove variousportions of the military’s fences and gates.“We also had to strengthen the roads,

especially the kerbs,” says Vijaykumar.“When you go through the brownfield areas,the process is a very protracted and abureaucratic task for obvious reasons.There are many different authorities to dealwith to secure approval and the requiredpermits, but wemanaged to get throughwithout any incident. The route we designedand developed was also followed by othercontractors working at the site, includingthose not working on our own project.”

Another logistical challenge wasovercome earlier this year when the

Petrofac logistics team successfullytransported a 13 metre high pressure vesselfrom a fabrication yard in Dubai to JebelAli port. This tricky operation involvedthe closure of Dubai’s main thoroughfare,the busy Sheikh Zayed Road.Because of the complexity of the

transportation, as well as the dynamicinfrastructure development happening in thearea for Expo 2020, our usual vendors hadrenounced the full scope. The Petrofac teammade a thorough study andmeticulouslyplanned the movement, mitigating theassociated risks to create something of amilestone in the history of Petrofac logistics.The equipment had an 18 kilometre trip to

make before it was further shipped to Kuwaitport and delivered to our KNPCMAB1 projectsite. Coming in at 21.645metres (length) x8.5 metres (width) x 13.108metres (height)the weight of the unit was over 185 tonnes.To ensure there wasminimal disruption,

the journey had to take place overnight.And alongside the heavy equipment, there

has been the fabrication and construction of2.6 million inch-diameter piping and 5,000kilometres of cables (both underground andabove ground), the equivalent distancebetween Kuwait City and Rome, Italy.Mohammed Farah, Construction Director

says: “This part is 75% completed.”

Moving forwardThere are still critical stages that will have tobe overcome as the partners work towardsthe final stages of construction andmoveinto pre-commissioning. Teamwork, riskassessment, quality and safety will all beparamount.“Working concurrently, soon wewill have

some construction activities runningalongside pre-commissioning. This isn’tuncommon but has obvious associatedrisks unless we closely follow all the safetyprocedures,” says Farah.“For the past two years we have won

safety awards, and wewish to maintain thissuccessful record in the months to come.As of mid-October, the joint venture hasexpended some 65.2 million hours in the fieldand 71.3 million hours overall. We have juststarted mobilising the pre-commissioningteam. I am biased of course, but this is one ofthe best projects that Petrofac has had, andwewill hopefully achieve our targets with anexcellent safety record and nomajor issues.“There are many challenges, but we work

hard to overcome them. That’s part of thefulfilment when you’re working onan EPC project.”Everybody involved agrees that the work

has been tough, but rewarding.“The experience we have gained from

doing core refinery units will definitely propelus further into the downstream area, so Ihope there will be several more projects thatwill emerge in the Middle East and elsewherewhere we can be successful,” says Dasgupta.

‘I ambiasedof course,but this is oneof thebestprojects thatPetrofachashad’

Kuwait16PK.indd 40 07/11/2017 09:10


Transporting andinstalling the giantcomponents(above) has beenchallenging,and requiredcollaboration (left)between the jointventure partners

Kuwait16PK.indd 41 03/11/2017 09:27


Othermetals 0.831%Carbon0.008%Manganese0.15%Silicon0.65%Sulphur 0.003%Phosphorus 0.02%

WELLCONNECTED

83KMSMMSPIPELINE

AdemandingprojectThe second phase of theIn Salah Gas developmentproject has involveddeveloping infrastructure onthree fields in Algeria, over anarea of some 2,000km2. Themain central processing facilityis able to produce around 17million cubic metres of gas perday, and the project involvesmore than 300 kilometres ofinterconnecting pipelines.Thegas itself hasahighCO2

content which, combined withwater, results in the formation ofhighly corrosive carbonic acid.Consequently, it was necessaryto create a pipeline that couldconvey its contents withoutcorroding. Supermartensiticstainless steel (SMMS) mightprovide the answer, but it hadits own problems, and had only

Material:preventingcorrosionMartensitic stainless steelwas invented in 1913 byHarry Brearley, a Sheffieldmetallurgist who laterbecame known as the Kingof Steel. During work toimprove rifle barrel steels,he discovered that underlaboratory conditions, steelconsisting of about 0.3%carbon and 13% chromium

remained free of rust.Its name derives from itscrystalline structure.Subsequent developments

have led to supermartensiticstainless steel, which hashigher tensile strength,and improved resistance tohydrogen cracking. Itscorrosion resistance andrelatively low price have

been used previously inrelatively short lengths offshoreand onshore.The pipeline had to be

located carefully, as it runsclose to the Ahaggar NationalPark (the biodiverse home ofthe Saharan Cheetah), andbeneath the peaks of theAhaggar Mountains, above.

Workers would have to operatein temperatures of more than60oC. The project has takenmore than three andahalf years,and deployed 350 welders,fitters, layers and helpers.But the result is a continuous83 kilometre pipe, the singlelongest SMMS pipeline inthe world.

A new pipeline in Algeria incorporates both advancedmaterials and innovative techniques

made it appealing to the oiland gas industries, particularlywhere the materials carriedthrough the pipe might corrodeit fromwithin. As advanceshave beenmade in itsweldability, so its usehas becomemore viable.The composition of the SMSSused in the Southern Fieldspipeline is shown right.

Iron78.019%

Nickel6.5%

Chromium12.15%

Molybdenum2.5%

Algeria10reviseHC.indd 42 07/11/2017 12:06

44 |Petrofacts June 2014

I_Always_Carry_04PK.indd 44 02/11/2017 17:36

Petrofacts June 2014 |45

When I was doingthe research formyMaster’s in1989, I was basedat a marineresearch centrein the Caribbean,and spent thebest part of ayear living with

my grandfather. One of mymore enduringmemories of him was his treasured Parker75 fountain pen; the other was his darkgreen FordMustang . He was a doctor,trained in the US, who had returned hometo Trinidad to finish his career supportingthe community he’d grown up in. He had aclinic in a poor neighbourhood in Port ofSpain, and his ‘fancy pen’ and car were thethings his patients would always commenton; I guess they were signs of a local boywho had been overseas. He would alwaysremindme that life was about puttingsomething back into the community andhelping those less fortunate than yourself.While inexpensive Biros were

becoming fashionable, he held on tohis Parker 75. Designed to commemorateParker’s 75th anniversary in 1964, it was

If you have an item that you take towork every day, which says somethingabout you and your work, let us knowat [email protected]

I ALWAYSCARRY…MYPARKERPENGregRoss, Head of SocialPerformance, still uses thepen thathe inherited from his grandfather.Photograph byChristophe Viseux

made from sterling silver with a gold nib.My grandfather bought his for aboutUS$30, which 50 years ago was a luxuryitem. He bought my father his, just beforeParker stoppedmaking them in the 90s;I believe they’re now collector’s items.Whenmy grandfather passed away 20

years ago, his prized pen was left to me;he knew just howmuch I loved it andwhat it meant to me. It’s survived theperils of five children’s curiosity, and hasbeen the one thing in my pocket throughmywork and travels across somanydifferent countries.After so many years, and though

it occasionally leaks, it still writesbeautifully and is an indelible part of me.Quite a few of my generation have them;one of my colleagues from Kerala said hisfountain pen also had sentimental value,reminding him of his school days, when,like me, he had to use pen and ink.This year my eldest son just finished

his Master’s, and to continue the familytradition I managed to find one for him.As a millennial growing up in a culturewhere somuch is instant and disposable,I hope his 75 reminds him of the timelessbeauty and permanence of things.

I_Always_Carry_05revise.indd 45 07/11/2017 09:14


Peo

ple

WORLDCLASS:OURTOPFLIGHTTEAMMATES

Cricket: KaranSandhuFor Karan Sandhu, an engineerin Sharjah’s SubcontractsDepartment, representing Indiaat cricket had been a dreamsince he first picked up acricket bat at the age of six.“Cricket has become part

of my personality,” he says.“I remember watching 90scricket stars and the adoringcrowds and thinking – ‘I wantto be one of them!’”This year, Karan’s dream

finally came true: he wasselected for India’s IndoorCricket World Cup squad.Born and brought up in the

UAE, Karan has been playingindoor cricket in Dubai for thepast 15 years. For the last fouryears, he has been playing inthe elite A-division alongsidethe UAE national team.Earlier in the year, the team’s

management lost Karan’sphone number, which meantthat he couldn’t attend the trialsfor the UAE team. But Karan’sinitial disappointment turned toexcitement when he got a callfrom one of the sponsors, whoasked him to trial for the Indianteam instead.A whirlwind ensued: the

following night, Karan flew outto India, where he was to spendtwo weeks at the Indian squadtrials, alongside 80 fellowhopefuls. It was only when hehad landed in India that theUAE team’s managementcalled to say that there had

‘You forge linkswithpeopleyouwouldn’totherwisemeet’

Karan Sandhu: “Cricket has givenme the confidence to adapt quickly and take the lead at work.”

been amistake, and that hehad in fact made the UAEteam’s trainee list – but by thenKaran had already begun theIndian trials.“The selection process was

extremely intense,” Karan says.“Most of the others had taken ayear’s sabbatical solely tosharpen their game for theselection process. We wereunder constant scrutiny, andit was very cut-throat andnerve-wracking.”Once he had returned to the

UAE, Karan got the call he’dbeen dreaming of: he’d beeninvited to play for India. “To sayI was thrilled doesn’t evenbegin to cover it,” he says. “Itwas like getting the Hogwartsletter – only 19 years late.”Although Karan was a

reserve, and did not play in theofficial games, he did get thechance to play in the practicegames, and was able to soakup the incredible atmosphereof the tournament. Severalcolleagues came along tosupport him and spectate fromthe stands.“Seeing world-class players

from across the globe wasamazing,” he says. “I learntmany techniques to improve

It’s not just Petrofac’sprojects that areworldclass. Jennie Saywelltalked to threeemployeeswho havebeen involved in sportat an international level,and play their partsboth in the office andin world tournaments

CHRISTOPHERWHITEOAK/T

HENATIO

NAL

People11PK.indd 46 03/11/2017 15:58

RISINGSTAR

GrandMasters European Cupin Glasgow, where 58 teamsfrom across the continent, in fivedifferent age group categories,competed for the Cup.“A total of 138 games were

played over nine days, acrossfour different venues, so it wasvery intense,” says Blair. “I wasalso lucky enough to havebeen appointed to umpire twoof the four finals.”Although umpiring can be

both mentally and physicallytiring, Blair says it’s all worth it.“For me, the beauty of these

tournaments is meetingplayers, officials andsupporters from somanydifferent countries, and forginglinks with people you wouldn’totherwise meet. A greatexample of this was a fellowumpire, Antonio Tolomei fromItaly, whom I met at the GrandMasters European Cup. He’s alovely man, someone younaturally click with. We umpiredthree matches together and itwas like we’d been workingtogether for years. I wouldnever havemet him otherwise.”Next year, Blair is umpiring at

the GrandMasters HockeyWorld Cup 2018 in Barcelona.“It’ll be a small affair – only

200 teams playing across12 days,” Blair jokes. “But I’mhoping it’ll be a bit sunnier thanGlasgow!”

Volleyball:WarrenPriceIT ManagerWarren Price iscurrently based in our Londonoffice, but grew up watchingpeople play volleyball on thebeaches of sunny South Africa.“I played for fun as a kid, but

when I reached high schoolI started getting more seriousand practising every day,”Warren says. He went on toplay first team volleyball,touring the country playingagainst other high schools.Warren’s coach saw that he

had talent, and promoted himto the men’s team at the tenderage of 16. Warren then workedhis way up through the ranks toplay for the provincial team, achampionship league team,and then, at the age of 18, theSouth African U21 team.“I felt on top of the world –

and a great sense ofachievement,” Warrenremembers. “There was suchtremendous team spirit, andwe felt that we could achieveanything.”Warren learnt many things

from being in the team, whichhe still carries with him today.“There are actually quite a

few similarities between beingsuccessful at volleyball, and inmy job,” Warren says. “Teamwork and communication areobviously vital, as well asrealising that everyone hastheir role to play. But by farthe most important isresponsiveness. Volleyball is avery fast game, and you needto be able to make decisionson the go and adjust yourgame on the fly to beatyour opponents. This is alsovery relevant in Petrofac’sfast-paced corporateenvironment.”Sadly, Warren broke his

finger a week before the 1997African Championship, sonever played internationally –although he did playdomestically to help preparefor theWorld Championships.Today, the scarcity of

volleyball leagues in Londonmeans that Warren only playssocially, but he has high hopesfor his children following in hisfootsteps.‘At the rate my son is

growing, he’s going to be justas tall as me – if not taller!’

–

res.

yspess

st

‘Youneed tobeable tomakedecisionsonthego’

Blair Thomson

Warren Price

my game from the coachesthere, too. But the best partwas seeing New Zealandcricket star Jesse Ryder play– and perform the hakaalongside his teammates.It was absolutely terrifying –both the dance and his game!”Karan’s cricket experience

has sharpened his game in theoffice as well as on the pitch.“The sense of direction I

have developed from playingcricket has given me theconfidence to adapt quickly,improvise and take the lead atwork,” Karan says.Unsurprisingly, Karan is in

high demand when it comesto Petrofac’s many cricketcompetitions. When Karanstarted at Petrofac as aGraduate Trainee, he joinedtheMechanical Team, andwent on to become Captain.“There have been a few

attempts to lure me away toother teams – once someoneeven suggested auctioning meoff for charity! But I remain loyalto myMechanical team…to thechagrin ofmy own department!”

Hockey: Blair ThomsonBlair Thomson, a CrisisManagement Project Managerfrom Aberdeen, has been ahockey umpire for more than20 years. He first cut his teethwith local hockey clubs, andnow officiates at internationalhockey matches, including atthe Commonwealth Gamesand the Olympics.“Hockey umpiring can be

glamorous one week, and grimthe next,” Blair says. “I’vewitnessed the full spectrum ofweather conditions, locationsand standards of game – fromdazzling to dismal.”Blair recently umpired at the

A Petrofac DeliveryCoordinator winsinaugural MBA award

Project Delivery CoordinatorDaniel Gear, who is based inour Aberdeen office, hasrecently been awarded theinaugural Energy IndustriesCouncil’s Rising Star MBA.Aswinner of the award,which

aims to develop future industryleaders, Daniel will receive afully funded scholarship toundertake the oil and gasmanagement MBA at RobertGordon University in Aberdeenon an executive part-time basis.Daniel beat seven other

finalists from companies suchasWorleyParsons and Lloyd’sRegister to win the award at aglittering ceremony in London.“It sounds clichéd, but I

genuinely didn’t expect to win,”Daniel says. “I was sitting at atable with the other Rising StarMBA finalists, all truly high-calibre individuals doingamazing things for theirrespective companies, so itwas a huge surprise whenmynamewas called out.”Daniel’s MBA course begins

in January, and he can’t wait toget started.And since being awarded the

Rising Star MBA, Daniel hasadded twomore industryawards to his collection.Daniel was named ‘National

Apprentice of the Year’ at theEngineering ConstructionIndustry Training andDevelopment Awards; and healso took home the overall‘Learner of the Year’ award.

People11PK.indd 47 03/11/2017 11:22

People


AROUNDTHEGROUP MYFAVOURITE

PLACEWhen Petrofac employeeswere asked to name their favourite place, some chosea location near to their home, while others chose somewhere far away – but eachhad a reasonwhy that placemeans somuch to them

SharjahShivaramShankanarayanaMadikeriMy favourite place is Madikeri,a beautiful hill station in Indiawhere I was born. Madikeri isthe place where, when I was ayoung boy, I met a four-year-oldgirl who was visiting our houseand decided I’d marry her oneday. And when we both grewup, we did just that!

WokingMinnie LuTsinghuaUniversity, BeijingMy favourite place is myuniversity – TsinghuaUniversity in Beijing. Everytime when I think of it, it putsa smile on my face. I especiallylove the autumn season. Ridinga bike through the tunnel ofgolden leaves is a happy andbeautiful feeling nothing couldever compare with!

SharjahSatish NairBora BoraSituated in the middle ofthe Pacific Ocean, Bora Borais one place that comes veryclose to J.B.Priestley’sOn Doing Nothing. This is myfavourite place – watching thesun go down, observing fishes inpristine waters, staring at themountains, or just idling on thebeach doing nothing.

WarringtonGhandiManningMany!My happy place isn’t one,but many: anywhereexplored by bike. I love thefreedom and feeling ofself-sufficiency, as I carryeverything I need onmy bikefor the weeks ahead. Thisphoto is of a remote island Icamped on for one night ona recent cycle tour ofScandinavia.

LondonInesMaroszekWaterMy favourite place is water –be it a lake, river, or the sea.The sound, smell and distinctcolours of the water and saltyair of the ocean evokes serenity.One feels at peace at the feelof the water as it immerses you.Looking out over the endlesswater to the horizon, you canlose yourself and feel that timeis slowing down. It washes awayall your worries.

AberdeenFionaGeorgeBurnO’VatBurn O’Vat is a mysteriouscave an hour outside Aberdeenthat was formed 14,000 yearsago. I love climbing over the rocksto enter and then suddenlyseeing the huge open space.It’s a local legend that Rob Roy,the famous Scottish outlaw,sought refuge there!

DelhiTushar JainTempleAsmy life goes on at its pace,there is a lot that I had to face.

Beyond worldly joy andsatisfaction, inner peaceis what I desire to embrace.

So, Temple is the placefromwhere I derive my faith,confidence and divine sensation,and is indeedmy ‘happy place’!

Kuala LumpurYasminMohdRamziKaabah,MeccaMy favourite place is Kaabah,Mecca. After morning prayer,I read the Quran facing theKaabah until sunrise. Birds arechirping. The wind blows softly.I feel the greatness of God.I brush awaymy ego and sayprayers for my loved ones.It is surreal and peaceful.It is the most beautiful placeon earth.

People11PK.indd 48 03/11/2017 11:25

PetrofactsNovember 201749

THEARTOFRELAXATION

LISTENINGTOPEOPLE

Sagar Kuwar is a DocumentController based in ourMumbai office, and he hashad a passion for art since hisschool days.“I love to paint and draw

because it is such a stressreliever for me. I paint in myapartment, in silence – it’s veryrelaxing,” Sagar says.Sagar paints a range of

genres, from still life to portraits– but the work he is most proudof is a painting he created forthe cover of theMumbainewsletter (right).“I will always cherish this

painting,” Sagar says.“I painted it for Diwali, the

festival of lights and colours,as this festival inspired me toshowcasemy talent.”Sagar feels that a truly great

piece of art requires a painterwith a powerful imagination

In August, we welcomed to thebusiness a newGroup Directorof HR, Des Thurlby. Des joinedfrom offshore deepwaterdrilling contractor Seadrill,where he was Senior VicePresident and Global Headof HR for the last four years.Before that, he spent morethan 25 years in a range of HRpositions in the automotiveindustry, working in England,Wales, Germany and China.“I always wanted to work in a

UK-listed international companythat is deeply committed to itspeople, so Petrofac ticked allthe boxes for me,” he says.“I couldn’t work for a companythat does not value its people.”Despite his recent start date,

Des has already thrown himselfinto the minutiae of Petrofac’s

and creativity, as well assuperb technical skills – andsays that the same applies tohis work, too.“I find that painting makes

memore creative andpositive in my approach,”he says.“Through painting, I find

myself more positive andenergetic at work the next day.”Deputy Manager (CMMS)

Mohankumar M is based in ourChennai office, and createsbeautiful traditional Tanjorepaintings in his spare time.Tanjore (left) is a South

Indian traditional painting style,with figuresplacedwithin arches,curtains anddecorativeborders.The canvas is glued over a

plank of teak wood; the artistdraws a detailed outline on thecanvas, and decorates thepiece with gemstones andgold leaf.Finally, the artist fills in the

outlines with watercolours.Mohankumar’s most recent

artwork is a Tanjore paintingof Lord Balaji and GoddessPadmavathi, which hemadefor his housewarmingceremony.

operations. He has alreadybeen on several trips toSharjah and Aberdeen, to ourAl Taweelah facility, and on anoffshoreBoard visit to theFPF1.This understanding of how thebusiness works is somethingDes feels is fundamental to aneffective HR department.“It’s essential for HR to be

deeply enmeshed in theoperational side of the business,”Des says. “HR professionalsshould not only understand theHRprocesses andapproaches,but also the business itself –and the people who work in it.”Des says that his primary

areas of focus will be talent andsuccession planning; trainingand development; enhancingHR’s systems; and embracingthe human side of HR.

“As a company, we dealwith lots of technology andcomplicated processes,”Des says, “but nothing is morecomplex than a human being.“HR needs to be advocates

of employees. A business won’tbe a success unless it haswell-trained, motivated,committed employees whoare treated fairly and feelthat they can speak up andbe heard.“I am confident that we have

a leadership team and a drivenand talented employee basethat can make this business aneven greater success,” he says.

“I have been very impressedby the many talented peopleI have met in the HR team, andI look forward to working withthem in the years ahead.”

‘Nothing ismorecomplex thanahumanbeing’

Two of our colleagues have found that painting in their spare time, in very different styles,is both creatively rewarding and an ideal counterbalance to their working days

Sagar Kuwar’s painting on thecover of theMumbai newsletter(above left), andMohankumarM’s painting in the traditionalTanjore style (above right)

Our newGroupDirector of HRwants employees to feel they can stand up and be heard

People11PK.indd 49 03/11/2017 11:22

People


A Project Director finds that helping children in his hometown brings its own rewards

John Pearson has joinedPetrofac in the new role ofChief Corporate DevelopmentOfficer and GroupManagingDirector, Western Hemisphere.Reporting to Group Chief

Executive, Ayman Asfari,John is assisting in furtherstrengthening key relationshipswith international andindependent oil companyclients globally, as well asleading the implementationand development of theGroup’s strategy.He is also managing the

growth of our reimbursablebusiness, Engineering and

Almost ten years ago, ProjectDirector Srikanth Nagarajdecided to sponsor fourunderprivileged Indian children– and this year he added fourmore children to his brood.Although Srikanth is

currently based in Sharjah, hemaintains close ties with hishometown of Mysore in India’sKarnataka state, and wanted tohelp the community’s childrenget a good education.“I’m from amodest

background,” Srikanth says.“Our family went through somedifficult times, but peoplealways helped us through.I wanted to do something togive back, and help needychildren get a good education,rather than having to work froman early age – to give them thechance to achieve great things.”One day in 2008, Srikanth

saw that a colleague had apicture of a child on his desk.He told Srikanth that he wassponsoring the child throughan organisation calledWorldVision, and this planted the ideain Srikanth’s mind. After much

research, he chose fourchildren of his own to sponsor:one girl and three boys.Srikanth deliberately chose

children who lived close toMysore so that he could visitthem on trips back home. Healso wanted them all to belongto the same community.“I wanted the other children

and parents in the communityto see them going to schooland doing well – so that theywould in turn be inspired tofocus on the benefits ofeducation. That way, therewould be a positive change forthe whole community, not justthese four children.”The children are preparing

to finish their studies and enterthe world of work; they hopeto work in engineering likeSrikanth. He visits the childrenat least once a year, and speaksto them on the phone severaltimes a year to offer advice andencouragement.Earlier this year, Srikanth

sponsored the education offour more children: eight-year-old Tibetan refugees from the

Production Services in theWestern Hemisphere throughleading geographic andservice line expansion, andexploring longer-termgrowth opportunities.John said “I am truly excited

to have joined Petrofac,whose agility and innovation inadapting to newmarketconditions I have alwaysadmired.”“There is more to be gained

now, by the energy supplyadapting rapidly to the newmarket realities we and ourclients face, than at any point inthe last 30 years.”

large Tibetan communitynear Mysore.“Helping people always

reminds me of who I was, andhow far I’ve come thanks to agood education and thekindness of strangers,” he says.“I’m thankful to be able to giveback a little now, and to anyoneout there who is consideringdoing the same: don’t thinktwice. The changes you willmake will last a lifetime, and willbe felt by generations to come.”

John has joined followinga 28-year career at AMECFoster Wheeler, during whichtime he held several positions,including as President, GlobalOil, Gas & Chemicals, andmulti-market roles running the

Americas region, and theNorthern Europe & CIS region.Group Chief Executive,

Ayman Asfari said “I amdelighted that John has joinedus in this new role that has beencreated to give dedicatedleadership commitment tothe continued evolution ofour offering.“John’s fresh perspective,

proven leadership pedigree andexperience of the European andAmericas markets will help uscapitalise on the excitingopportunities we see for organicgrowth in complementary areasand adjacent markets.”

ANEWLEADINGROLE

GIVINGISREWARDING

John Pearsonwill be strengthening and developing theGroup in a new role at Petrofac

‘Helpingpeopleremindsmeofwho Iwasandhowfar I’vecome’

People11PK.indd 50 03/11/2017 14:52

PetrofactsNovember 2017 51

Apple Music and Shazamhavemade it all accessible witha click.

Howwould you answerthe question: “Petrofac?What do they do?”Weare an oilfield servicescompany that designs, buildsand operates oil and gasfacilities.We also train andsupport workforce developmentin these areas and significantlycontribute to In-Country Valuewherever we operate.

Is it better to start workearly, or work on late?Early start; but in Petrofac thatalso means a late finish!

Where do you get yourbest ideas?Usually they come to me early inthe morning, in the shower.

What do youmost admirein a person?Honesty and clarity of thought.

What’s your idea ofhappiness?

It is a state of mind.

What’s your idea ofmisery?Also a state of mind.

Which bookwould yourecommend to someone ifthey only had time to readone book?When Breath Becomes Air byPaul Kalanithi. Although it is amemoir of a dying man, itteaches a lot about living.

What did youwant to be‘when you grewup’?A pilot of fighter jets!

If youcouldgoback in time,what advicewould you giveto your younger self?Enjoy the present as much asplan for the future. And takecare of your body; it is there tolast you for a long time.

If you could invite any fivepeople to your dinner party,whowould you choose?Roger Federer, for his mentaltoughness and ability tocompete beyond his ageingbody; Barack Obama, foran insight into the job of themost powerful man in the world;Warren Buffet, for his businessacumen; Jerry Seinfeld, as anydinner party needs someonewith a good sense of humour;andMaroun Semaan, as I didnot get the chance to saygoodbye properly.

KARIMOSSEIRANEvery issue, Petrofactsasks an employee toprovide an insight into theirworld. This issue, meetKarimOsseiran, GlobalHead of Petrofac TrainingServices, based in Sharjah

MYWORLD

‘Enjoy thepresentasmuchasplanfor the future.And takecareofyourbody; it isthere to last youfor a long time ’

You arrive at a party; howdo you describewhat youdo to a stranger?I work in a business thatprovides training to the oil andgas industry by designing andbuilding world class trainingfaciities and offering a widerange of solutions for workforcedevelopment.

What threewordswould you use to describeyourwork?Strategic, detail-oriented anddynamic .

What do you lovemostabout your job?The diversity; operating at astrategic level but also with theattention to detail required forbusiness acquisition and projectexecution.

What are the biggestchallenges in yourwork?Its wide geographic spread,and themajor volatility linked tooil prices.

Whatwas your firstever job?Manual concrete mixing duringschool summer holidays.

Which app or newtechnology has changedyour life, andwhy?I enjoy a wide range of musicgenres and used to spend a lotof time collecting records, tapesand CDs. Nowmusic apps like

People11PK.indd 51 03/11/2017 11:22

Wehavelift-off‘Preparing fordecommissioningisn’t businessasusual’

I alwayscarry…‘MyParker 75 stillwrites beautifully,and is an indeliblepart ofme’

Constructivethinking‘Transporting andinstalling giantcomponents hasbeen challenging’

backcover_02.indd 52 07/11/2017 09:20

Documents

Petrofacts...Petrofacts Cover.02.indd 1 15/11/2017 12:05 2|PetrofactsNovember2017 ChristopheViseux Photographer Christopheisbased inDubai.Hiswork hasbeeninthe NewYorkTimes 4 Ourrecordofthecompany’snews