CCEL Focus - Issue No.6

New Contract AwardADMA - Nasr Full Field Development Project

2nd QUARTER 2015 ISSUE NO. 6

CONTENTS

Message from the Managing Director 4

Message from the Deputy Managing Director 5

News 6

Business Development Focus 7

Engineering Focus 8

Construction Focus 12

Project Focus 14

Human Resources Focus 18

Procurement Focus 27

HSE Focus 28

QA/QC Focus 34

Training Events 39

Company Events 44

New Faces 56

Births 57

I was appointed as Managing Director on the 1st ofJuly 2015, just prior to CCEL receiving its longawaited and largest project award, the ADMANasr Full Field Development Project. This projectis the key to opening a bright future for CCEL andit is of imperative importance that we performwell and execute this project successfully as perplan. This will require collaboration as a team andstrongly observing the spirit of “REO and HEO”.

A firm footprint in the Abu Dhabi market, whereour main focus is, is a priority which will fuel futureopportunities in the other Middle East markets.This presents us with a challenge given the severepressure that the Abu Dhabi market is under dueto the prevailing oil crisis, and we will have toadapt the way we do business to meet thedemands. As mentioned during my speech at thelast employee gathering, “No challenge, No gain”,or more commonly, “No pain, No gain”. In orderto be successful each one of us will face challengesand change.

A quote from the Greek philosopher Socratesreads: “The secret of change is to focus all of yourenergy, not on fighting the old, but on building thenew”.

Let us welcome the challenge and change as thebeginning of a new era for CCEL.

MD’s MESSAGE

CCEL FOCUS ISSUE NO. 06 | 2ND QUARTER 2015

Building on a Solid Foundation

Seiichiro Ikeda, Managing Director

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DMD’s MESSAGE


ADMA Nasr Full Field Development Project

Hassan Seoudi, Deputy Managing Director

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The new project award Nasr FFD last monthinspired our spirits and motivations and I wouldlike to congratulate all CCEL staff and thank allwho contributed to the successful award. Theproject team is now fully mobilized and I wishthem all the best for completing this project ontime and profitably.

NEWS

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Management would like to thank allemployees who contributed to the award ofthe ADMA Nasr Full Field Developmentproject, an award that was announced acrossmultiple media, generating good publicity.


(Pictured Above L-R); Mr. Makoto Okubo, Business Approach Manager, CCEL | Mr. Seiichiro Ikeda, Managing Director, CCELMr. Umesh Dutt, Contracts Team Leader (General), ADGAS | Mr. Hassan Seoudi, Deputy Managing Director, CCEL

On 11th August, 2015, the ceremony of signing aTechnical Support Services Agreement (TSSA)with Abu Dhabi Gas Liquefaction Company(ADGAS) was held in ADGAS Headquarters in AbuDhabi.

CCEL is among ten other contractors for thisinterim agreement concluded with ADGAS.

Agreement will include a broad range ofengineering services to be tendered on projectbasis during three plus two years, subject toADGAS request.

TSSA Signing Ceremony in ADGAS Headquarters

ADMA Nasr Full Field Development Project

BUSINESS FOCUS

A Positive Attitude as an Essential Ingredient of SuccessContributed by: Gulbahor Ahmedova, Business Development Officer

“A positive attitude makes success easy: a negative one makes success pointless” (Geoffrey James, Inc. Magazine contributor).

At this challengingtime, when themedia is potentially

influencing our mood with reports on badweather, negativity of low oil prices, unrest in theMiddle East and all other the bad news we areoften fed, it’s very important to keep the rightattitude through a positive mental attitude. Theseelements determine the way we live our lives anddevelop and run the business in the currentcompetitive environment.

Success in any business requires us to keep apositive attitude. We are sure you have heard thisquite often, often at year-end where we set thecompany goals and objectives. Here we describebriefly what a positive attitude is about.

It is not about just dreaming or imaginary wishing.Nor is it necessarily the opposite of everything wecall a negative. Positive attitude at work is about astrong confidence, enthusiasm, creativity and highsense of responsibility for building therelationships that will grow company’s business.And the growth of company’s business can only beachieved through the personal growth of each ofits members.

According to many corporate researchers, aCulture of Success in any organization can only bebuilt when all members have the winning and“can-do” attitude. When people always rememberthat despite everything they are going through inthese times, they are very privileged! Privileged towork, grow, create, innovate, succeed, andcontribute in the company that is bringing good topeople, businesses, and societies.

People around us including customers andpartners always feel our attitude. We can change itto positive by keeping an optimistic sense ofresponsibility, by interacting with people andsharing a positive mood. The more we interact andestablish strong networks through producingpositive impressions, the more we haveopportunities in business and we attract targetedclients and projects. Additionally, with the rightattitude we can help them rethink about their ownbehavior too.

So let us tune into the thought that makes us feeloptimistic and enthusiastic. Sometimes theeconomy shifts and business relationships becomechallenging causing the sales go down. A positiveattitude company in this situation is more likely tolook for new opportunities coming up.

CCEL FOCUS ISSUE NO. 06 | 2ND QUARTER 2015 7

CCEL Process Engineering Section (PES) consistsof a team of engineers and designers withexpertise in design and detailed engineering of theOil and Gas Industry. The team is well diversifiedin terms of age, gender, and nationality. Teamspirit, dedication, leadership, knowledge,strength, establishment, and integrity prevail inPES and these have been the pillars of the bigstable successes which have been achieved in allprojects handled so far. CCEL PES challenge hasbeen to deal with a wide array of project typesfrom FEED to EPC and hence PES team iscomposed of well-rounded individuals.

In terms of activities, unlike many otherengineering companies, PES not only handlesprocess core activities but also System Design,P&ID Preparation and Development (CAD andDatabase), Thermal Rating, Utility and Offsites,Equipment Sizing, Cause and Effect, Line lists,Equipment Lists, Operations Manual, Pre-commissioning and Commissioning Philosophies,Performance Test Procedures, TEST RUNs,System Definitions,…etc.

PES has been able to achieve all processguarantees on all plants designed and executed in-house without any shortfalls in performance andwith full customer satisfaction and gratitude.

ENGINEERING FOCUS

PES handles predominantly, the Engineering andDesign of Oil and Gas upstream and “midstream”Projects, Utilities, and Specialized High TechProjects. Examples of projects handled so farinclude:

Upstream and “Midstream” Oil & Gas Projects:

Well Control (Well drilling and completion by others)

Flow lines

Pipelines (single phase and multiphase)

Central Processing Facilities

Gas Oil Separation Plants (GOSP)

Crude Processing and Stabilization

Crude Blending

Gas Compression, Dehydration, Sweetening, and Injection.

Degassing stations

Gathering Stations

Enhanced Oil Recovery using WAG or Lift Gas.

Slug Catchers

Storage

Flare Systems

Fuel Gas Treatment

Gas Plants, Fractionation, and NGL recovery

Condensate Treatment Units (Separation, Sweetening, and Stabilization)

CCEL Process Engineering Section

Written by: Nizam Salem, Head of Engineering – Process


Special High Tech Projects:

Sulfur Handling Plants with liquid Sulphurpipelines

Flare Gas Recovery

Common Cooling Water Networks with mammoth capacities

Refinery Revamps

Example of Utilities:

Propane Refrigeration Systems

Hot Oil Systems

Waste Heat Recovery

Nitrogen Generation Units (Membrane and PSA)

Instrument and Plant Air Systems

Cooling Water Systems

Utility Water Systems

Storm Water System

Open Drain / Closed Drain Systems

Diesel Systems

Steam Generation and Distribution

Steam Condensate recovery and treatment

Water Treatment

Chemical Injection

Gas Turbines and Gas Engines

Diesel Systems


In order to be able to handle all the above types ofprojects, PES team members have also builtknowledge and experience in a wide spectrum ofcutting edge software and simulation tools.

PES thrives to deliver high quality safe work withthe best resource efficiency possible. KPI’s arecontinuously tracked and analyzed forimprovement. The KPIs achieved so far have beenremarkable and the section benchmarks are verycompetitive.

PES is actively involved in complying with CCELQHSE policies and exigencies and constantlyraising Suggested Improvement Notices searchingevery nook and cranny in the quest forimprovement.

The above could have only been achieved by thegigantic efforts of each and every member of thePES team.

As the famous car maker slogan goes: Vorsprungdurch Technik

CCEL Process Engineering Section

ENGINEERING FOCUS

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The 2nd Technology& Engineering (T &E)World café, an effortfor Globalization ofthe Chiyoda brand,was held inYokohama –Japan atChiyoda Headquarteron 22-24 July 2015.

The café was organized by the Technology &Engineering division of Chiyoda and attended byrepresentatives from all Chiyoda GroupCompanies.

Mr. M. Ishikawa, Division Director (TED), in hisopening remarks welcomed all the participantsand explained the Company‘s medium termoutlook and operation performance/targets forFY2014 and FY2015.

During the three days of the café, the participantsshared information and capabilities of the groupcompanies and also took part in brainstorminggroup discussions to identify the commonchallenges for Global Engineering & Procurement,so as to finalize the globalization road map. Therewere Q&A sessions after the group discussion toclarify different viewpoints. All along it was anopen minded discussion. All suggestions of theparticipating groups were captured for furtheranalysis and for necessary actions.


Issues and the status of action from the last WorldCafe’2014 were presented. The majoraccomplishments that were highlighted includeset up of Global T &E Network, sharing the ManualData Base (MDB) , releasing in-house EngineeringIT tools for global use and set up of the Q&Aprocedure. Additionally, small progress had beenmade in sharing a lesson learned data base (LLDB)among group companies.

Some new initiatives were also introduced as partof the 2015 world café which includes: roll out ofLLDB to all group companies, project recordsharing, departmental information sharingthrough EIP and MDB globalization phase-II.

Technology and Engineering Café 2015 -Yokohama JapanWritten by: Vivekananda Baksi, Head of Engineering – Piping

ENGINEERING FOCUS

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The 2015 world café concluded on the 23rd Julyafternoon with closing remarks from GroupCompany representatives. On 24th July pre-arranged meetings were held between GroupCompanies to discuss specific issues. CCEL tookadvantage of these sessions to discuss worksharing opportunities with Chiyoda Philippines(CPH) and Engineering, IT related topics withChiyoda Japan (CGH).

At the end, participants joined in the Mikoshiparade as a part of the Chiyoda Summer Festival.Mikoshi is a portable shrine carried by thedevotees on their shoulders with a belief to purifythe neighborhood with the spirit of the Deity.Mikoshi will certainly bring good luck andprosperity to Chiyoda.

Technology and Engineering Cafe 2015 -Yokohama Japan

ENGINEERING FOCUS

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CONSTRUCTION FOCUS


Written by: Jens Seidel, Construction Department Manager

Construction and Commissioning Forum at CGHYokohama

On 23rd and 24th July 2015 CGH invited all associated com-panies to the first Construction and Commissioning Forum.

Partner companies from the Philippines,

Singapore, Malaysia, Indonesia, Qatar and the UAE met the first time with the Construction and Commissioning units of CGH.

The first day started with the presentation of eachcompany presenting its current status,achievement’s, but also problems and targets.Further CGH provided an overview about the CGHorganization, capabilities and current projects.

In the evening a team building session took place,a contest, building a bridge using onlynewspapers. The following bridge load test waswon by a team consisting of CGH and CCELmembers.

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CONSTRUCTION FOCUS


Construction and Commissioning Forum at CGH Yokohama

The second day was reserved for a workshop; twoteams developed a general company strategyapplicable for all participating companies.

At the wrap-up meeting all participatingcompanies concluded to cooperate closertogether in terms of standardizing constructionand commissioning procedures, construction costestimation tools and data transfer between thecompanies. Monthly telephone conferencesbetween the companies were scheduled.

The afternoon was for all CGH members and theirguests to celebrate the Chiyoda Summer Festivalfollowed by a dinner party.

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PROJECT FOCUS


Written by: Anup Shastri, Project Manager

The third performance parameter of interest is thethermal radiation generated by the flare as afunction of the waste gas flow rate andcomposition. The radiation level at a specific pointof interest is typically limited to avoid injuringpersonnel and damaging equipment. The heightof the flare is then determined by how tall thestack needs to be so that the radiation levels atspecified locations are maintained at or belowdesired levels.

The fourth parameter of interest in flare design isnoise. Excessive noise can injure personnel,damage equipment and property both inside andoutside of the plant.

The fifth parameter is utility consumption rate atvarious waste flow rates, typically measured interms of steam to hydrocarbon mass ratio forsteam assisted flares and horsepower required perunit hydrocarbon mass flow rate for air assistedflares. This parameter reflects how efficient a flaredesign is in utilizing the momentum of the steamin a steam assisted flare, or the air supplied by theblower in an air assisted flare system.

The sixth parameter is the minimum purge gasflow rate required. The purge gas is supplied fortwo purposes: to prevent air ingression into thestack, which could produce an explosive mixtureleading to severe stack damage: and to preventinternal burning in the fuel plenum that could leadto flare tip failure.

Hydrocarbon Flares

Flares are devices to safely and efficiently disposeof operational or emergency relief of flammablegases and liquids. They are often used at chemicalplants and petroleum refineries as a control devicefor regulated vent streams as well as to handlenon-routine emissions (eg. leaks, purges,emergency releases). They are somewhat uniquecompared to other common combustion devicessuch as burners because of the very wide range offlow rates and compositions that they oftenhandle. This makes the design of flares verychallenging as flares often have to be capable ofsafely handling gas flows from as low as severalhundred pounds per hour or less (purge rate) up toas much as a million or more pounds per hour.This means a flare must have a very wideturndown range, where turndown is the ratio ofthe highest to lowest flow rates of waste streamsthat can be safely handled. Since the developmentof flare regulations, industries have significantlyreduced the amount of waste gas being routed toflares.

There are six parameters generally to be lookedinto during designing a flare system.

The first parameter is the hydraulic capacity,which is the maximum gas flow rate that can flowthrough the flare at a given pressure for a givengas molecular weight and gas temperature.

While the gases are safely combusted, smoke isoften generated. Since this is the maximum designflow that could occur during an emergency, theprimary focus is safely disposing of the gases andnot how much smoke is generated.

The second parameter is the smokeless capacity.This is the maximum flow of waste gases that canbe sent through the flare without producingsignificant levels of smoke. It is usually lower thanthe hydraulic capacity. A flare is typically designedso that the smokeless capacity is at least as muchas the maximum waste gas flow rate expectedduring normal daily operation.

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Figure 2. Diagram of the mechanical parts of a flare as referenced in Standard 537

PROJECT FOCUS


Fig. 1 shows the effectiveness of steam assist forincreasing the smokeless capacity of a flare.

There are many types of steam assisted flares thatare available. One common high efficiency designuses a bundle of tubes inside the flare stack wherethe waste gas flows outside the tubes and steam /air mixture flows inside the tubes. A typical designis shown in fig. 2.

Hydrocarbon Flares

Figure 1. Effectiveness of steam in smoke suppression: (left) without steam, (right) with steam.

Figure 2. Schematic of an internal tube type steam assisted flare.

The purge gas required to prevent stack damage istypically lower than the purge rate required toprevent internal burning. In order to preventinternal burning in a steam assisted flare, centersteam is often used.

An additional parameter (seventh) that hasreceived considerable attention recently ispollutant emissions from flares.

There are various types of flare systems dependingon the specific applications.

If the waste gases are at a relatively low pressure,then some type of assist media is often used toentrain air into the flame to increase thesmokeless waste gas flow rate. The two commonassist media are steam and air.

In case of air assisted flares, one or more blowerssupply a portion of combustion air to the flare. Airassisted flares are commonly used where steam islimited, such as locations where water is limited(e.g. desert).

For steam assisted flares, steam is used to entraina portion of the combustion air to the flare.

For either type of assist medium, most of thecombustion air comes from the ambient airsurrounding the flare flame.

Conventional steam assisted flare system:

By far the most popular type of assisted flare issteam assisted, as shown in Fig. 1.

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There is no pre-mixing inside the flare, so thecombustion air and flammable waste products mixat the exit of the flare tip. The tip of a typicalsteam flare is shown in Fig. 3.

There are usually three different steam supplylines for this type of flares: to the tubes inside theflare; to the upper rim at the top of the flare tip;and inside the waste gas plenum of the flare tip.For optimum performance, each of these lines isindependently controlled. The steam supply to thetubes inside the tip is used to entrain combustionair into the interior of the flame to increase thesmokeless capacity. The steam supply to the upperrim of the tip minimizes wind effects and helpsentrain combustion air into the flare flame. Thecenter steam supply is primarily to preventinternal burning that can occur during very lowwaste gas flow rates where air can migrate insidethe flare gas plenum due to buoyancy, cross windand capping.

Flare Tip

The flare tip as often talked is referred to as anexhaust of a refinery, (petro) chemical plant oroffshore facility. The flare is used to burn wastegases from the production process. The flare tip isthe “nozzle” that makes burning efficient. Withinthis flare tip, pilots provide the source for ignition.The characteristic flame, which can be witnessedfrom a long distance, is the result.

As the flared gas causes a lot of heat, the burningprocess takes place as far as possible from humansand process equipment. The flare installation inonshore plants is often located in the offsite area.On offshore facilities like FPSOs (Floatingproduction storage and off loading) andproduction platforms it is mainly the height of theflare which provides the clearance between theflame and the facility. And it is mainly the heightof the flare boom or flare tower that makes flaretip replacements a specialist job.

New Steam Assisted Flare development

A development to address some of the limitationsof conventional steam assisted flare was to reducethe amount of steam required to achievesmokeless combustion of given waste flow rates.This can be quantified as the ratio of the mass ofsteam needed per unit mass of flare gas (S/HCratio), at a flare gas flow rate where smoke is justbeginning to be produced (called as the incipientsmoking rate). Reducing steam consumptiondirectly reduces utility costs. If the plant is steamlimited, reducing the steam flow to the flaresystem can also free up steam for other users inthe plant. In this design, steam/air tubes are keptstraight instead of having a bend as in theconventional steam assisted flare design. Thisdramatically reduces the flow frictional losses. Theincreased flow efficiency optimizes airentrainment for a given steam flow rate.

Hydrocarbon Flares

Figure 3. An internal tube type steam assisted flare


PROJECT FOCUS

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Important design feature is the shape of thenozzle outlet, whose purposes are to efficientlymix the air with the flare gas and tominimize/prevent internal burning. The improvedmixing of the air and waste gas increases thesmokeless capacity for a given set of conditionscompared to the conventional design.

Another important design feature is dividing theoutlet area into multiple nozzles to improvemixing between the secondary air and the flaregas system around and along the flame. In theconventional design, the flare gases in the centreof the flare primarily mix only with the air that hasbeen entrained into and through the steam/airtubes. Since this is only a relatively small fractionof the total air needed to completely combust thewaste gases, air from around the flame must beentrained to make up the balance of therequirement. Although the air from around theflame is termed as secondary air, and the airentrained into the steam/air tube is termedprimary air, the secondary air actually accounts forthe majority of the air required to completelycombust the waste gas. In the conventionaldesign, secondary air cannot get into the interiorof the flame.

Improving the secondary air entrainment aroundthe flare effectively either increases the smokelesscapacity for a given steam flow rate, or reducesthe steam flow rate for a given smokelesscapacity, compared to the conventional steamassisted steam design.


Flare Performance

There are a number of factors that should beconsidered in order to establish that a flare isoperated properly to achieve good combustionefficiency. Factors that can reduce the destructionefficiency capabilities of the flare include;

Over Steaming

Using too much steam in a flare can reduceflare performance. Given that many steamassisted flares are designed to have aminimum steam flow rate in order to protectthe flare tip, over steam could be resulted,especially during base load conditions.

Excess Aeration

Using too much air in a flare can reduce flareperformance. Air assisted flares operatesimilarly to steam assisted flares; however airis used as the assist-media instead of steam.

High Winds

A high crosswind velocity can have a strongeffect on the flare flame dimensions andshape; causing the flame to be wake-dominated (i.e. the flame is bent over on thedownwind side of a flame and imbedded inthe wake of flare tip). This type of flame canreduce flare performance; and potentiallydamage the flare tip.

Flame Lift off

A condition in which a flame separates fromthe tip of the flare and there is spacebetween the flare tip and the bottom of theflame due to excessive air induction as aresult of the flare gas and center steam exitvelocities. This type of flame can reduce flareperformance; and can progress to a conditionwhere the flame becomes completelyextinguished.

Hydrocarbon Flares

PROJECT FOCUS

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The Chiyoda Group HR Managers Workshop held in Singapore on the 28th

and 29th of July 2015 was organized by Chiyoda Human Resources International (CHI) in conjunction with Chiyoda Global

Headquarters (CGH) Global HR Planning Unit(GHRU). The purpose was to bring together theHR Managers from Chiyoda Group Companies to:

Introduce them to the concept of Chiyoda International Human Resources (IHR) group and the services it provides;

Identify work areas where Chiyoda Affiliates need the support of IHR now and in the future.

The MD of CHI, Mr. Kenjiro Miura, welcomed allparticipants and emphasized the key expectationsof Chiyoda Senior Management for increasedcollaboration between Chiyoda group companiesin the field of HR. The GM of GHRU, Mr. Taku Ito,explained the extensive dialogue which hadalready taken place with CGH managementregarding the need to move forward on theGlobalization of the Chiyoda workforce. Heexplained the achievements so far and the shortand medium term objectives for the future and

HUMAN RESOURCES FOCUS


also stated that the basic concept of majorsystems are endorsed by CGH management as perIHR’s proposal, such as enhancing mobility ofgroup employees among group companies andassociated systems for realizing it; such asstandardized global grading, etc. IHR membersfrom CHI and GHRU made presentations on highpriority HR matters for Chiyoda Group companiesand the topics covered were:

Recruitment

CHI has implemented a number of recruitmentfocused initiatives that will enable Chiyoda toaccomplish a number of objectives:

Ensure that the right work is being done by the right people

Reduce the costs associated with the hiring process

Ensure that hiring managers are not having tospend all of their time managing recruitmentprocesses.

The three main initiatives have been:

1. A Global Recruitment Management SystemRMS (PageUp)

2. A Recruitment and HR Dedicated Website

3. Designing and Launching a Robust SocialMedia Campaign to increase the Chiyodabrand.

Reward

The fundamental principles of a Group RewardPhilosophy were outlined, including: GlobalRewards Committee, Global Grading System,Global Salary Schedules, International AssignmentPolicy and Process, Global Employee Benefits,Performance linked Reward Systems.

Global HR Managers MeetingWritten by: Anton du Plooy, HR & Administration Manager

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Chiyoda Group Posting

The Chiyoda Group needs a systematic method ofbeing able to transfer employees from onelocation to another. For this to be successfulChiyoda needs to put in the place the following:

Global Grading System

Standardized Job Descriptions

Posting Reward Philosophy

International Assignment Conditions

Global Salary Scales

Assignment Employment Mechanism. (Employment transfer, TSA, Secondment)

As the above will take some time to develop andimplement, the IHR Group will act as anintermediary between offices and projects tofacilitate the movement of employees in a smoothmanner with consistency in assignment to meetbusiness needs.

Chiyoda Global Grading

The necessity of Chiyoda Group moving towards aunified job grading system were outlined and themethod of making the transition from the currentsituation were discussed. The proposed systemhas been based on the concept of job descriptionand content, and draws methodologies from acombination of several job evaluation systems. Itwas explained how an exercises of job equivalencewould be conducted, along with the slotting ofGroup company jobs into the new system, afterconsultation and discussion with affiliatecompanies.



Chiyoda Global Engineer

Mr. M. Ishikawa, the Head of the Technology andEngineering Division in CGH gave a briefexplanation of the concept of Chiyoda GlobalEngineer. He explained that a lot of work had goneinto preparing a detailed set of job requirementsfor all engineering disciplines for an engineer tomeet the Global Engineer standard. He explainedthat work was progressing to identify potentialcandidates, initially from CPh but eventually fromall Chiyoda Group companies.

Standardizing Job Descriptions

The draft standardized Job Description (JD) andGuideline had been sent to all participants prior tothe workshop and they had been asked tocomplete the JD for a Mechanical Engineer and HRManager position. The feedback was analyzed anddiscussed. Consolidated feedback was agreed andIHR will circulate a revised JD Template to allparticipants for further comment. Workshops indeveloping JDs will be offered by IHR to ChiyodaGroup companies.

On the second day of the workshop each of the HRManagers from the nine attending Chiyoda GroupCompanies presented an overview of theircompany. They raised specific areas of currentconcern for each company and identified areaswhere collaboration could benefit theircompanies.

Key action items were agreed to ensure that theglobal HR initiative continues with good forwardmomentum and each HR Manager was taskedwith communicating the feedback from theworkshop to their respective Top ManagementTeams to ensure alignment.

We are looking forward to agreeing on our level ofparticipation in the global HR initiative and allemployees will be kept apprised of progress.

Global HR Managers Meeting

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Power of Team Building

Contributed by: Priya Nair, Human Resources Generalist

Leading an organization’s teams to the higheststandards of performance can be accomplishedthrough a multitude of venues includingbehavioral development, experiential learning,mentoring and cultivation of workingrelationships.

Team building skills are critical for youreffectiveness and even if you are not in amanagement or leadership role yet, betterunderstanding of team work can make you a moreeffective employee and give you an extra edge inyour corporate office.

A team building success is when your team canaccomplish something much bigger and workmore effectively than a group of the sameindividuals working on their own. You have astrong synergy of individual contributions. Butthere are two critical factors in building a highperformance team.

The first factor in team effectiveness is thediversity of skills and personalities. When peopleuse their strengths in full, but can compensate foreach other's weaknesses. When differentpersonality types balance and complement eachother.

The other critical element of team work success isthat all the team efforts are directed towards thesame clear goals, the team goals. This reliesheavily on good communication in the team andthe harmony in member relationships.

Today's workplace requires individuals to work as a team to meet challenging business goals and objectives. However, most teams are not as productive because they are lacking a sound process for

communicating properly, facilitating meetings,and managing disagreements to reach the bestpossible solutions.

The concept of teamwork is extremely importantto the success of any group. All coaches talk aboutworking as one unit, as a unified team. Teamworkand unselfishness create the backbone of a greatteam, without those individual players cannotrealistically compete. You can have a group ofsuperstars, but if they do not work well as oneunit, chances are they are not going to be assuccessful as you would think. The team workingas one cohesive unit is going to be the key in theirsuccess.

As our society continues to become more fluid anddynamic, so does the need to work closely withone another in team settings. The ages of livingday-by-day in quiet isolation and solitude are nomore. With the ever increasing amount ofglobalization and specialization in our workplaces,individuals are now forced to work with all sorts ofdifferent groups in both their professional andpersonal lives.

However, when we first join a new group ofindividuals, it often takes a great deal of timebefore we become acclimated to our newrelationships. This is even more so the case whenwe join a new organization or work team, becausewe have the added responsibility of familiarizingourselves with the team’s mission, goal, andobjectives. Teams are built within a company,quite simply with the intent of reaching a commongoal or goals. In turn, in achieving their objectives,they will help to improve the quality of services orproducts rendered to the customer.


(Extracted from various online articles)



Your vision, properly articulated, will be theengine that drives and inspires your team. It willdetermine who should be on the team, whatresources are needed, how quickly a conclusionmust be reached, what falls within the scope ofthe team, and how success will be measured andrewarded.

If you are looking for a way to develop team workskills, there are a couple of ideas that have beenproven successful time and again. It is up to you todecide what kind of team work project to beincorporated, and how much time, effort, andmoney you are willing to put into the project.

Building team work capacity is one sure fire way toget better production for your employees. If youcan build team work and happiness in youremployees, they will in turn reward you byimproving that all mighty bottom line. Somevaluable rules of thumb to make sure you getpositive results from teambuilding activities:

While it may seem a bit elementary to a selectfew, one of the primary reasons why corporateteams fail is because they don’t realize whatworking as a team really means. More often thannot, they are aware of the various characteristicsthat are trademarks of a good team, such asflexibility and dependability, but they lack anunderstanding of what truly brings them togetheras a team.

The one dynamic that differentiates a team from agroup of individuals is having one goal. Whetherthe team is composed of payroll processors,recruiting specialists, or custodians, they will notbe able to work efficiently as a team unless theyare all working towards the same goal. It is havinga shared goal that transforms a group into a team,and without understanding and commitment tothat goal, all attempts to improve teamwork willhave limited value.

Define the Need

As the leader, you must establish the broad,compelling purpose for the team. What is thelarge, desired outcome? What do you want toimprove? Eliminate? Change? Don't be afraid todream big. But resist the temptation to handcuffthe team by writing a detailed prescription inadvance of the diagnosis.


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To understand the effectiveness and functions ofteam work, we can observe the nature like forinstance study the behaviors of some animals whoare known to express their best when acting as ateam i.e. Geese:-

Teambuilding Lessons We Can Learn from Geese

Lesson #1 –

As each bird flaps its wings, it creates uplift for thebird following. By flying in a "V" formation, thewhole flock adds 71 percent greater flying rangethan if one bird flew alone.

Lesson Learned – People who share a commondirection and sense of community can get wherethey are going quicker and easier because they aretraveling on the strength of one another.

Lesson #2 –

Whenever a goose falls out of formation, itsuddenly feels the drag and resistance of trying tofly alone and quickly gets back into formation totake advantage of the lifting power of the birdimmediately in front.

Lesson Learned – If we have as much sense asgeese, we will stay in formation with those whoare ahead of where we want to go and be willingto accept their help as well as give ours to others.

DO:

Pick the right venue so it makes sense for thepeople and the business.

Expect it to build culture and generate positiveenergy for the company.

Use it as an opportunity for employees to meetthose whom they don’t already know.

Know what you want to accomplish from abusiness perspective.

Be sensitive to how people feel.

Use activities that have different roles in orderto motivate maximum participation.

Send out agendas beforehand and encourageemployees to come forward and expressconcerns.

DON’T:

Over analyze it or try to make it too serious.

Try to make it into something it’s not byimposing an expected outcome.

Throw teambuilding into the mix if you haveinter-relational problems or conflict at work.

Expect it to teach people how to work bettertogether in the real world, in real time.

Force anyone to do something he/she doesn’twant to do.

Make people feel self-conscious or guilty aboutopting out.

In other words, don’t expect a game of paint ballor a cooking class to solve relationship problemsback at the ranch. But if done right, do expectpeople to have a good time and feel good aboutthe company for which they work.

Follow these guidelines and you're well on yourway to creating a high performance team. Developthe basic skills and a game plan, and stick to it.Work as a team and you can beat some of the bestindividuals out there -- if the best don't work as ateam.


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The importance of teamwork lies in the significanteffect that it produces, especially when beingproperly applied and managed. It creates flexibilityand coordination among members and enablesthem to use their talents and participate in takingdecisions.

It also provides a great deal of acceptance,understanding and physical interaction, whichcannot be gained individually. That’s whymembers rely on teamwork to get the feedback,attention and moral support which they constantlyneed.

As a result, this leads to a great improvement inthe quality of work produced, making the processmore fun and less frustrating. This is whyteamwork was identified as one of the top skillsneeded by many employers, and one of the crucialabilities they look for especially when recruitingand this is why many businesses and institutionshave also come to realize the importance ofteamwork and the imperative role teams play inthe growth of an organization.

Lesson #3 –

When the lead goose gets tired, it rotates backinto the formation and another goose flies at thepoint position.

Lesson Learned – It pays to take turns doing thehard tasks and sharing leadership.

Lesson #4 –

The geese in formation honk from behind toencourage those up front to keep up their speed.Lesson Learned – We need to make sure ourhonking from behind is encouraging, and notsomething else.

Lesson #5 –

When a goose gets sick or wounded or shot down,two geese drop out of formation and follow itdown to help and protect it. They stay with it untilit is able to fly again, or dies.

Then they launch out on their own, with anotherformation, or they catch up with their flock.Lesson Learned – If we have as much sense asgeese do, we too, will stand by each other indifficult times as well as when we are strong.


23

Tip:Good communication skills require a high levelof self-awareness. By understanding yourpersonal style of communicating, you will go along way towards creating good and lastingimpressions with others.

Listening is one ofthe most importantskills you can have.How well you listenhas a major impacton your jobeffectiveness, and onthe quality of yourrelationships withothers.

Given all this listening we do, you would thinkwe'd be good at it! In fact most of us are not, andresearch suggests that we remember between 25percent and 50 percent of what we hear. Thatmeans that when you talk to your boss,colleagues, customers or spouse for 10 minutes,they pay attention to less than half of theconversation. This is dismal!

Turn it around and it reveals that when you arereceiving directions or being presented withinformation, you aren't hearing the wholemessage either. You hope the important parts arecaptured in your 25-50 percent, but what if they'renot?

Clearly, listening is a skill that we can all benefitfrom improving. By becoming a better listener,you will improve your productivity, as well as yourability to influence, persuade and negotiate.What's more, you'll avoid conflict andmisunderstandings. All of these are necessary forworkplace success!


From time-to-time, we’re all guilty of listening, butnot intently enough or effectively enough toactually hear (and fully comprehend) the messagebeing sent to us. Be it a lack of time or interestthat causes the message not to be heard, or thatyou are just too busy to actually listen andcomprehend, this communication mishap occursfar too often and can be disastrous in manyworkplace settings.

To better understand how and why the listeningprocess can be, at times, so ineffective, you shouldknow that listening and hearing are not the same.Instead, hearing is actually just one stage oflistening, which occurs when your ears pick upsound waves and transmit these waves to yourbrain. On the other hand, listening is a wholecommunication process. By understanding theprocess and utilizing the right tools, you canimprove your listening skills, ensuring you do morethan hear the words; you actually comprehendthem correctly.

To receive the communicated message loud andclear, you have to be an active participant in thecommunication process. In the case of listening,this requires you to understand and evaluate everyspoken message, and to follow this with theappropriate action – a response that confirms thespoken message.

Unfortunately, what can happen is that, as alistener, you do the wrong thing, which is toactively work while the speaker is talking to you.You see, our thought speed is much faster thanour speech speed, which can prompt your brain tostart working ahead of the speaker. Perhaps youare simply considering the speaker’s nextcomments, or the answer to a question you feelcertain will come up. Regardless of the cause, theoutcome is the same: a miscommunicatedmessage, which can lead to an inappropriateresponse or a wrong action - both of which canlead to serious trouble.

Effective Listening: Hear the Message!Contributed by: Anton du Plooy, HR & Administration Manager


24

(Extracted from articles on the Communication Skills pages on MindTools.com)

Clearly, this also leaves the door open forunexpected delays (while you work to clear upmiscommunication messes), setbacks (you cannotprogress with that important project if you andyour team do not all understand the next step);even undesirable outcomes (if you don’tunderstand the scope of the work, how can youdeliver the desired end result?)

Because people vary in how clearly they expressthemselves and have different needs and purposesfor communicating, messages are sent (andreceived) in different ways, making effectivelistening challenging at times.

To help you combat this, you must firstunderstand that there are different listeningmodes. These are:

Competitive or Combative Listening

This type of listening occurs when the receivermay be more interested in promoting his or herpoint of view instead of considering the speaker’sthoughts. When this occurs, the listener may lookfor breaks in the conversation so he or she candeliver his or her own points of view, perhapsattacking any points they may not agree with;hence combative listening. In such cases, thelistener may only be pretending to pay attentionto the speaker, while actually formulating whatthey need/want to say next. Unfortunately, as thishappens, the listener is often more involved informulating their argument or rebuttal than inlistening, which so often results in confusedcommunication.


Passive or Attentive Listening

This type of listening occurs when the listener issincerely interested in both hearing andunderstanding the message that is being spokento them. This listener is actively listening;however. The problem occurs when this goodlistener fails to take action (does not verify all heor she is told); hence passive.

Active or Reflective Listening

This type of listening occurs when the listener isgenuinely interested in the speaker’s message. Heor she sincerely wants to know what the speakerthinks, how the speaker feels, and what thespeaker wants, and is active in confirming that heor she understands all of this before reacting. Thislistener is very effective and will take the time toverify the message by repeating it to the speaker.Clearly, this type of listening is most effective andhighly recommended for optimal results.

Becoming an Active Listener

There are five key active listening techniques.They all help you ensure that you hear the otherperson, and that the other person knows you arehearing what they say.

1. Pay Attention

Give the speaker your undivided attention,and acknowledge the message. Recognizethat non-verbal communication also"speaks" loudly.

Look at the speaker directly.

Put aside distracting thoughts.

Don't mentally prepare a rebuttal!

Avoid being distracted by environmental factors. For example, side conversations.

"Listen" to the speaker's body language.

Effective Listening: Hear the Message!


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2. Show That You're Listening

Use your own body language and gesturesto convey your attention.

Nod occasionally.

Smile and use other facial expressions.

Note your posture and make sure it is open and inviting.

Encourage the speaker to continue with small verbal comments like yes, and uh huh.

3. Provide Feedback

Our personal filters, assumptions,judgments, and beliefs can distort what wehear. As a listener, your role is tounderstand what is being said. This mayrequire you to reflect what is being said andask questions.

Reflect what has been said by paraphrasing. "What I'm hearing is," and "Sounds like you are saying," are great ways to reflect back.

Ask questions to clarify certain points. "What do you mean when you say." "Is this what you mean?"

Summarize the speaker's comments periodically.

Tip:If you find yourself responding emotionally towhat someone said, say so, and ask for moreinformation: "I may not be understanding youcorrectly, and I find myself taking what yousaid personally. What I thought you just said isXXX; is that what you meant?"

4. Defer Judgment

Interrupting is a waste of time. It frustratesthe speaker and limits full understanding ofthe message.

Allow the speaker to finish each point before asking questions.

Don't interrupt with counter arguments.

5. Respond Appropriately

Active listening is a model for respect andunderstanding. You are gaining informationand perspective. You add nothing byattacking the speaker or otherwise puttinghim or her down.

Be candid, open, and honest in your response.

Assert your opinions respectfully.

Treat the other person in a way that you think he or she would want to be treated.

Effective Listening: Hear the Message!

Key Points:

It takes a lot of concentration and determinationto be an active listener. Old habits are hard tobreak, and if your listening skills are as bad asmany people's are, then there's a lot of habit-breaking to do!

Be deliberate with your listening and remindyourself frequently that your goal is to truly hearwhat the other person is saying. Set aside all otherthoughts and behaviors and concentrate on themessage. Ask questions, reflect, and paraphrase toensure you understand the message. If you don't,then you'll find that what someone says to you andwhat you hear can be amazingly different!

Start using active listening techniques today tobecome a better communicator, improve yourworkplace productivity, and develop betterrelationships.



26

Procurement Summit at Chiyoda, Japan 2015

Written by: Bassem Al Sharif, Senior Purchasing Officer

Spending 22 hours of travel through connectingflights, trains and taxis is surely a very exhaustingexperience, but once you wake up the next dayand reach the CGH office, this feeling of fatiguewill be relieved by their warm welcoming andhospitality.

The main objectives of such summits is to gather,unify and collaborate all efforts of the Chiyodagroup companies to guarantee our groupcompetitiveness & sustainability of developmentin the business.

Standardization of procedures and formatsbetween nine global offices would be a very toughjob considering the different work profiles,cultures and clients. However, during this summitwe succeeded to at least initiate and place thefoundations of communications between groupcompanies. All the standardization & collaborationideas shall be discussed in depth during futuresummits.


PROCUREMENT FOCUS

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HSE FOCUS

Top 10 Most Expensive Accidents in History

Contributed by: Rocky Van Wyk, HSE Department Manager

#9. Tanker Truck vs Bridge ($358 Million)

On August 26, 2004, a car collided with a tankertruck containing 32,000 liters of fuel on theWiehltal Bridge in Germany. The tanker crashedthrough the guardrail and fell 90 feet off the A4Autobahn resulting in a huge explosion and firewhich destroyed the load-bearing ability of thebridge. Temporary repairs cost $40 million andthe cost to replace the bridge is estimated at $318Million.

#8. MetroLink Crash ($500 Million)

On September 12, 2008, in what was one of theworst train crashes in California history, 25 peoplewere killed when a Metro link commuter traincrashed head-on into a Union Pacific freight trainin Los Angeles. It is thought that the Metro linktrain may have run through a red signal while theconductor was busy text messaging. Wrongfuldeath lawsuits are expected to cause $500 millionin losses for Metro Link.

Throughout history, humans have always beenprone to accidents. An accident is defined as "anundesirable or unfortunate happening that occursunintentionally and usually results in harm, injury,damage, or loss". Here is the list of the top 10most expensive accidents in the history of theworld as measured in dollars.

This includes property damage and expensesincurred related to the accident such as cleanupand industry losses. Many of these accidentsinvolve casualties which obviously cannot bemeasured in dollar terms. Each life lost is pricelessand is not factored into the equation. Deliberateactions such as war or terrorism and naturaldisasters do not qualify as accidents and thereforeare not included in this list.

#10. Titanic ($150 Million)

The sinking of the Titanic is possibly the mostfamous accident in the world. But it barely makesour list of top 10 most expensive. On April 15,1912, the Titanic sank on its maiden voyage andwas considered to be the most luxurious oceanliner ever built. Over 1,500 people lost their liveswhen the ship ran into an iceberg and sunk in frigidwaters. The ship cost $7 million to build ($150million in today's dollars).


HSE FOCUS



#6. Exxon Valdez ($2.5 Billion)

The Exxon Valdez oil spill was not a large one inrelation to the world's biggest oil spills, but it wasa costly one due to the remote location of PrinceWilliam Sound (accessible only by helicopter andboat). On March 24, 1989, 10.8 million gallons ofoil was spilled when the ship's master, JosephHazelwood, left the controls and the ship crashedinto a Reef. The cleanup cost Exxon $2.5 billion.

#5. Piper Alpha Oil Rig ($3.4 Billion)

The world's worst off-shore oil disaster. At onetime, it was the world's single largest oil producer,spewing out 317,000 barrels of oil per day. On July6, 1988, as part of routine maintenance,technicians removed and checked safety valveswhich were essential in preventing dangerousbuild-up of liquid gas. There were 100 identicalsafety valves which were checked.

Unfortunately, the technicians made a mistakeand forgot to replace one of them. At 10 PM thatsame night, a technician pressed a start button forthe liquid gas pumps and the world's mostexpensive oil rig accident was set in motion.

Within 2 hours, the 300 foot platform wasengulfed in flames. It eventually collapsed, killing167 workers and resulting in $3.4 Billion indamages. (see picture in the next page)

#7. B-2 Bomber Crash ($1.4 Billion)

Here we have our first billion dollar accident (andwe're only #7 on the list). This B-2 stealth bombercrashed shortly after taking off from an air base inGuam on February 23, 2008.

Investigators blamed distorted data in the flightcontrol computers caused by moisture in thesystem. This resulted in the aircraft making asudden nose-up move which made the B-2 stalland crash. This was 1 of only 21 ever built and wasthe most expensive aviation accident in history.Both pilots were able to eject to safety.

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#4. Challenger Explosion ($5.5 Billion)

The Space Shuttle Challenger was destroyed 73seconds after takeoff on January 28, 1986 due to afaulty O-ring. It failed to seal one of the joints,allowing pressurized gas to reach the outside. Thisin turn caused the external tank to dump itspayload of liquid hydrogen causing a massiveexplosion. The cost of replacing the Space Shuttlewas $2 billion in 1986 ($4.5 billion in today'sdollars).

Piper Alpha Oil Rig – 167 People died in this on 6th July 2015

The cost of investigation, problem correction, andreplacement of lost equipment cost $450 millionfrom 1986-1987 ($1 Billion in today's dollars).


HSE FOCUS

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#2. Space Shuttle Columbia ($13 Billion)

The Space Shuttle Columbia was the first spaceworthy shuttle in NASA's orbital fleet. It wasdestroyed during re-entry over Texas on February1, 2003 after a hole was punctured in one of thewings during launch 16 days earlier. The originalcost of the shuttle was $2 Billion in 1978. Thatcomes out to $6.3 Billion in today's dollars. $500million was spent on the investigation, making itthe costliest aircraft accident investigation inhistory. The search and recovery of debris cost$300 million.

#3. Prestige Oil Spill ($12 Billion)

On November 13, 2002, the Prestige oil tanker wascarrying 77,000 tons of heavy fuel oil when one ofits twelve tanks burst during a storm off Galicia,Spain. Fearing that the ship would sink, thecaptain called for help from Spanish rescueworkers, expecting them to take the ship intoharbour. However, pressure from local authoritiesforced the captain to steer the ship away from thecoast. The captain tried to get help from theFrench and Portuguese authorities, but they tooordered the ship away from their shores. Thestorm eventually took its toll on the ship resultingin the tanker splitting in half and releasing 20million gallons oil into the sea. The total cleanupcost is $12 Billion.

#1. Chernobyl Disaster ($200 Billion)

On April 26, 1986, the world witnessed thecostliest accident in history. The Chernobyldisaster has been called the biggest socio-economic catastrophe in peacetime history. 50%of the area of Ukraine is in some waycontaminated. Over 200,000 people had to beevacuated and resettled while 1.7 million peoplewere directly affected by the disaster. The deathtoll attributed to Chernobyl, including people whodied from cancer years later, is estimated at125,000. The total costs including cleanup,resettlement, and compensation to victims hasbeen estimated to be roughly $200 Billion. Thecost of a new steel shelter for the Chernobylnuclear plant will cost $2 billion alone. Theaccident was officially attributed to power plantoperators who violated plant procedures and wereignorant of the safety requirements needed.

HSE FOCUS

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HSE FOCUS

What can being a First Aid Volunteer do for you?

Written by: Cristine Bocatija, Secretary

Training must be conducted initially, when newemployees are hired, and at least annually.Additional training is needed when newequipment, materials, or processes areintroduced, when procedures have been updatedor revised, or when exercises show that employeeperformance is inadequate.

It is essential that first aid supplies are available tothe trained personnel, that emergency phonenumbers are placed in conspicuous places near oron telephones, and prearranged ambulanceservices for any emergency are available.

Emergency situations can arise due to causes suchas natural disasters, floods, earthquakes, fires,workplace violence, terrorism or crime. Planningfor an emergency has a number of benefits. Staffand volunteers know what to do in the event of anemergency. They can assist clients and visitors inevacuating the building and they can be ofassistance to emergency personnel when theyarrive on the scene. At the very least, they shouldknow to evacuate the building and stay outsideuntil the ALL CLEAR is signaled.

CCEL Emergency Response Teams

CCEL Emergency Response Teams consists of:

• ERT Coordinator

• Two (2) On Scene Commanders

• Seven (7) Fire Wardens

• Five (5) First Aiders

Members of emergency response team should bethoroughly trained for potential emergencies andphysically capable of carrying out their duties;know about toxic hazards in the workplace and beable to judge when to evacuate personnel ordepend on outside help (e.g. when a fire is toolarge for them to handle). One or more teamsmust be trained in:

• Use of the various types of fire extinguishers

• First aid, including cardiopulmonary resuscitation (CPR)

• The requirements of OSHA standard

Learning basic first aid techniques can equip youwith an important life skill by improving yourknowledge of what to do in an emergencysituation at home, in the workplace or out inpublic. The aim of the first aid is to:

• Preserve life – This includes the life of the firstaider, the casualty (the victim, the injured/sickperson), and bystanders.

• Prevent deterioration – the patient must bekept stable and his/her condition must notworsen before medical services arrive. Thismay include moving the patient out of harm'sway, applying first aid techniques, keepinghim/her warm and dry, applying pressure towounds to stop bleeding, etc.

• Promote recovery – this may include applying aplaster (bandage) to a small wound; anythingthat may help in the recovery process.

Training a CCEL Employee

Every employee needs to know details of theemergency action plan, including evacuationplans, alarm systems, reporting procedures forpersonnel, shutdown procedures, and types ofpotential emergencies. Drills should be held atrandom intervals, at least annually, and include, ifpossible, outside police and fire authorities.



What can being a First Aid Volunteer do for you?

Emergency Evacuation Planning

Emergency action plans are required to describethe routes to use and procedures to be followed byemployees. Where needed, special procedures forhelping physically impaired employees. Thepreferred means of alerting employees to a fireemergency must be part of the plan and anemployee alarm system must be availablethroughout the workplace complex and must beused for emergency alerting for evacuation.

The alarm system may be voice communication orsound signals such as loud hailers, whistles orhorns. Employees must recognize and respond tothe evacuation signal.

Should evacuation be necessary, staff membersshould know to go to the nearest exit or stairwayand proceed to the muster point outside thebuilding.

Evacuation Checklist

• Follow escape route.

• Assist clients and other staff, as needed or assigned.

• Meet at predetermined assembly point.

• Make certain everyone is accounted for (those on vacation, at meetings outside the building, at home, ill and present).

• Do NOT go back into the building.

• DO report where any unaccounted for person routinely would have been when the alarm rang to a person with authority, who will tell the Fire Warden.

The CCEL Emergency Response Plan is covered onCorporate Procedures, Ref. HSE-022

HSE FOCUS

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CCEL Emergency Response Team (ERT)

PRINCIPLESTHE E IGHT

OF QUALITYMANAGEMENT

MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS

CUSTOMER-FOCUSED ORGANISATION

LEADERSHIP

INVOLVEMENT OF PEOPLE

PROCESS APPROACH

SYSTEMS APPROACH

CONTINUAL IMPROVEMENT

FACTUAL APPROACH

TO DECISION MAKING

Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations.

QA/QC FOCUS

The Eight Principles of Quality Management

Contributed by: Cristine Bocatija, Secretary

Organizations depend on their customers andtherefore should understand current andfuture customer needs, meet customerrequirements and strive to exceed customerexpectations.

“People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit”.

“Leadership establish unity of purpose of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving organization’s objectives”.

“Identifying, understanding and managing a system of interrelated processes for a given objective improves the organization’s effectiveness and efficiency”.

“ A desired result is achieved more efficiently when related resources and activities are managed as a process”.


Definition of Quality Management Principle

Preface:

Quality Management is becoming increasinglyimportant to the leadership and management ofall organizations. It is necessary to identify qualitymanagement as a distinct discipline ofmanagement and lay down universally understoodand accepted rules for this discipline.

The ISO technical committee working on the ISO9000 standards had published a documentdetailing the quality management principles andapplication guidelines. (This article is based on thesaid document). The latest revision (version 2008)of ISO 9000 standards are based on theseprinciples.


“A quality management principle is acomprehensive and fundamental rule / belief, forleading and operating an organization, aimed atcontinually improving performance over the longterm by focusing on customers while addressingthe needs of all other stake holders”.

34

QA/QC FOCUS



Principle 2 – Leadership

“Leadership establish unity of purpose of theorganization. They should create and maintain theinternal environment in which people can becomefully involved in achieving organization’sobjectives”.

Steps in application of this principles are:

1. Be proactive and lead by example.

2. Understand and respond to changes in the external environment.

3. Consider the needs of all stake holders including customers, owners, people, suppliers, local communities and society at large.

4. Establish a clear vision of the organization’s future.

5. Establish shared values and ethical role models at all levels of the organization.

6. Build trust and eliminate fear.

7. Provide people with the required sources and freedom to act with responsibility and accountability.

8. Inspire, encourage and recognize people’s contribution.

9. Promote open and honest communication.

10. Educate, train and coach people.

11. Set challenging goals and targets.

12. Implement a strategy to achieve these goals and targets.

Principle 1 – Customer-Focused Organization

Organizations depend on their customers andtherefore should understand current and futurecustomer needs, meet customer requirements andstrive to exceed customer expectations.

Steps in application of this principle are:

1. Understand customer needs and expectations for products, delivery, price, dependability, etc.

2. Ensure a balanced approach among customers and other stake holders (owners, people, suppliers, local communities and society at large) needs and expectations.

3. Communicate these needs and expectations through out the organizations.

4. Measure customer satisfaction and act on results.

5. Manage customer relationships.

35


Principle 4 – Process Approach

“ A desired result is achieved more efficientlywhen related resources and activities are managedas a process”.


1. Define the process to achieve the desired result.

2. Identify and measure the inputs and outputs of the process.

3. Identify the interfaces of the process with the functions of the organization.

4. Evaluate possible risks, consequences and impacts of processes on customers, suppliers and other stake holders of the process.

5. Establish clear responsibility, authority, and accountability for managing the process.

6. Identify internal and external customers, suppliers and other stake holders of the process.

7. When designing processes, consider process steps, activities, flows, control measures, training needs, equipment, methods, information, materials and other resources to achieve the desired result.

Principle 3 – Involvement of People

“People at all levels are the essence of anorganization and their full involvement enablestheir abilities to be used for the organization’sbenefit”.


1. Accept ownership and responsibility to solve problems.

2. Actively seek opportunities to make improvements, and enhance competencies, knowledge and experience.

3. Freely share knowledge and experience in teams.

4. Focus on the creation of value for customers.

5. Be innovative in furthering the organization’s objectives.

6. Improve the way of representing the organization to customers, local communities and society at large.

7. Help people drive satisfaction from their work.

8. Make people enthusiastic and proud to be part of the organization.


QA/QC FOCUS

36



Principle 6 – Continual Improvement

“Continual improvement should be a permanentobjective of the organization”.


1. Make a continual improvement of products, processes and systems an objective for every individual in the organization.

2. Apply the basic improvement concepts of incremental improvement and breakthrough improvement.

3. Use periodic assessments against established criteria of excellence to identify areas for potential improvement.

4. Continually improve the efficiency and effectiveness of all processes.

5. Promote prevention based activities.

6. Provide every member of the organization with appropriate education and training, on the methods and tools of continual improvement such as the Plan-Do-Check-Act cycle, problem solving, process re-engineering, and process innovation.

7. Establish measures and goals to guide and track improvements.

8. Recognize improvements.

Principle 5 – Systems Approach to Management

“Identifying, understanding and managing asystem of interrelated processes for a givenobjective improves the organization’seffectiveness and efficiency”.


1. Define the system by identifying or developing the processes that affect a given objective.

2. Structure if the system to achieve the objective in the most efficient way.

3. Understand the interdependencies among the processes of the system.

4. Continually improve the system through measurement and evaluation.

5. Estimate the resource requirements and establish resource constraints prior to action.

QA/QC FOCUS

37


Principle 8 – Mutually Beneficial Supplier Relationships

“An organization and its suppliers areinterdependent, and a mutually beneficialrelationship enhances the ability of both to createvalue”.

Steps in application of this procedure:

1. Identify and select key suppliers.

2. Establish supplier relationships that balance short-term gains with long-term considerations for the organization and society at large.

3. Create clear and open communications.

4. Initiate joint development and improvement of products and processes.

5. Jointly establish a clear understanding of customer’s needs.

6. Share information and future plans.

7. Recognize supplier improvements and achievements.

Principle 7 – Factual Approach to Decision Making

“Effective decisions are based on the analysis of data and information”.


1. Take measurements and collect data and information relevant to the objective

2. Ensure that data and information are sufficiently accurate, reliable and accessible.

3. Analyze the data and information using valid methods.

4. Understand the value of appropriate statistical techniques.

5. Make decisions and take action based on the results of logical analysis balanced with experience and intuition.


QA/QC FOCUS

38


1 June 2015, Khalidiya Palace Rayhaan Hotel, Abu Dhabi, UAE

Organized by CCC Leadership Training Team

How to Become More Successful and Happier Employee

S/N Name Designation Department

1. Yolanda Cruz Valdez Secretary HR & Administration

2. Alaa S. A. Inabi IT Support Engineer IT

3. Ibraheem Barakat Senior Document Controller DCG

4. Arbel Reginaldo Chavez Secretary Engineering

5. Bhushan Ranganath Bhor Senior Design Engineer Engineering

6. Ziad H. Saleh Senior Design Engineer Engineering

7. Ali Mohamed Ali Senior Design Engineer Engineering

8. Narasimha S. Himakuntala Senior Designer Engineering

9. Wael M. Abd El Aziz Head of Engineering (LP) Engineering

10. Udayakumar Seetharaman Senior Design Engineer Engineering

11. James M. D'Souza Senior Designer Engineering

12. Hitesh Kumar Vaishnav Lead Design Engineer Engineering

13. Cristine Bestuir Bocatija Secretary HSE

14. Varughese Abraham Thomas Procurement Assistant Procurement

15. Agnes Tayag Surla Procurement Assistant Procurement

16. Margie Forzuelo Braga Procurement Assistant Procurement

17. Elie Kamal El Khoury Project Manager Project Operations

18. Yasuhide Miyamoto Senior Project Manager Project Operations

19. Velu Adhi Quality Assurance Engineer QA/QC

CCEL ATTENDEES:

TRAINING EVENTS

39

2 June 2015, Khalidiya Palace Rayhaan Hotel, Abu Dhabi, UAE

Organized by CCC Leadership Training Team

Communication Skills Seminar

CCEL ATTENDEES:

TRAINING EVENTS



1. Gulbahor Ahmedova Business Development Officer Business Development

2. Keita Shimoda Business Approach Assistant Business Approach

3. Velu Adhi Quality Assurance Engineer QA/QC

4. Prabhakaran Annamalai Senior Procurement Engineer Procurement

5. Pounraj Chinnasamy Senior Procurement Engineer Procurement

6. Mahesh Kumar Agrawal Senior Design Engineer Engineering

7. Wael M. Abd El Aziz Head of Engineering (LP) Engineering

8. Mohammed F. Al Wadeya Senior Design Engineer Engineering

9. Elvis Lawrence Dsouza Senior Design Engineer Engineering

10. Ahmad Anmar Al Fahoum Design Engineer Procurement

11. Rupak Rai Document Control Supervisor DCG

12. Subhan Basha Dudekula Design Engineer Engineering

13. Kailash Chanale Senior Design Engineer Engineering

14. Kshitiz Mishra Senior Designer Engineering

15. Marivi Gamboa Executive Secretary Corporate

16. Rosemarie C. Plata Senior Secretary Proposal & Estimation

17. Arbel Reginaldo Chavez Secretary Engineering

18. Sajjad A. Kazi Design Supervisor Engineering


7-11 June 2015, Park Rotana Hotel, Abu Dhabi, UAE

Organized by CCC Technical and Project Management Training Team

Project Management Professional (PMP) Exam Review


1. Morad Mohamed Lead Design Engineer Engineering

2. Nidhi Koshy Lead Design Engineer Engineering

3. Rakesh Saxena Head of Engineering - Mechanical Engineering

4. Vivekananda Baksi Head of Engineering - Piping Engineering

5. Ryan Reynoso Project Engineer Project Operations

6. Muhammad Kashif Engineer Construction

CCEL ATTENDEES:

TRAINING EVENTS

41


19. Jagdish Maru Chief Accountant Finance & Accounts

20. Rocky Wyk HSE Manager HSE

21. Alaa S. A. Inabi IT Support Engineer IT

22. Rakesh Saxena Head of Engineering Engineering

23. Mouhanad Attallah Public Relation officer HR & Administration

24. Rof Gala Amistad Senior Accountant Finance & Accounts

25. Debasis Sana Senior Design Engineer Engineering

26. Priya D. Nair Human Resources Generalist HR & Administration

27. Berenice Juvic Negete Gaviola Secretary Project Operations

28. Ma. Cristina Pilon Viana Secretary Project Operations

29. Cristine Bestuir Bocatija Secretary HSE

30. Nirmal Kumar Dwivedi Design Supervisor Engineering

31. Vishal Madhukarrao Saner Senior Design Engineer Engineering

32. Ariel A. Ocampo Cost Estimator Proposal & Estimation

Communication Skills Seminar

CCEL ATTENDEES:

Certified Human Resource Professional (CHRP) – ACI, USA

QMS Lead Auditor Training Course

We congratulate Velu Adhi, Quality Assurance Engineer for his successful completion the course assessmentand examination for the ISO 9001:2008 QMS Series Auditor / Lead Auditor Training Course that is certifiedby the International Register of Certified Auditors (IRCA) in March 2015.

TRAINING EVENTS


On May 04, 2015 our colleague Kamal Toumeh has successfully fulfilled the requirements and passed theexam of the American Certification Institute ACI, USA qualifying him to be Certified Human ResourcesProfessional (CHRP).

On behalf of CCEL Management, we would like to congratulate our colleague for his achievement and wishhim all the best of success in his career with CCEL.


Summer Trainee

TRAINING EVENTS

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On 30 June 2015, Nahel Muhammad Afzal has successfully completed 30 days of Summer Training Programcovering the areas of Engineering, HSE, Procurement, QA/QC and Project Controls.

COMPANY EVENTS

An employee gathering took place on the 29th ofJune 2015 during which Mr. Madoka Koda (MD)briefed employees on the status of the corporateobjectives, business plan/challenges andperformance.

Mr. Seiichiro Ikeda’s appointment as newManaging Director and Koda-san’s appointmentas Executive Advisor was announced, followed byIkeda-san addressing employees, thanking hispredecessor for the good efforts to date and

reinforcing the need to observe our motto of HelpEach Other, Respect Each Other.

Mr. John Mooren was introduced as the newlyappointed Project Operations Manager followedby the introduction of all New Faces in CCEL sincethe previous gathering (see p.56), and theEmployee Awards (see p.46). An update wasprovided on the status of activities in the SportsClub and everyone was encouraged to participate.

Employee Gathering


COMPANY EVENTS


CCEL Employee Gathering | City Seasons Hotel, Abu Dhabi | 29th July 2015

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In its pursuit to maintain an environment wherein employees are valued and where exceptionalperformance is recognized, CCEL acknowledge and reward group and individual practices that fosterexcellence in their respective areas of expertise and recognize employee and team contributions toobjectives that support CCEL's values, goals and vision.

Many nominations were received and the Award Committee again had a challenging task to narrow itdown to a final selection. There were many worthy nominations, and each one of us at CCEL continuesmaking a concerted effort to contribute the success of CCEL.


During CCEL Employee Gathering | City Seasons Hotel, Abu Dhabi | 29th July 2015

Employee Awards – June 2015

COMPANY EVENTS

46

MAXIM RIFAISENIOR COST CONTROL ENGINEER

Maxim shows high level of interest in the tasksassigned to him and continues to produce accurateand timely cost management reports throughoutthe life cycle of the projects. He rapidly adapts tochange where needed and effectively cooperateswith his colleagues in a professional manner. Hisefforts are consistently beyond expectation.

EMPLOYEE OF THE YEAR AWARD FOR 2014

BEST TEAM AWARD FOR 2014

PIPING SECTIONENGINEERING DEPARTMENT

For their solid performance as a team who met deadlines andschedules with very little rework and high levels of productivity.

TEAM ROSTER

Vivekananda Baksi

Eknath V. Gund

Vinod Mankotia

Hiteshkumar Vaishnav

Vikram B. Suresh

Prashant R. Mohite

Kailash B. Chanale

Sajjad Kazi

Saleem Patel

Srinivas Chary Solleti

Ajit Kumar Singh

Miguel C. Barte

Frances R. Cabrera


Employee Award Ceremony


COMPANY EVENTS

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NIDHI KOSHYLEAD DESIGN ENGINEER (CIVIL)

For commendable performance on the Shell Slug Catcher project and additional effort.

SUPERSTAR AWARD

CHADI KHACHANPROJECT ENGINEER

For his good performance on the 12 Wells project.

SUPERSTAR AWARD

ROSEMARIE PLATASECRETARY

For her consistent performance beyond expectations with a workload that is relentless and her professional and proactive approach and willingness to take on more responsibility.

SUPERSTAR AWARD



Employee Award Ceremony

COMPANY EVENTS

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PRIYA NAIRHR GENERALIST

For her selfless contribution to maintaining day-to-day transactional HR while at the same time adding tremendous value with other HR initiatives and exceeding expectations.

SUPERSTAR AWARD

AWAD AL HINNPROJECT ENGINEER (CONTROLS)

For his efforts on the Slug Catcher project.

SUPERSTAR AWARD

*The certificate was awarded upon Awad’s resumption from his vacation

Farewell Dinner for Koda-san

A farewell dinner was hosted on the evening of the 29th of June 2015 to thank Mr. Madoka Koda for thetime that he served CCEL as Managing Director, and to wish him well in his role as Executive Advisor.


COMPANY EVENTS

49

COMPANY EVENTS


CCEL hosted an Iftar event for its staff at ‘St. RegisHotel Corniche’ on the 7th of July 2015. The event,attended by CCEL's Managing Director Mr.Seiichiro Ikeda and Deputy Managing Director Mr.Hassan Seoudi, and CCEL employees, made for apleasant banquet and delightful atmosphere. Theceremony was also marked by the presence ofspecial guests from the parent companies(Chiyoda Corporation and CCC).

The event falls under CCEL's initiatives tocelebrate the month of giving and goodness withpromoting the spirit of communication andcamaraderie among all employees. CCEL hasadopted the custom of holding an Iftar gatheringyearly during the Holy Month of Ramadan, as theoccasion creates an opportunity for all membersto meet outside working hours and exchangeviews in a pleasant and social environment.

3rd Annual Iftar Gathering

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CCEL 3rd Annual Iftar Gathering | St. Regis Hotel Corniche, Abu Dhabi | 7th July 2015

COMPANY EVENTS

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COMPANY EVENTS

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COMPANY EVENTS


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COMPANY EVENTS

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COMPANY EVENTS


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NEW FACES

CCEL’s New Employees

Joined on 28-Jul-2015

HIROSHI INAMARURotating Equipment Specialist


LAMBERTO LOZANOSenior Commissioning Engineer


EBIN JOY PONMANISSERISr. Applications Administrator

Joined on 01-Apr-2015

SUNIL JUMHARESenior Rotating Equipment Engineer


THOMAS CHAMBERSContracts Manager

Joined on 07-Jun-2015

ABHAY PHASELead Design Engineer (Civil)


AWAD ALOYEEDSenior Cost Control Engineer


LAKSHMINARAYANAN K.Lead Design Engineer (Pipeline)

Joined on 28-May-2015

AHMED HUSSNI EL BAKRISenior Clerk


JOHANNES MOORENProject Operations Manager



BIRTHS

The new members of CCEL Family

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CCEL Focus - Issue No.6

Documents

Transcript of CCEL Focus - Issue No.6