TM Issue Jan - Jun 4 2021
CONTENTS
Intro Message from Chief Executive Of cer 04 Message from General Manager Of cer 06 Part 1 Health, Safety & Environment 08 Black Cat has witnessed many signi cant achievements and positive HSE performances in recent months. Part 2 QA/QC 12 Black Cat is 100% committed to providing quality services for our clients and will continue to achieve a high standard of quality in everything we do. Part 3 Engineering 16 Customer Satisfaction, Sustainability, and Proven value is the long-term goal at Black Cat. We all should be customer success managers. Part 4 Corporate Social Responsibility 20 Black Cat has laid the framework and started implementing a robust Corporate Social Responsibility program aiming at adopting socially responsible business practices with its stakeholders. Part 5 Project Updates 28 In our more than 40 years of business, Black Cat has established itself as a leader, executing more than 750+ projects successfully. Discover some of them here. Part 6 PMV & Stores 36 Black Cat will be constructing a fully functional garage for all repairs and services to be carried out in-house eliminating our reliance on 3rd party garages. Part 7 Joint Ventures 38 What we do share, is our approach to taking on tough business challenges and our commitment to delivering extraordinary results. Part 8 Workshop 48 50 Our workshop is in the process of setting up a new blasting and 54 painting facility for a complete fabrication cycle and more. Part 9 People & Welfare Black Cat is committed to making a place for everyone to unlock potential and succeed whether on our work-sites or in our of ces. Part 10 Acknowledgements
2021 marks our 40th year of continuous We have achieved projects’ gross operation in Qatar, and the second year of pro tability, our way of doing business has the COVID-19 pandemic; in the past sixteen become more agile, and the siloing that months Black Cat has demonstrated a high plagued our organization is a thing of the degree of resiliency as we have adjusted to past. Due to the contingent situation, we the new way of doing business dictated by have been forced to puts some of the the global health crisis. I am very pleased by improvement initiatives on the back burner, the way the whole organization has however, this is just a temporary set-back, responded to the crisis and continue to as the COVID-19 crisis slowly will come to deliver on our mission despite the an end we will look at bringing some of them challenges imposed at local and out of the drawer. international level. I am also proud of Black Cat becoming over Reaching forty years of continuing operation the past three years a company that is at the has been no small feat in a market that over forefront of social responsibility practices in the same period, has seen many companies the Qatar market; Black Cat walks the talk birth and demise; however, this milestone every day in ensuring that our core brings along major challenges if we ought to stakeholders are engaged and dealt with in a be able to effectively project into socially responsible manner; our the future. environmental and safety records also bear testimony to our commitment to the best ESG and HS practices.
Paolo Borchetta Chief Executive Of cer I’m very pleased by the way the whole organization has responded to the crisis and continue to deliver on our mission despite the challenges imposed at local and international level. Market space, and customers’ portfolio improvements remain two of major challenges going forward. Things have changed in the past four decades, many of the visions that drove our market expansion have become realities, and we are now at a juncture that requires looking at the future with a different perspective; answering the two fundamental questions: where we are going to play, and how we are going to play in the coming years has become the imperative going forward. Market and sectors diversi cation with the associated expansion of our customers’ base and looking at revisiting our business model to ensure that we can achieve a reasonable value capturing, are the overwhelming priorities. Black Cat is better positioned than many of the local companies to tackle these challenges by virtue of the many colleagues that have extensive international experience; we will need to capitalize on these intangibles, and on maintaining delivery excellence if we plan to succeed. In celebrating our 40th Anniversary, I wish to extend my thanks and deep appreciation to all Black Cat’ colleagues for their commitment and dedication throughout the COVID-19 crisis, and beyond; each individual contribution is a true testament to the ‘tough minded optimism’ culture that de nes our organization, well done!
To-date almost all employee of Black Cat able to carry out our work remotely as well have received the COVID-19 vaccine, so on as in person with safety protocols in place. behalf of BC management I thank you all for Here we are, a year later, and we are still keeping your coworkers safe and healthy. executing of projects while adhering to The management of BC care about your public health measures. A new normal is health and wellbeing; you are our front liners developing and we are working very hard to and we want to remove any risk to you of ensure we provide a quality service to our being exposed to COVID-19. We welcome clients as well as ensuring for the safety and any questions you may have. By getting wellbeing of our employees. vaccinated, you can serve as a role model in our community and can positively in uence One of the great things about belonging to vaccination decisions of coworkers who BC is that you have a say in how things are. may be skeptical. You can do this by joining our monthly workers committee meeting sharing is I recall the uncertainty we were facing a year welcomed. These meetings are attended by ago not knowing what to expect after the our CSI & HR managers as well as myself. pandemic was declared by the World Health We take your opinions serious. We are Organization and by the government of always pleased with the slate of candidates Qatar. But, true to form, the staff of BC rose who are willing to put their name forward to the occasion. Within 48 hours of the rst for a chance to serve on our Lockdown, we were back up and running, employee committees.
John Hickey General Manager Be a lifelong learner, be resilient, be open to change, express your opinions... and keep a positive attitude! Getting through 2020 was dif cult due in part to the closure of many global manufacturing facilities that affecting our projects schedules. Lockdowns and visa restrictions caused a lot of pain when trying to engage vendors for commissioning activities and of course mobilizing new and remobilizing existing employees was a major cause of concern. However, with the support of our clients we managed to work through the turmoil of Covid and come out the other side stronger and more determined to succeed. Finally, I would like to express my deepest appreciation to all of you for staying rm to the principles of BC. I hear from many of you throughout the year and your comments are always appreciated. Please stay safe and God Bless.
HEALTH SAFETY & ENVIRONMENT PART 1 08
We have witnessed many One of the successes is that we were able to achieve our signi cant achievements and 2020 HSE objectives and it was only possible with an active positive HSE performances participation and commitment from each one of you. in last one year. Attaining ISO 45001:2018 certi cation is another remarkable achievement for us, where we successfully completed 3rd party audit without any NCR’s. I would also like to highlight senior management and CSR participation during site HSE walkthrough’s and HSE committee meetings which shows their commitment towards HSE. Also, we have implemented several initiatives for waste management and energy conservation focusing to achieve the principles of UNGC. 09
HSE RESULTS GOOD HSE Staff Survey PERFORMANCE 95% Compared to last 5 years, we have good HSE performance in 2020 and 2021. As of I have the knowledge and May 2021, we completed 7.8-million-man skills to do my job safety. hours without a Lost Time Injury and more than 200 days without a 94% recordable injury. I am encouraged to As we all know that COVID-19 pandemic speak up if I feel has given a serious threat to people, something is unsafe. business and economies all over the world since 2020 which is challenging for 88% everyone. Black Cat Engineering has also been through some hard time due to the This organization is adverse effects of COVID-19 pandemic. At making effective the end, we overcome the challenges, improvements to its survived, and now moving forward towards systems while keeping our Goal “Zero Harm”. Let us move staff safe. forward, giving more focus on identifying and managing risk at workplace ensuring no one is injured, no environmental impact and at the end of the day, we all go home safely. Please ensure that you take responsibility for your part in the big picture enabling continued growth and continued positive performance where “Zero Harm” is a reality. 10
HIGHLIGHTS Obtained ISO 45001:2018 certi cation. BCEC has completed 8.5 million manhours without LTI BCEC has completed 300 plus days without any recordable injuries Health Check-up campaign conducted at head of ce. Celebrated 2 million manhours without LTI @ QSGTL QPH projects. Received appreciation certi cate from QP for completing 3 million man-hours without LTI for CNG project. Celebrated 500 injury free days @ RLIC workshop on 5th March 2021. Successfully completed BV surveillance audit 2. Celebrated 4 million manhours without LTI @ QSGTL EPCM Portfolio Project. Celebrated 1 million manhours without LTI at Dukhan Flowline project 11
QA/QC PART 2 12
We go beyond the basics and ISO 9001:2015 are not content with simply meeting minimum project’s quality requirements. Black Cat uses its quality management system across all of its sites to ISO 9001:2015 standards. This certi es that we have an independently-veri ed quality system in place across all our projects, from execution till handover. Black Cat is certi ed to ISO 9001:2015 – the highest internationally recognized standard in quality management. We don’t only satisfy quality system requirements to deliver the best possible service to our clients - we continually strive to exceed them. 13
To meet the requirements of ISO 9001:2015, all our people understand that we expect them to: #1 Maintain a quality management system to international standards. #2 Ensure that our clients receive the highest quality services on time and at a competitive price. #3 Integrate our suppliers and sub-contractors into our business processes. #4 Maintain continuous quality improvement culture. 14
HIGHLIGHTS ZERO Internal /External NCR’s. ZERO RFI Rejection. ZERO RFI Cancellation. ZERO RFI With Comments. ZERO Weld repair rate. 100% target on achieving Quality Culture. Timely execution of QA audits with ensuring in time closure of quality issues. Implementation of Quality Poster on-site and discussed in Tool Box. Quality Initiative to conduct Quality Site Visit by Lead QAQC at least 2 times a week for all Projects. Weekly Quality Walkthrough. Weekly Quality Tool Box Talk. Mandatory Quality Awareness training implemented for all new joins. 15
ENGINEERING PART 3 16
Bassem Salman General Manager BCCES Customer Satisfaction, Sustainability, and Proven value is the long-term goal Black Cat. Taking our CEO’s Lead, to increase sustainable and proven value for both our Customers and Black Cat, we all have to be able to prove our worth in both directions. We all should be customer Success Managers. I want Black Cat to grow and adapt to exceed the needs of our customers, I need you all to listen, learn, and empathize with our customers. This I believe, will be the key to receiving useful feedback, identifying improvements to the services we offer, and understanding the gap between our vision and the needs of our clients. Recently, we have started roundtable discussions with Qatar Petroleum on the development of an “Assessment Protocol”, This process will continue and its outcome will. I hope make us more ef cient and productive engineering company. 17
Our client's range includes local Qatari operating companies. Gasal (Air Liquid) Oryx GTL Limited QAFCO QAPCO Qatar Aluminum Limited Qatar Chemicals Company Qatar Petroleum Qatar Power Company Qatar Shell GTL Limited Qatargas Ras Gas Company Limited Sorted alphabetically OIL/NGL GAS Oil Production Wellhead facilities Flare Gas Recovery Oil Flowlines Vapor Recovery Degassing Stations Compression Stations Cross Country Pipelines AGRU / SRU 3 Phase separation Gas Dehydration NGL Plants Gas re-injection Test Separators Chemical, Inhibitor Injection Skids 18
BCCES’s capabilities include expertise in the Oil & Gas facilities, for upstream, midstream and downstream. BCCES has extensive experience in Green Field and Brown eld-based engineering. The health and safety of our employees are our rst priority. Brown eld expansions include automation upgrades, and other complicated and complex facilities upgrades. WATER/UTILITIES Produced Water Treatment Waste Water Treatment N2 Plants Power water Injection Instrument air 33Kv / 6.6kV / LV Substations Industrial Workshops Water / Utilities 19
CORPORATE SOCIAL RESPONSIBILITY PART 4 20
Boussaina Kalo Borchetta THE GLOBAL GOALS ARE IN Sr. Social Responsibility Of cer BUSINESS Black Cat has laid the In the face of multiple systemic, framework and started interconnected crises, the solutions implementing a robust require ALL OF US to play our part. Corporate Social Responsibility program The Global Goals simply cannot be aiming at adopting achieved without businesses. Through socially responsible their core operations, nancial business practices with commitments, employee networks, its stakeholders. consumer-facing platforms and high-level in uence, companies have a crucial role to play in accelerating progress towards the Goals. Every business and every employee can make a vital contribution to creating a more peaceful, equitable and prosperous future. 21
Imagine a world where there is NO POVERTY We have GOOD HEALTH AND WELL BEING. QUALITY everywhere. There is CLEAN WATER AND SANIT AFFORDABLE AND CLEAN ENERGY has helped to the Sustainable Development Goals logo Our prosperity is fueled by investments inLMXISVPMKLXKVI]FEGOKVSYRH7IIGSPSYV and that has helped us to REDUCE INEQUALIT We live in SUSTAINABLE CITIES AND COMMUNITIE PRODUCtION is healing our planet. CLIMATE AC planet and we have ourishing LIFE BELOW We enjoy PEACE AND JUSTICE through STRONG PARTNERSHIPS FOR THE GOALS. 22
Y and ZERO HUNGER. Y EDUCATION, and full GENDER EQUALITY TATION for everyone. o create DECENT WORK AND ECONOMIC GROWTH. LIGHT GREY n INDUSTRT,PMS:CoolGray1C INNOVATION AND INFRASTRUCTURE R 241 G 241 B 241 C4M3Y3K0 TIES. ES and RESPONSIBLE CONSUMPTION AND CTION has capped the warming of the WATER and abundant, diverse LIFE ON LAND. G INSTITUTIONS and have built long term 23
Meet MOVE, our CSR department icon. Name Inspired by Dove. We have to MOVE forwards to becoming a leading socially responsible player by achieving our objectives. 24
FIVE OBJECTIVES Our CSR priorities at Black Cat closely align with the company’s business objectives. In Black Cat the CSR department has laid the framework and started implementing a robust Corporate Social Responsibility program aiming at adopting socially responsible business practices targeted to the entire spectrum of its stakeholders. The CSR department are committed to ensure the following objectives. #1 Conduct business responsibly by contributing to the economic health and sustainable development of the communities in which we operate. #2 Provide a fair return to our shareholders while ful lling the above principles. #3 Be accountable to our stakeholders through dialogue and transparency regarding the economic, social, and environmental impacts of our business activities. #4 Minimize the negative impacts our activities can have on the environment and its resources, while striving to provide our customers with products and services that take sustainable consumption into account. #5 Provide to our employees a healthy and safe working conditions, ensure fair compensation, good communication, as well as equal opportunity for employment and development. 25
Black Cat’s commitment to UNGC We signed the letter of commitment for the SDG 2030 VISION, and we are the official participant of the United Nations Global Compact. #1 Support and intent to implement each of the four issue areas of the Ten Principles of the United Nations Global Compact (UNGC), namely: Human Rights, Labour, The Environment and Anti-Corruption. #2 Making the UN Global Compact and its principals’ part of the strategy, culture and day-to-day operations of our company, and to engage in collaborative projects which advance the border development of the United Nations, particularly in Sustainable Development Goals. #3 Demonstrate ethical leadership and good governance through value-based strategies, polices, operations and relationships when engaging with stakeholders and the general public. #4 Submitted Communication of Progress (COP) that describes our company’s efforts to successfully implement the Ten principles. 26
Black Cat recently registered its Dukhan Production Facilities Upgrade Project via United Nations Water Hub contributing to the SDG Goal 6, target 6.5 INTEGRATED WATER RESSOURCES MANAGEMENT, 12.4 Sustainable production. Attending various conferences to create and increase the level of awareness of these issues at all levels within the company. Launched the Pulse E-learning Platform which is the rst step toward applying the SDGs to our most important stakeholders, our employees; The PULSE platform allows all of us to expand our professional knowledge horizons, at our own pace, without limitations, by having access to a structured source of knowledge and the possibility of engaging fellow employees, management included, in the sharing of our learning experience or if needed, for some mentoring. Started an internship program for engineering, and other business-related disciplines’ students for both Qatari and non-Qatari students with a focused and challenging 8 weeks work placement where they will be able to utilize the skills and knowledge developed at university in an actual workplace environment. Interns are going through different departments in order to provide them with a wide-angle view of how their speci c discipline, interrelate with other company’s domains. CSR Department conducts regular site visits along with HSE & QC departments to ensure the workers wellbeing, health and safe working conditions. 27
PROJECT UPDATES PART 5 32
01 CNG Stations in RLIC & MIC Black Cat has been awarded the EPIC of CNG Project Station at RLIC and MIC vide CONTRACT NO. GC18104500. The Project comprises of constructing two Stations at RLIC and MIC. BCEC has gone through many challenges during this project journey and very soon will reach the completion of this important project. This Project is also considered of high importance to QP since it symbolizes the beginning of green energy in the transportation section. Blackcat has achieved an important milestone on 01st April 2021, wherein CNG buses were lled with CNG gas at CNG station- RLIC. This important milestone is possible with great support from QP-PNP, QP-PTE, QP-RLIC, and Woqod support. The performance test of the CNG Station at RLIC is successfully completed by lling 30 CNG buses in around 1 hour. 33
02 Dukhan Production Facilities Upgrade (Dpfu) Phase 1 A-Package 1 Oil and gas production from Dukhan elds is in a declining trend. In order to sustain oil and gas production from Dukhan elds, a study (Dukhan Field Integrated Study – DFIS) was initiated by QP Earlier. QP decided to implement Enhanced Water Flood (EWF) enhanced Oil recovery techniques. As a part of the EWF scheme implementation of drilling of additional production and injection wells in the Dukhan area. Further, the Dukhan Production Facilities Upgrade (DPFU) study (carried out by Mott McDonald (MM), Abu Dhabi) has identi ed that it is required to upgrade the existing surface production facilities IN Dukhan. This study covers the forecasted production pro le from the year 2019 to 2049. The facilities /modi cations recommended by the DPFU study for various systems and facilities span across the years 2019 to 2032. Therefore, it is envisaged that the implementation of study recommendations shall be carried out in three phases. Black Cat is currently executing EPIC for Dukhan Production Facilities Upgrade Phase 1A-Package 1. The project scope is to carry out the installation of Produced water primary treatment systems (de-oiling hydro cyclones), Produced water secondary treatment systems, Hot Oil Dump Coolers, New Flash K.O Drum, and associated pumps and facilities at each of seven degassing stations. They will be carried out in the contract period of 2019-2023. 34
40% To date, BCEC has completed 40% progress as per schedule and the project is now getting peak with diversi ed, Completed with multiskilled, trained human resources and modern equipment. progress as per Following HSE achievements recorded as of now. planned schedule. Phase 1A 500 safe man-days left. 500,000 manhours without recordable incidents. Modi cations recommended 500,000 km safe manhours. between years 2019-2022 Safe completion of 300 trial pits. Safe completion of 30 borehole drilling. Phase 1B Safe completion of 7-meter-deep excavations for Flash KOD foundation and settling tanks at Fahahil Sector. Modi cations 299000 m2 UG scanning completed. recommended between years 2023 and 2027 Phase 1C Modi cations recommended beyond 2028 35
03 Multi-Disciplinary Construction Call-off Contract. Shell/Worley The last two years have been a very hectic Post Oxygen Import project, the Shell team and productive time up at Shell supporting also carried out and completed the BIO3 & the partnership between Qatar Shell and BSTD projects, which incorporated BCEC Gasal on the Oxygen Import Project, whose workshop and specialist vendor support aim is to supply Pearl GTL with oxygen resulting in a safe handover to operations which will increase ef ciency. This project ending on May 21. was completed, and in April/May, QSGTL received the rst import of oxygen from In November 2020, BCEC was awarded the Gasal, an outstanding achievement from all 4+1 year Multi-Disciplinary Construction parties and Stakeholders involved. Call-off Contract for Qatar Shell GTL (QSGTL) Portfolio projects. However, it was All the BCEC team should be and are very a nervous few months waiting to nd out proud of the work produced on-site and in which company would win this prestigious our workshop to such a high standard and contract to cap a very successful year; it quality that our Shell stakeholders have was awarded to BCEC to highly expressed and appreciative. the team's joy on site. 36
4M Multi-Discipline Construction works for all onshore projects within QSGTL and outside QSGTL, including LTI free exposure hours Front end involvement in optimizing construction scopes, Supply of bulk procurement items and all 1000 Fabrication & Construction activities, Third-party services for specialized services, Commissioning, Days of Recordable start-up, and operation support, Potential support to injury-free work TA work and other activities. As a part of Call off-contract, BCEC has successfully delivered nine projects, and several extended feed works in the rst half of 2021. BCEC received a Certi cate of appreciation from Qatar Shell – Worley for our outstanding performance and contribution towards completing 4 million LTI free exposure hours and 1000 days of Recordable injury-free work of execution in Qatar Shell Portfolio projects. As we advance, we will continue working with Qatar Shell and Worley on portfolio projects and are looking forward to supporting the 2021 MTA working together with Qatar Shell and other contractor partners. 37
04 EPIC for route survey, design, construction, installation & Hook-up of well flowlines in Dukhan FLOWLINES project scope is to carry out the detailed design and engineering, procurement, installation, construction, pre-commissioning, commissioning, performance testing, and start-up of the new wellheads in Dukhan Field. There are 4 types of new wells that will be constructed: Oil producers, PWI injectors, UER Source wells, and UER Circulation wells. The objective of this Contract is to hook up new wells including Gaslift owlines to the nearest manifolds and production stations to meet QP production targets. They will be carried out within the contract period of 2019 to 2022. To date, BCEC has completed a total of 13km of owlines and 3 wellheads which consist of: DK-948 (Oil + Gaslift + IA), DK-959 (Oil + Gaslift + IA), DK-586 (Gaslift), DK-974 (PWI), with some minor close out activities to be performed. BCEC is currently hooking up the DK-1000 – oil well (9km of owlines including Gaslift and instrument airline) which is scheduled to be handed over for Milestone-1 on 5 Jun 2021. DK-1001 will be handed over by QP for hook-up end of May 2021 and is scheduled to be completed (Milestone-1) by end of Jun 2021. Up to the end of this contract, BCEC is forecasted to complete 30 wells and approximately 120km of owlines. The challenges in this project as any other project are to meet each milestone for each well hook-up and to operate them within the budget. Due to COVID impact and government restrictions, the schedule and the budget become very tight to deliver and achieve. 38
In our more than 40 years of business, Black Cat has established itself as a leader, executing more than 750+ projects successfully. 39
PMV & STORES PART 6 40
90% We are currently in the process of relocating our PMV Department from our RLIC Workshop area to our of the Labour Costs will Warehouse Yard in Salwa Industrial Area. As part of be eliminated the relocation, we will be constructing a fully functional upon relocation. garage which will allow all repairs and services to be carried out in-house eliminating our reliance on 3rd Party Garages. This will provide the following bene ts: It gives BCEC full control of the repair and servicing of our eet resulting in quicker turnaround and increased equipment uptime on site. Eliminate 90% of the Labour Costs we are currently paying to 3rd Party Garages for repairs. Improved geographical location to allow quicker response to all project locations and reducing travel time and costs for delivery/collection. Stores Department We are currently carrying out a full review of the Stores Department function within the organization and evaluating the service provided to be more in line with our projects’ requirements. We aim to improve the utilization of the current inventory, reduce obsolete items and focus more on what is actually required by our projects. 41
JOINT VENTURES PART 7 42
Saravanan Swaminathan General Manager Doosan – Black Cat Doosan looks beyond its 125-year history to embark on the next chapter of growth as a global company. With the onset of 2021, Doosan Babcock – Black Cat moved into their new of ces in Level 3, Tornado Tower in West Bay. This is a true culmination of the re-establishment of the entity in Qatar since 2017. This I believe, will be the key to receiving useful feedback, identifying improvements to the services we offer, and understanding the gap between our vision and the needs of our clients. Recently, we have started roundtable discussions with Qatar Petroleum on the development of an “Assessment Protocol”, This process will continue and its outcome will. I hope make us more ef cient and productive engineering company. 43
BUILDING YOUR TOMORROW TODAY. In Mar’ 2021, Doosan Babcock – Black Cat completed 2 million manhours without a Lost-time-incidents since it resumed operations in 2018 after the change in the local shareholder to Black Cat Engineering and Construction W.L.L. This is a signi cant milestone for the entity, especially due to the critical nature of projects that have been delivered in the agship Oil & Gas facilities in Ras Laffan speci cally in constrained spaces, heat stress conditions by ensuring that the mitigations that were put in place are adhered to. The strong Health & Safety culture in the Qatar organization was further validated when the Doosan Babcock group included the Joint Venture’s initiatives, achievements, and delivery methods as part of its submission as evidence for the 2020 nomination for The Royal Society for the Prevention of Accidents’ “Sword of Honour. 44
2M RECENT PROJECTS DELIVERED & SECURED manhours without LTI since resuming As part of an emergency response team, operations in 2018. Doosan Babcock – Black Cat WLL was engaged by one of the major operating 3100 companies in Qatar to perform an intervention on the slug catcher in order to support the Personnel have been commissioning of the plant. It would have been pre-screened for peak impossible to commence operations without manpower in 2021. performing these repairs. The added complication was the restricted access and challenging working conditions with risk mitigation in place. DBWLL completed this work scope successfully ahead of schedule to the complete satisfaction of the client by maintaining high HSE and Quality standards with compliments. Doosan Babcock - Black Cat is nalizing various contracts in Ras Laffan and Dukhan Industrial cities on key Oil & Gas assets to deliver large Turnaround, Maintenance, and Brown eld projects. It is expected that the peak manpower in 2021 will be ~3100 personnel who have been pre-screened from its database of personnel who have delivered similar projects in the region in the last ve years. 45
Strong Finish for 2020 &Strong Start for 2021 QSGTL CONTRACT - REVIEW 2021 Our team at WBC are our biggest asset and without them we would not be where we are today. Through the rst half of 2021 we have managed to achieve 383K manhours without any safety incident which accumulates across the contract where over 6.5 Million manhours have been worked since start of contract back in 2014 which is fantastic achievement in any maintenance environment. With the strong support of Wood, we focused on a “Strong Finish” for 2020 and a “Strong Start” for 2021 which was a very successful program focusing on key themes including dropped object, working at height, energy isolations and driving. A signi cant achievement for the health and safety of our people, which continues and always will be our number one priority is WBC has now completed over 6 and half years (over 5.5m manhours) LTI free performing the Mechanical Maintenance at QSGTL in Ras Laffan. Couple this with the fact the vast majority of our team having been with us since the inception of the contract. From a senior leadership perspective Jason Shorten has been the contract manager on site for the past 2 and half years and has been with the contract for the full 7 and half years from our mobilization in January 2014. 46
2M 383K Jason and his Leadership team have continued to develop the entire WBC team and forge strong Manhours without any relationships across the QSGTL site, continuing as safety incident which a critical and trusted partner for continuous accumulates across the improvement with Shell across the QSGTL facility. contract where over. Working on such a large and complex facility, means there is always a continued healthy 6.5M commitment between WBC and Qatar Shell to reduce HSSE exposure hours and while increasing manhours have been productivity across our Norms catalogue. worked since start of contract back in 2014. Throughout 2020 and into 2021 COVID-19 dramatically changed the way we had been +5.5M carrying out maintenance and with the support of both JV partners contingency plans, segregation manhours LTI free performing plans, and alternative shift rotations were the Mechanical Maintenance implemented in line with client expectations. The at QSGTL in Ras Laffan. whole of the WBC team adapted to the change with professionalism to move to the new working pattern while adopting social distancing and precautions implemented, whilst ensuring our commitment to safety rst was paramount in these changes. The new way of working is still today implemented right across the site and it is through the dedication of the WBC workforce that we are still the leaders in the implementation. 47
WBC has been working constantly with QSGTL to roll out and improve the footprint of NORMS for Planned maintenance, minor equipment turnarounds and campaign work activities with many of the activities being reviewed and a “LOCAL NORM” procedure being implemented to make the implementation more realistic and in line with site conditions. This really shifts the paradigm and thinking about processes and blockages, people and job planning, job preparation, work methods and tools, as well as multiskilling to undertake the work both productively and safely. Additional to this Wood have through the end of 2020 and into 2021 engaged with the Shell CMMS team and have been identifying areas in the maintenance arena where signi cant cost savings can be made by adopting a different approach, reviewing the life cycles of the plant and changing the maintenance approach. This has been conducted by our colleagues back in the UK and has demonstrated the partnering between the organizations to get the best value from the assets. 48
Future ready, now Quality assurance continues to be a major focus for the WBC team, given the type of equipment and materials involved in mechanical maintenance on such large, complicated, and strategically important plant within QSGTL, and therefore the potential impact on Safety, Process Safety and Production. To bolster the excellent quality performance over the last seven and half years the team in Qatar, supported by the WOOD regional assurance team have just reviewed, identi ed and implemented new working assurance business procedures to align with the ndings from the ISO 9001 audit and alignment with the recent name change. The senior management of WBC and the contract leadership team would like to take this opportunity to express our deepest appreciation of our team at QSGTL and recognise your resilience, adaptation to change we have endured so far up until 2021 and most critically your continued and relentless focus on keeping each other safe. Safety of people and plant is priority 1, and under no circumstances are we to place schedule ahead of executing and delivering work with the utmost care, planning and preparation to ensure all our team goes home safely each day. 49
WORKSHOP PART 8 50
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