Document 3540

January 15, 2018 | Author: Anonymous | Category: business and industrial, business operations, management, project management
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April  June 2006

HEAD OFFICE KUWAIT PO Box 24081 Safat 13101 Kuwait Tel: +965-4749655 Tel: 4762655 Fax: +965 4760891 EGYPT NATIONAL 2 AbdulMoneim Riyadh St Thawra Square Al-Mohendessen Giza Tel: +202-3367688 Fax: +202-7609264


AL-IRAQ NATIONAL Baghdad, Iraq Al-Yarmouk Area Avenue 1 Bldg 1, Road 1 Tel: 07-901922565

DUBAI, UAE PO Box 25693 Dubai Tel: +9714-3476662 Fax: +9714-3479400



ABU DHABI, UAE 11th Floor, Al-Ferdous Bldg Al-Salam Street Abu Dhabi Tel: +9712-6775800 Fax: +9712-6778688 Eml: [email protected]

THE GAMBIA 128A Kairaba Fajara PO Box 3330 Serrekunda Tel: +220-4494156 +220-4494954 LEBANON MAK Centre 2nd Floor Al-Sham Road PO Box 182 Hazmieh, Beirut Tel: +961-5-950480/81


Message from the DMD


Employee of the Quarter


New Faces, Achievements & Farewells




Operations News


New Relocation Policy


Innovative Welding


Instant Access


International Water Day


Learning & Development


Staff News


KN Safety


Mental Puzzle



Website: Email: [email protected]

Transmission is the corporate magazine of Kharafi National. It is issued quarterly and distributed internally. The editor, Paul D Kennedy, may be contacted on [email protected].

Message From The DMD

Over the last year Kharafi National has expanded its operations by more than 50%. Our on-going success is due to the performance-driven nature of our corporate culture. Driving success in KN depends on ownership and discipline. Our people have a deep sense of ownership in both the company and their individual projects or operations and are thus highly motivated to perform well. We also benefit from strong discipline, which is enforced by adherence to our corporate procedures. An intense sense of ownership combined with firm discipline have created a high degree of efficiency that is enabling us to get things right the first time. It is these three factors – ownership, discipline and efficiency – that make a project or operation successful. We measure success in KN by three criteria: safety, quality, and delivery within budget. To ensure that these three criteria are met we use a performance-based bonus system (PBBS). The PBBS system covers not only projects but also – by relating the performance of all managers to key performance indices – COOs, project managers and the directors of support services. Thus the subjective element has been removed from the calculation of bonuses and the performance of everyone within KN is now judged according to criteria that are wholly objective. In KN, gaining a bonus is not an entitlement; it is an extra reward for a job well done. The PBBS system is the practical expression of our performance-driven culture. It has been designed to ensure that performance throughout KN remains consistently high while avoiding the build-up of ‘fat’ that tends to happen over time in any large organization and which in the end becomes a burden on performance. Every decision a manager in KN now makes affects our collective bonus. This is the only way to control a company that has reached our size. Maintaining our performance-driven culture will be the key to our continuing success in the years to come.

Samer G Younis Deputy Managing Director

April - June 2006


Employees of the Quarter The winners of the Employee of the Quarter Awards for the Second Quarter of 2006 were: George Issac, an electrical supervisor on project 8608, for going beyond what was expected of him in his dedication in facilitating logistical support on the Iraqi border and for providing technical support to communication projects within Iraq on a 24/7 basis without hesitation or complaint.

P K Shanij Kumar, the camp boss in cost centre 9134, for demonstrating the highest levels of coordination, initiative and control in dealing with the chaos of project shutdowns, including administration and payroll matters, that would otherwise have had a serious impact on operations.

The Runners-Up were NON-MANUAL EMPLOYEES Omar Azmi, a laboratory chemist in cost centre 9176, for taking the initiative in administrative and ISO accreditation work in addition to his normal duties. Mohd Abdullah, an E&I superintendent on project 1294, for supervising the safety of all scaffolding and ensuring that idle man-hours are limited, in addition to his regular duties.

Thulasi Das Pillai, a technical clerk in, for his systematic production and dispatch of documentation thereby ensuring the fast accurate delivery of fabricated items to clients. Ehab Al-Sharief, a project engineer at Sulaibiya WWT&RP, for his eagerness to learn and for always welcoming addition responsibilities, such as organizing plant visits or doing work for other projects. MANUAL EMPLOYEES

Ibrahim Younis, a general foreman on project 9191, for managing several projects efficiently, ensuring that tight deadlines are met, and for undertaking additional responsibilities.

Severino G Lima, an electrician on project 1227, for going beyond his routine duties in taking special care of electrical equipment and for inspecting them on site to ensure their safety.

Yusuf Bhanpurawala, a secretary on project 1211, for his high levels of transparency, hard work, initiative and ownership, and for serving as a good link between clients and the company.

Hirji Giri, a senior concrete finisher on project 1220, for always being extremely hard-working and always on time, and for always performing his job in an excellent manner.

John Koshy Thomas, a secretary on project 1293, for his sincerity, his intense focus on his work, his good conduct and the cordial relations he maintains with his colleagues.

Rajendran Nair, a pipe fitter (mechanical) on project 1285, for being very sincere and hard-working and for having the technical ability to read complex workshop drawings.

R Sreekumar, a secretary on project 1285, for handling the additional responsibilities imposed by two new projects in addition to his work for his own project.

Kuppuswamy, a pipe fitter (mechanical) on project 1286, for his dedication, hard-work and excellent performance, and for assuming responsibility in pumping stations in the absence of the engineer.

A Siddharthan, a safety engineer on project 1234, for his untiring efforts and commitment which have significantly contributed to the achievement of the highest levels of safety.

Suhail Mohammed, the HVAC foreman on project 1207, for having saved money for the company by using his excellent skills to undertake overhauling work at the site itself.

Suresh Kumar, an electrical supervisor on project 1207, for his competency in independently handling critical equipment such as industrial rectifiers and DC systems.

Antar Hosney Borei, a store helper on project 1240, for enabling the PM to save labour costs by assisting the store keeper and supervisors in receiving materials from the client.

Hussein Hossam, a site mechanical engineer on project 1265, for exhibiting a pro-active attitude by undertaking additional responsibilities during the initial stages of the project.

Palakal Pathros Rapheal, a tea boy on project 1186, for his punctuality and discipline which has contributed significantly to generating goodwill in KNÊs relations with Flour and PMC.

Ihab Mohamed, a project engineer on project 1238, for his professional expertise which attracted relay testing and commissioning work from Safwan Technologies and so earned additional income for the project.

M R S Perumal, a piping foreman in ABJ, for ensuring that deadlines were met and man-hours within budget during the fabrication of the flying mast for the Sheikh Jaber Al-Ahmad Stadium.

Thomas Anthony, a document controller on project 1186, for efficiently maintaining 17013 IFC drawings and a sophisticated MS Access database for prefabrication requests.

Madhu Meethal, a labourer in cost centre 9176, for successfully learning how to work as a laboratory assistant and for developing the ability to undertake some testing work on his own.


April - June 2006

Farewells To

New Faces At KN Jasem Mohammad Al Hamad has joined as a consultant for specialist services on project 7104, after 20 years with KNPC, most recently as a projects manager. With a BSc in civil engineering from Miami, Jasem was previously a researcher with KISR.

Thomas Varghese, a senior secretary in the DMDÊs office, is emigrating to the USA after twelve and a half years with KN. At a farewell party on the 21st June 2006, attended by many colleagues, he was presented with a plaque by DMD Samer Younis.

Naser Ragheb Moh’d Abu Al Roos has been hired as a construction manager on project 1264. Jasem, who has a BSc in mechanical engineering from Kuwait University, rejoins KN from the Morganti Group in Jordan where he was a section engineer.

Staff Achievements Zafar Iqbal, a welding supervisor on Project 1216, after twelve years with KN. His farewell party on the 16th May 2006 at the central site office meeting room of Project 1264 was attended by Eyad Hamed, Mohd Farah, Farukh Butt of QA&C, and Mohan Lal of HRD.

Monir Abd El-Aziz Monir Moustafa - PhD Congratulations to Dr Monir Moustafa, Unit Head of Project Controls, who has been awarded a Doctorate of Philosophy in Project

Hassan Mohamed Ali Hassan, a supervisor (civil) working in O&MÊs Bayan Palace office, has retired after thirteen and a half years with KN. A farewell party and presentation, attended by Ayman Nassar and Alaa Noufal of HRD, was held on the 20th May 2006.

Management (Project Controls) by the Faculty of Engineering in Cairo University. After nearly seven years of research, the public discussion of Dr MonirÊs thesis took place on the 25th April this year. April - June 2006 3

SHU GRTA 2006 A New Benchmark for Refinery Maintenance ..⁄ ABJ Engineering & Contracting was the main contractor on the recently executed general refinery turn around of Shuaiba refinery in Kuwait. The project, including all addition works discovered during inspections, was completed 10 days ahead of its planned 48-day schedule, with zero losttime incidents.


huaiba refinery was built in 1966 and commissioned as an export refinery in 1968. Severely damaged during the Iraqi occupation in 1990, it began operating at its full capacity of 195,000 barrels per day again in 1998. Shuaiba undergoes a full shutdown for cleaning, maintenance and the replacement of worn parts every five years, a process termed a general refinery turnaround or GRTA.

‘The significant challenges we overcame, and the fact that we finished

During 2005 plans, such as management plans and process and maintenance-related plans, were developed.

As a result the mobilization period for a project of this size and scope was extremely tight.

In 2006 the GRTA of Shuaiba took place from the 31st March to the 8th May. Planning by Kuwait National Petroleum Company (KNPC) began in 2004. KNPC decided to manage the GRTA by dividing the work into six cells, each cell representing a subdivision of the refinery, and to have the work executed through a single contractor.

KNPC issued the tender in mid-May 2005 and bidding closed on the 12th July. Though a fax awarding the contract was received by ABJ Engineering & Contracting on the 24th October, the contract was not signed by KNPC until 12th December 2005. The start date, 18th December, was more than two-and-a-half months later than expected.

Mobilization took place during the second half of December and January. In February and March the pre-GRTA mechanical, instrumentation, electrical and rotating work list along with the NDT inspection of cold lines were executed. Preparatory work for GRTA was also carried out, including the installation of scaffolding, the field


April - June 2006

well ahead of schedule without losing any time at all due to accidents, makes .... for ... an excellent performance on the three most important aspects of any project: safety, schedule and quality.’

‘ABJ’s scope of identification of flanges on machinery that required blinding, ie shielding off during maintenance, and pre-fabrication work for the execution of certain aspects of the project, such as chemical cleaning and decoking.

work covered the maintenance or replacement of 215 pieces of different types of equipment

Refinery shut-down commenced at 00:00 hours on 31st March 2006. It took 6 days. During this time the chemical decontamination of some equipment and the de-coking of several crude heaters were completed. In addition, equipment blinding was undertaken to prepare the systems and equipment for strip-down and maintenance. ABJ had two project managers on SHU GRTA 2006, Mustafa Baydoun and Jean Yazji. Mustafa was the project manager for all site activities, while Jean was responsible for all logistics, including the mobilization of personnel and sub-contractors. ABJÊs scope of work covered the cleaning and maintenance of all equipment and the replacement of piping works as required. ABJ also assisted KNPC with start-up at the end of maintenance. The amount of work undertaken by ABJ, including extra work that was found necessary following inspections of plant and machinery, was almost double the previous GRTA in 2001. GRTA 2001 was completed in 56 days against a planned duration of 40 days, ie 16 days (40%) over schedule, yet still failed to achieve its targets according to KNPC. ABJÊs scope of work for 2006 covered the maintenance or replacement of 215 pieces of different types of equipment, including heaters, heat exchangers, towers, and internals. Though this involved a total of 1,058 jobs, each of which was a miniproject in itself, ABJ completed GRTA 2006 in 38 days, 10 days (21%) ahead of the scheduled 48 days. KNPC has stated that this unique achievement saved the refinery about US$20 million. Indeed, under its contract with KNPC, ABJ will be receiving a healthy bonus for this outstanding performance. As well as installing temporary electrical

..... a total of 1,058 jobs, each of which was a mini-project in itself.’

Scaffolding up before shutdown

cable networks for each cell, plus hand lamps and transformers in order to be able to work inside the vessels, towers and heaters, ABJÊs scope of work involved: 

supplying and installing 420,000cu m of scaffolding in 45 days;

re-tubing 20,000 pieces of tubing;

welding an overall total of 22,000ins in diameter of piping;

hydro-jetting 45,000 tubes for fin fans coolers and heat exchangers;

pulling and pushing 56 heat exchanger bundles;

blinding and de-blinding 5,400 blinds of different sizes varying from 1/2 to 56 inches in one week; and

Replacing towers and vessels that weighted up to 40 tons and were up to 43m in height.

Grit blasting and painting 7000sq m of equipment and pipes internally and externally.

To undertake this vast amount of work in a very short space of time, ABJ and KN had to mobilize massive resources, including heavy-lift cranes with capacities ranging from 25 to 400 tons. ABJ had to erect a April - June 2006


temporary workshop in Mina Abdullah to re-tube 20,000 tubes for fin fan coolers and heat exchangers. In only 16 days, ABJ welded and installed 16,000 inches diameter of piping, ie 1,000 inches diameter a day. In addition, most of the blinds were fabricated by ABJÊs own facilities in Mina Abdullah. ÂA major challenge,Ê Mustafa Baydoun said, Âwas that space inside Shuaiba it was very cramped, with 215 pieces of equipment open at one time. Another challenge was the lack of drawings for the plant and equipment, so we had to do a site survey and estimate the weight of the equipment. Then we just had to open up machinery and see what was inside and what needed repairing or replacing after receiving KNPCÊs instruction through inspection advice tickets which were only finally received on the 22nd April. Yet despite all this, as well as the very tight schedule and extremely stringent quality and safety requirements, I am proud to say that we finished way ahead of schedule.Ê At the peak, ABJ had a total of 2,056 men on site, including 1,500 temporary personnel, the majority of whom were from India. ÂRecruitment was very rushed,Ê Jean said, Âdue to the late signing of the contract. Nevertheless we had everything in place by the 31st of March when shut-down began. Then, in ‘... space inside Shuaiba the middle of April, I had to was very cramped, with recruit a further 80 fabricators, welders and supervisors from 215 pieces of equipEgypt. I only had three days ment open ..... lack of to assess, hire, get visas and fly 80 Egyptians to Kuwait. All drawings ..... we had to very hectic, but really worth it ..... estimate the weight in the end.Ê

of the equipment.’

Jean also had an extremely short time in which to hire subcontractors, three from outside Kuwait  from Abu Dhabi for retubing, from Saudi Arabia for bundle pulling, hydro-jetting and cleaning, and Coke Buster from the UK for de-coking. All personnel, permanent KN and ABJ staff and temporary hires, as well as sub-contractorsÊ staff, had to undergo safety training, along with KNPC staff, before they could work on the site. The work went on 24 hours a day, seven days a week, and everyone worked 12 hour shifts. Though the number of man-hours spent on the project totaled a whopping 1,500,000, the whole of GRTA was completed without any accidents at all, a tribute to the quality of the safety training and planning. Almost all non-manual employees worked a grueling 16 hours a day, seven days a week until the job was done. ÂThe time available for team building was obviously very short,Ê Jean said. ÂAnother challenge was maintaining morale under the intense pressure of the work. However our camps administration ensured that everyone had a pleasant place to stay and were able to unwind off-site. Intense focus on the project by a tightly-knit team was one of the factors that made this project such a resounding a success.Ê 6

April - June 2006

Safety pays off big - 1,500,000 man-hours without any accidents at all

Jean Yazji said, Âwhich enabled the instant relaying of critical information. The use of radios meant that the situation in the field could be monitored effectively without communication delays. It also made maintenance activities inside confined spaces and towers much safer.Ê

ÂPerhaps the key to our success,Ê Mustafa said, Âwas the meticulous planning that was undertaken by ABJ with KNPC. We had, of course, done much of our planning, right down to the micro-level, even before our site investigation was completed in mid-March this year, so we knew what our resource requirements were going to be and had our materials and maintenance plans in place well before we started work.Ê

Another factor that made GRTA 2006 a resounding success was the use of innovative cleaning methods. ÂMany of the refinery units and flare headers were cleaned using environment-friendly gases,Ê Mustafa said, Âwhich improved cleanliness and reduced the time taken compared to mechanical cleaning. And, instead of employing conventional steam air de-coking, crude unit heaters were de-coked using pigging technology in which a cleaning device is propelled through a pipe or duct under pressure. This also resulted in better results in a shorter time.Ê Communications between KNPC and ABJ were excellent. Meetings to monitor progress and discuss work plans were held daily. Meetings were reported in a structured manner and an information board, designed to capture all the information needed to enable managers to focus on critical issues, was used to track progress. ÂAbout 100 key personnel from ABJ and KNPC were hooked up by radio,Ê

ÂThe significant challenges we overcame, and the fact that we finished well ahead of schedule without losing any time at all due to accidents, makes ShuaibaÊs GRTA 2006 a remarkable achievement for ABJ,Ê Nicola Coccioli, COO Petroleum/Chemicals and Facilities Management said recently. ÂWe turned in an excellent performance on the three most important aspects of any project: safety, schedule and quality. Indeed I can say without fear of contradiction that ABJÊs performance on GRTA 2006 created a new benchmark for refinery turnaround management.Ê

Project Brief

GRTA 2006 – Shuaiba Refinery Client Project Number Location Start Date (contract) Start Date (GRTA) End Date Duration (planned) Duration (actual) Employees

: : : : : : : : :

KNPC 1294 Shuaiba, Kuwait 18th December 2005 31st March 2006 8th May 2006 48 days 38 days 2,056 at peak

April - June 2006


Operations News KNÊs workforce, which has more than doubled in the last two years, is extremely busy on a wide-range of projects. Despite all this activity the company has scored two remarkable achievements in working continuously without any lost time due to accidents or injuries. PhaseI of KNÊs New Facilities in Mina Abdullah is progressing well. This phase includes new, vastly expanded, workshops and administrative facilities for both ABJ and the Equipment Division as well as external services for the entire project. KNÊs engineering department, in collaboration with an international consultant, is currently finalizing the concept design for Kharafi NationalÊs new headquarters which will be constructed during Phase2.

The UAE In the Emirates, KN are very busy demobilizing the Bur Juman and ADIA projects, getting EUCH up and running, and, as well as progressing on the DFC and other projects, relocating the departments from Dubai to Abu Dhabi.

Commercial & Industrial

A7 Pumping Station

Ventilation and odour control are vital in places where there are high concentrations of hydrogen sulphide gas. In A-7, odour control system will suck the gas above the trenches and pump it into three wet scrubbers that will remove poisonous gases and odours. The air will then be passed through carbon filters for extra fine polishing.

The new station, designated A-7, will replace the existing pumping and lifting stations A7, A-9 and A-12. MAK are the construction contractors, while KN will supply, install, test, commission and maintain all electromechanical works.

The A-7 project is currently at the procurement and construction stage for the electromechanical works. The project is scheduled for commissioning at the end of 2007, after which KN will be operating and maintaining the new pumping station for two years.

As part of the Ministry of Public WorkÊs on-going programme to improve KuwaitÊs sewage system, a new pumping station is being constructed in Riggae, next to the head quarters of KuwaitÊs National Guard.

Artist’s Impression – New A7 Pumping Station

Two Million Safe Man-hours Al-Futtaim Carillion (AFC), the principal contractor on the Dubai Festival City project, has awarded KN a certificate for being the first sub-contractor on site to register two million man-hours of safe working in the period from January 2005 to the 15th April 2006, a further justification, if any were needed, of the premium KN always places on safety. Our photo shows Yousef Zahran, KNÊS senior project manager, receiving the safety certificate from Stuart Hiller, AFCÊs project director.


April - June 2006

KNÊs scope of work includes the main pumps, primary cleaning equipment, flow control equipment, odor control system, lifting equipment, building services, and the complete SCADA control system. A7 is designed to handle 778,000 cubic meter of sewage per day. Once the raw sewage enters through the 20-ton inlet gate that controls the flow, it passes through screens that remove solid waste. It then goes into a grit removal system, a new device that removes finer grit by centrifugal movement. After that the sewage is stored in a reservoir which serves as a buffer tank before the main pumps. Then it is pumped on to Ardiya STP via eight main pumps, each driven by a 1.5mw motor.

O&M Industrial Group Operation and Maintenance Industrial Group recently secured two 2-year contracts for the shaping and overall maintenance of storm drain networks from the Ministry of Public Works in Kuwait. The first contract covers the Capital and Hawalli governorates, the second Farwaniya and Jahra. The scope of work for both contracts includes the renovation and overall maintenance of the storm water drainage networks in these governorates, based on work orders from the MPWÊs project engineers. The works will mostly cover CCTV inspect-

Marina World - Salmiya, Kuwait

ion, remedial measures for the networks, cleaning, maintenance, corrective repairs, and associated civil works and services. Work on these profitable contracts, which are based on re-measured unit rates, will begin on the 15th July, 2006.

Power, Water & Building Services KN began undertaking the operation and maintenance of the electro-mechanical services at Marina Mall and Marina World in Salmiya, Kuwait, on 1st February 2006 on behalf of the United Real Estate Company.

Marina World is part of the final phase of the governmentÊs five-stage project to develop the coastline from Ras Al-Ard, in Salmiya, to the Port of Shuwaikh. It consists of Marina Mall and Marina Seaside. Marina Mall has 30,000 sq m of shopping, entertainment and dining facilities, with a wide range of choices and valet parking. The mallÊs design is very contemporary. It contains a rotunda, one of the largest glass domes in the Middle East, which is equipped with a sail that turns automatically towards the sunlight. The corridors of the mall are covered with retractable skylights that can be opened during good weather to create an impression that one is shopping outdoors. Marina Bridge, which connects the mall to Marina Crescent on the other side of Arabian Gulf Street, is built almost completely of glass. To aid the foot-weary, it contains several walkalators. Marina Crescent, part of the Marina Seaside development, contains a variety of restaurants. Other features of Marina Seaside include Marina Beach, a water-front entertainment area with walking paths, and Marina Tower, an entertainment and eating centre which is still being completed.

Marina World Marina World, conceptualized as a complete urban destination, consists of Marina Mall, an inland ÂshoppertainmentÊ centre, and Marina Seaside, a 3km long multifeatured coastal strip. Marina Mall and Marina Seaside are linked by a glass bridge over the busy Arabian Gulf Street. During construction, KN was the MEP contractor. KNÊs current O&M contract is for two years and the scope of work includes the operation and maintenance of the basic HVAC, plumbing, fire-fighting, and electrical systems, as well the irrigation, passenger and vehicle elevators, and all elevators and bridge walkalators  24 hours a day, 7 days a week, for 365 days of the year. The scope also includes the administration of all subcontractors on behalf of the client, United Real Estate Company.

Controller Building GC 23

Surge Tank at North Kuwait Crude Oil Export System

Petroleum & Chemical Work at P&C is continuing apace. The initial site survey for PICÊs OL2K Ethylene Glycol-2 project has commenced. Over the next 18 months KN will be constructing all civil and electro-mechanical works, and will be providing pre-commissioning and commissioning assistance for The Kuwait Olefins Company on this massive and very high value project. The installation of temporary facilities for the client has begun on the project to construct

an aromatics complex for PIC. This huge project, for which KN will be undertaking all civil and buildings works, structural steel erection, mechanical and electrical works installation, insulation and painting, as well as pre-commissioning and the supply of commissioning support manpower on behalf of Tecnimont, will keep P&C busy until the end of 2008. Meanwhile the two effluent water disposal plants built by KN in the Magwa and Burgan oilfields, on behalf of Daelim Industrial

April - June 2006




Company for KOC, are in the final throes of commissioning. Demobilization is in progress and the full scope of work should be wrapped up by the end of July. Despite the complexity and geographical spread of this project, it has completed more than ten million man-hours without an LTI (see opposite). Finalization of the original scope of work for the project to replace the crude oil export system in northern Kuwait with Petrofac on behalf of KOC is progressing well. To complete the tie-ins, two shutdowns are taking place, with a view to finishing in July. Staff on this project will then be transferred to Gathering Centre 23, where civil and mechanical work for the facility upgrade project is continuing. KOC is expected to issue Petrofac, the main contractor, with a variance order soon, and the extra scope of work is likely to extend the project until December 2007. KN is the lowest bidder for the stand-by services project tendered by KNPC. Should the company be awarded the contract, this 5-year project will be shared between P&C and O&M. P&C will manage the site preparation works at the location for the new Al-Zour refinery and O&M will take care of the mechanical, electrical and instrumentation words at Mina Abdullah refinery.

Effluent Water Disposal Plant Constructed for KOC

Ten Million Safe Man-Hours on a Single Project Kharafi NationalÊs emphasis on safety at all times has produced an extraordinary dividend. For the first time ever, KN has clocked an amazing 10 million man-hours of safe accident-free working on a single project  the construction of Effluent Water Disposal Plants for KOC. Under a contract awarded by the main contractor, Daelim Industrial Company, KN has built two new effluent water disposal plants, one in the Magwa oil field and one in the Burgan field. The work is nearing completion and the Magwa plant has already been was handed. KN constructed 83 buildings, shelters, substations and control rooms over an area of

30km by 30km. The company also erected 17 tanks, the largest 42m in diameter, and refurbished 5 existing tanks, installed pipe manifolds and pumps to transfer water from 14 gathering centres and 2 tank farms to the disposal plants. All this work involved the use of 3,000 tons of steel, the fabrication and laying of 140km of collection and disposal pipe lines, and the laying of 1,000km of electrical and instrument cabling. At its peak, KN had 2,500 men working simultaneously in 22 separate locations. Despite the high degree of coordination and control required for this widespread project, the work was carried out safely without a single lost time accident. KOC are planning to hold an award ceremony to recognize this remarkable achievement in the near future.

New Corporate Relocation Policy Approved


his year, Kharafi National is continuing its drive for ongoing achievement by quickly expanding its international activities in line with its strategy. KN therfore needs to encourage the relocation of employees who have the skills and corporate knowledge required to start up and expand these growth areas. International relocations are mutually beneficial. Relocating employees get the opportunity to become more knowledgeable about the companyÊs wide range of business activities and the chance to showcase their personal abilities in growing new areas. An international relocation is good for career development. However deciding whether to relocate is often difficult for an employee and his or her family. The though of leaving co-workers, friends or family, and starting a new job in a strange country can be stressful. Uncertainties about expected living conditions, worries about accommodation and schools, the chore of packing and unpacking, potential out-of-pocket expenses and the hassle of starting afresh in a new place, all add to the worry. 10 April - June 2006

KNÊs new Corporate Reloc-ation Policy addresses these concerns. Within certain limits, the policy will provide an allowance for miscellaneous out-of-pocket expenses, paid relocation leave to hunt for accommodation and schools, spousal assistance for career counselling or job search in the new location, leasing assistance regarding early termination fees in your current location and real estate fees in the new location, travel costs to and temporary living expenses in the new location, the option of a lump-sum cash amount or full door-to-door service from a professional moving company for the packing, shipping and unpacking of household belongings, plus one-on-one assistance from a professional relocation firm to help you to find accommodation and schools, and acquaint you with your new location. The new Corporate Relocation Policy is fit for its purpose, and HRD would be surprised if many of our competitors have anything to match it. Full details will be forthcoming in the next month or two, once the administrative details have been finalized with FAD and QA/QC and the policy has been adopted in the companyÊs procedures.

Another first at KN ⁄⁄. Innovative Welding Procedure


n important part of the Effluent Water Disposal Project was the construction of a 37km pipeline system. Due to the highly corrosive nature of the transported liquid, the pipeline was designed to meet special requirements, one of which was to internally coat the pipeline with fusion bonded epoxy. The single lengths of pipe were coated prior to delivery and the joints were coated in the field after non-destructive examination of the welds. The internal coating required special welding considerations with regard to the root passes. After the root pass welding was completed, the bare pipe surfaces adjacent to the weld area had to be clean, smooth and free from the spatters and slag that is normally present after conventional welding.

36-inch Line Welding Crew in Burgan

A new welding technique using the metal inert gas process has been used for the first time in Kuwait by Kharafi National and the process has been accepted by KOC. Kevin Monk explains. ed by KNÊs Equipment Division utilizing boom trucks mounted with power generators, welding rectifiers, power units for the STT machines and welding tents. Wire feeders for the STT units and all tools required for efficient welding were located inside the tents.

The operation was highly successful. In excess of 1,500 joints were completed without any root pass repairs being necessary. KOC also accepted this downhill welding process for on-plot welding instead of the conventional uphill welding technique.

After careful evaluation of the commercial and technical aspects, it was decided to purchase specialized automatic equipment (STT) from Lincoln Electric in the USA. This welding equipment utilizes the metal inert gas (MIG) process and had never been used previously in Kuwait. Three units were purchased along with operating spares. They achieved high quality results at approximately three times the productivity of the alternative tungsten inert gas (TIG) system. Mobile welding plants were construct-

The Welding Boom Truck

April - June 2006


Innovative Services with .....


ne of the perennial problems in the construction industry is the difficulty of accessing areas that are high or otherwise awkward to reach. Since the 1st of March this year, Instant Access has been offering a very safe, versatile and cost-effective solution that has been taken up enthusiastically by the local construction market.

Instant Access is a newly-established independent business unit which is located in the same premises as KNÊs Equipment Division. The new unit has a large fleet of JLG, Skyjack and Nifty Lift access platforms for rent, lease or sale. These include electric and diesel scissor lifts, diesel articulated and telescopic booms, as well as truck-mounted and trailer-mounted booms, allowing men to work at heights ranging from 8m to 43m. The trailer-mounted units have been used very successfully in the offices of HH the Amir and HH the Crown Prince, at Al-Wadah Towers and in the Sheikh Jaber Al-Ahmed Stadium, by KN and MAK. External clients for a wide range of Instant Access equipment already include Ahmadiah, Alghanim International, CCC, Bader Al-Mulla, SK Engineering, ASCO, MTC, among others. Several firms in Kuwait hire out construction equipment but most of them do little more than provide the units. ÂOur intention at Instant Access is to bring the support we provide clients to the next level,Ê Chris Brocklehurst, operations manager, told me. ÂTo ensure that our customers get the best unit for a particular job, our service includes a free site survey. We also give them free on-site insurance and maintenance. In addition, all our units are all certified annually by third parties.Ê The platforms supplied by Instant Access represent the safest ways of accessing elevated heights. ÂBecause these access platforms are far safer than scaffolding,Ê Chris said, Âthey are recommended by HSE experts the world over. In fact their use is mandatory under 12 April - June 2006

several HSE laws in Europe and the USA.Ê Besides being safer than traditional methods of accessing heights, the wide range of access platforms available from Instant Access are much more flexible and versatile. ÂThey are also much quicker and more cost-effective,Ê Chris told me. ÂThese benefits are being increasingly understood by project managers, both inside KN and MAK and outside in the wider construction market in Kuwait.Ê Despite the amount of time and money invested in Instant Access, the new business unit is, after only three months, already proving profitable. More importantly, this innovative new service is enhancing the safe-operating standards of local construction companies. It is also reducing their costs while providing flexibility and versatility as well as levels of service hitherto unknown in Kuwait. KN is confident that Instant Access will become the leading access provider in the country.

International Water Day audience for their position but, in the end, the vote was in favour of using wastewater as an additional source, a necessity due to the scarcity of water in Kuwait. Samples of reclaimed waste-water from Sulaibiya WWT&RP were distributed in mini-bottles by UDC. After being inveigled to take a sip, HE the Minister of Public Works declared that it tasted just like Âordinary waterÊ. The day ended with a visit to Sulaibiya WWT&RP by some of the delegates who declared their pride that world-class state-of-the-art technology was being used in Kuwait.

Dr Ibrahim Al-Ghusain, Deputy GM of UDC (left), HE Badr Al-Hamaidi, the Minister of Public Works, Mr George Labib, GM of UDC (right)


tilities Development Company was the main sponsor of International Water Day which was held on the 22nd March 2006 at Sheikh Jaber AlAhmad Al-Sabah Hall in the Kuwait Institute for Scientific Research under the auspices of HE Badr Al-Hamaidi, the Minister of Public Works in Kuwait. The theme of this yearÊs gathering was the problem of water scarcity in Kuwait. By introducing possible solutions, the event, which was open to members of the public, increased the interaction between scientists and the general community. International Water Day 2006 opened with the presentation of papers by experts in water management. Dr Ibrahim Al-Ghusain, Deputy General Manager of UDC, stimulated the audience with his discussion of Wastewater Treatment Technologies at Sulaibiya WWT&RP. Dr Mohammed Al-Rashed, from KISR, presented a paper on the Integrated Management of Water Resources in Kuwait, while Dr Abdullah Abusam, also from KISR, introduced the notion of Grey Water Reuse. The final presentation was by Eng Mahmood Karam

on the Role of Wastewater in Water Security in Kuwait. The presentation was followed a magnificent formal debate on Reclaimed Wastewater as Drinking Water. Two teams of talented lady engineers discussed all aspects of the topic, including the political, economical, psychological and religious points of view, with great rationality. Both teams presented facts aimed at gaining the support of the

International Water Day 2006 was organized jointly by the Chemical & Petroleum Engineers Union in the Kuwait Society of Engineers and the Kuwait Institute of Scientific Research. The Kuwait Foundation for the Advancement of Science was an associate sponsor. UDC, besides being the main sponsor, played an effective role on the organizing committee. UDC and the Kharafi Group support these events on an on-going basis because they believe that successful operators in the water industry have a duty to help protect the environment and conserve natural resources on behalf of future generations.

Delegates on a visit to Sulaibiya WWT&RP which is operated by KN

April - June 2006


Learning and Development at KN

Graduate Engineers - Intake 2006


Learning on-line is well underway with many personnel getting into the system and achieving great results.

t KN we always encourage continuous professional development; in fact this philosophy is now part of the softskill competencies required for most positions within the company. Thus the HR Learning and Development Unit has launched initiatives and is continuing to develop resources and programmes to enable employees to take charge of their own learning. With the influx of many new employees over the last few months, HR Learning & Development Unit has a busy summer ahead. Rob Fogelman, Unit Head, details some of the areas of activity being pushed forward.

e-Learning Learning on-line is well underway with many personnel getting into the system and achieving great results. e-Learning has also been launched on a trial basis in Lebanon, Egypt and UAE, and early indications are that the system is effective and easily managed from Kuwait. As of the 13th of June we had 2,897 man-hours of learning time used, 587 courses completed and 397 assessment passes. The 397 assessment passes mean that we have been able to issue certificates (see illustration) to those people.

14 April - June 2006

Summer Training On the 1st of July 2006, when our Summer Training Programme commences, some 24 undergraduate engineers will be joining us for eight weeks. These young people have been selected from universities throughout the Middle East, and are primarily from the mechanical, electrical and instrumentation disciplines. They have been assigned to projects and activities that are able to cater as closely as possible to the requirements of their specific disciplines. So if you see new young faces in your area or department, please provide them with every possible assistance, as part of their assignment is to gain a comprehensive understanding of our business and company along with our project work and activities. Some of the people who were summer trainees with us last year have joined KN this year as graduate engineers and are well underway in Kharafi NationalÊs graduate engineer training programme.

Graduate Engineers at Kharafi National Keeping to our tradition of developing young recruits, 14 graduate engineers are being trained on various projects. More will be recruited and trained in the coming weeks. These fresh engineers,

Graduate Engineers visiting ABJ Fabrication Workshop

If you have any suggestions you feel would add value to this initiative, or if you are interested in participating in a review of any of these courses, please contact the Learning and Development Unit. We would also very much appreciate your feedback and comments. We wish to take full advantage of the expertise we have in the company, to ensure our in-house material is of the highest standard and directly relevant to our culture and business objectives.

Current Instructor-led Course Titles

having completed their academic studies, are being prepared for the real world of practical work. When they join, the graduates are given a two-day orientation course on the company and a detailed plan of the training they will receive from us, which will be on-going for one year. They also receive a workbook to complete, which covers all aspects of our departments and company activities, and are granted access to Kharafi NationalÊs e-learning system relating to project management. This enables them to get to know more about the entire range of our companyÊs procedures and activities, without being restricted to their technical work only. As part of their full one-year training plan, the graduates receive classroom training on soft skills delivered by HR Learning & Development Unit once every fortnight. This soft-skill training will mould them into better individuals and leaders so that, in combination with their technical training, they will be the engineers who drive the future.

In-house Training Course Development As mentioned previously, in the Learning and Development Unit we have created in-house instructor-led training courses based on the soft skills required for most soft-skill areas. These courses have been assigned to programmes for graduate engineers, recently promoted supervisors, and managers, and are now in the process of being aligned to the skill gap closure requirements as defined in the recent analysis of training needs. Training plans and schedules to deliver these courses (see box) are being developed and will be rolled out shortly. More courses are under development.

Graduate Engineers at Sulaibiya WWT&RP

1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) 16) 17) 18) 19) 21) 22) 23) 24) 25) 26) 27) 28) 29) 30) 31) 32) 33) 34) 35) 36) 37) 38)

Basic Management And Supervision Concepts Budgeting And Cost Control For Managers Change Management Commitment & Ethics Communications Competency Based Interviewing Skills Controlling Creative Thinking And Innovation Customer Service & Focus Develop And Maintain A Safe Workplace And Environment Emergency Preparedness Employee Relations Environmental Protection & KN Env. Policy Establish And Manage Effective Workplace Relationships Industrial Safety Introduction To Planning Leadership Fundamentals Leading And Managing People Managing Responsibilities In A Quality System 20) Managing Teams Organizing Personnel Development Planning Plant Management Plant Procedures Presentation Skills Problem Solving And Decision Making Quality Management Systems Recruitment Responsibility And Authority Secretary Training Course Selling And Influencing Skills Development Programme Setting Goals Teamwork Technical Writing The Managers Role In Staff Development Time Management And Basic Interpersonal Skills Workplace Information Systems

April - June 2006


STAFF NEWS Best Wishes to ⁄..

Congratulations to ⁄.. Ayman Emam, a project engineer on Project 1278, whose son Hazem was born on the 28th December 2005.

Binu Oomen, chief accountant, whose son Alistair was born on the 24th March 2006. Ashraf Ali, who works on Project 1240, on his marriage to Rasha Mohammed on the 26th of January 2006. Irfan Shaikh, a Cadd Operator HVAC, whose daughter Madiha was born on the 25th march 2006.

M A Rashid, an IT technician, whose son Rezim Rahman was born on the 11th April 2006. David Livingston, a materials control engineer in cost centre 7122, who married Dr Kavitha on the 11th May 2006. Nadeem Abbas Khan of HRD, whose son Jabbar was born on the 19th May 2006.

Words of Wisdom M G Babu, a storekeeper on Project 1240, whose first son was born on the 30th May 2006.

Leadership, like responsibility, is a voluntary act. ⁄⁄. John C Maxwell

REMEMBRANCES The DMD, senior management and all staff in KN offer their sincere condolences to the families and friends of colleagues who died recently. May their souls rest in peace.

Pulikkal Appunny Prabhakaran, 56, died after a battle with cancer on the 27th April. An Indian who worked as a general foreman (mechanical) on project 1260, he had been with KN since July 1993.

Mohamed Ali Ahmed Bialy El Sherb, 50, from Egypt, who was a project coordinator on project 1240, died on the 13th April after being ill for some time. He had been with KN since July 1999.

16 April - June 2006

Safety Training at KN

Beat the Heat

by B Kandasamy, corporate HSE superintendent


ecause outdoor temperatures in the region can exceed 500C in summer, HSE has recently been conducting Safe Working during Hot Weather, a needbased training course.



afe working is a fundamental part of KNÊs culture and training in safety matters is considered a core component of the companyÊs safety excellence programme. HSE training, which is continuous, drives accountability for safety issues and so helps change the behaviour of employees. During the first half of 2006 a variety of training programmes focused on specific issues have been conducted throughout KN. These include: job safety analysis, basic fire safety, scaffolding safety, rigging safety, oxyacetylene gas cylinder safety, and hot weather safety. A further six courses are planned from now until the end of this year. Safety engineers are trained on specific aspects of safe-working at monthly meetings. They then use these training courses, which are available in electronic format, to

impart safe-working concepts and procedures to personnel on the sites for which they are responsible. The courses are designed to enhance awareness and improve the retention of knowledge concerning particular safety matters among employees. HSE training is showing excellent results. Safety awareness is now wide-spread in KN. Employees are able to recognize the dangers they are likely to encounter while working and are more pro-active in taking initiatives to overcome these hazards. The effectiveness of HSEÊs safety training is visible in the greatly reduced number of injury-related work stoppages experienced on project sites over the last few years, and the increasing number of letters KN is receiving from major clients praising the companyÊs exemplary safety records.

he course describes what happens when a combination of heat and humidity slows the evaporation of sweat. It also discusses the symptoms of, and treatment for, heat exhaustion, heat stroke, heat cramp and sunburn.


ereÊs how to beat the heat:

 stay out of direct sunlight while working;  wear a hard hat to avoid the direct effect of sun;  drink two to four glasses of cold fluid each hour;  take frequent short breaks in a cool place if possible; and  inform others if you feel exhausted or unwell. Do not take salt tablets to replace salts lost by sweating, as this will rapidly increase your heart rate and blood pressure.

Corp HSE Department

Mental Figures  4 Reading from left to right, place the four numbers in the first, third, fifth and seventh boxes in any order and use whatever operators you wish in the second, fourth and sixth boxes in the correct order to get the answer shown. Use the numbers only once. Numbers:








x =


All correct answers received before the close of business on the 20th July 2006 will be put into a draw for a special prize. Send your answer NOW to the editor on: [email protected].


Alternative solutions are possible. The SOLUTION will be posted on corpnet with a link from this page about two weeks after this issue of Transmission is distributed. 17 April - June 2006


Answer to Mental Figures - 3 (January  March 2006) Sixty-three correct answers were received by the 30th April deadline. The drawn winner was: Iqbal Khan, a senior QC engineer, who received a valuable prize.

30th Anniversary Celebrations Continuing at KN Project 1288

Equipment Division

Mubarak Al-Kabir & Adan Hospitals

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